Claire Roussel-Sullivan se joint à Royer Thompson – Gestion & ressources humaines en tant que consultante senior basée au Nouveau-Brunswick

Halifax N.-É. (Mecredi 12 juin 2019) – Claire Roussel-Sullivan possède plus de 25 années d’expérience dans tous les domaines de la gestion des ressources humaines, y compris plusieurs postes de direction dans l’une des plus grandes compagnies d’énergie au monde.

« Ayant vécu et travaillé dans toutes les provinces maritimes, ainsi qu’en Alberta et en Colombie-Britannique, je suis ravie de revenir au Nouveau-Brunswick », a déclaré Mme Roussel-Sullivan. Au cours de sa longue carrière, Mme Roussel-Sullivan a acquis une connaissance approfondie des ressources humaines et possède une expertise particulière dans les domaines suivants: stratégie en ressources humaines, rémunération des cadres, relations de travail, gestion du changement, formation et perfectionnement, recrutement, diversité, droits de la personne et harcèlement. Elle est passionnée par l’alignement des ressources humaines à la stratégie d’entreprise, l’analyse des données en ressources humaines et la constitution d’équipes de haute performance qui répondent clairement aux objectifs de l’entreprise et sont axées sur l’optimisation des résultats.

« Nous sommes très heureux de fournir à nos clients une gamme complète de services bilingues au Nouveau-Brunswick et dans l’ensemble du Canada », a déclaré Kim West, présidente de Royer Thompson. « Possédant une vaste connaissance et maintes années d’expérience en matière de ressources humaines, Claire est très enthousiaste face à l’accompagnement, le conseil et l’orientation des cadres supérieurs, des dirigeants et autres personnes clés qui abordent des défis en leadership, gestion du changement et autres défis reliés aux ressources humaines. »



Harriet Wiegert

Tél. 902-422-2099


A propos de Royer Thompson

Royer Thompson est une société de gestion des talents axée sur le développement du potentiel humain au sein des entreprises en soutenant un objectif commun, en recrutant et en cultivant le leadership et en encourageant un esprit innovateur, clair et entrepreneurial.

Claire Roussel-Sullivan joins Royer Thompson Management & Human Resources as Senior Consultant based in New Brunswick

Halifax NS (Wednesday, June 12, 2019)Claire Roussel-Sullivan brings 25+ years experience in all facets of human resources management including senior HR leadership roles in one of the largest energy companies in the world.  

“Having lived and worked in all Maritime provinces as well as in Alberta and British Columbia, I’m delighted to return home to New Brunswick,” says Ms. Roussel-Sullivan. Over her extensive career, Ms. Roussel-Sullivan has gained a broad view of HR with expertise in areas such as strategic HR, executive compensation, employee relations, change management, training and development, recruitment, diversity, human rights and harassment.  She is passionate about aligning HR with business strategy, HR analytics and building high performance teams with clear line of sight to business objectives and focus on maximizing results.

“We are very pleased to provide clients with a full range of bilingual talent management services in New Brunswick as well as across Canada,” says Kim West, President of Royer Thompson. “Drawing from her vast HR knowledge and experience, Claire is very keen to assist and coach executives, leaders, and other key individuals through leadership, change management and other HR challenges.”



Harriet Wiegert

Tel. 902-422-2099


About Royer Thompson

Royer Thompson is a talent management firm focused on capturing the full potential of people in organizations by supporting a share sense of purpose, recruiting and cultivating leadership, and fostering an innovative, caring and entrepreneurial spirit.

Building Capacity for your Organization of the Future

With pending retirements, succession planning is an imperative for all organizations in Canada. It is also an opportunity for Boards and Executive teams to refresh the organization and bring more diverse and inclusive perspectives into the mix.

Yet there is often an “allergic reaction” to the topic of succession planning.  The reaction seems most acute when succession is cast narrowly within the context of identifying and developing new leaders to replace those nearing retirement or exiting a business. A more productive approach may be to think about succession planning as an opportunity to cast a broad net, capturing people you want to stay engaged in and contribute to, and possibly transform, your organization.

While many organizations have a succession document, employees tell us it tends to feel like a paper exercise because there is often no follow-up on development plans for high potential talent. For those not on the list, it can be demoralizing, which is completely at odds with the goal of succession planning. We also hear from employees that leaders sometimes avoid candid conversations about expectations and realistic prospects for advancement. As a result, performance and compensation processes can feel like circular discussions.

A holistic approach to talent management is a remedy for getting beyond check-the-box succession planning. The benefit of this mindset is that it can align with and strengthen the organization’s purpose and culture, anticipate future talent needs and proactively develop a pipeline of people to contribute to the organization.

Succession planning starts with a critical look at the business and imagines where it is going in the future, including a deep understanding of the leadership competencies needed for the organization to be successful long-term.

Typically, organizations identify gaps between the talent in place and the talent required to drive success.  One would imagine any talent assessment today would include more focus on digital, artificial intelligence, automation, collaboration, and global capabilities, being transparent on leadership competencies is important to align expectations and foster an enabling culture.

Regular discussions about how people are progressing against their development plans and being creative about how to challenge and develop them gets great results.
It is important to provide leaders at all levels in the organization with the training and skill development they need to be effective in cultivating high potential colleagues.  This includes defining processes, technology, tools and other initiatives that support talent development. It means integrating succession planning with other key talent processes such as recruitment, leadership development and cross-functional work experiences.

To ensure succession planning is productive, it is important to follow-up on actions. Otherwise high potentials lose interest and can even become disengaged.

To summarize, here are 10 steps to effective succession planning:

  1. Imagine the future
  2. Define leadership competencies
  3. Define metrics and align compensation
  4. Assess current talent strengths and gaps
  5. Identify high potential talent
  6. Activate capabilities of the talent pool
  7. Develop career pathing, mentoring, coaching and cross-functional opportunities for all employees not only high potentials
  8. Design learning and development outcomes to build organizational skills
  9. Develop a continuous feedback loop
  10. Test and refine strategy based on feedback


Kim West is the President of Royer Thompson Management and Human Resources Consulting