Recruitment fills the seat. Consulting keeps it filled.
If the same seat turns over three times a year, the problem is not how fast you hire. We work on the part that recruitment cannot fix.
We see the cause from the hiring floor
Search sits in an unusual position: we hear your account and we hear the account of the people who left you. Which managers cannot retain, which grade has drifted below market, what reputation a particular department carries — candidates tell us these things in interviews, and they do not tell you.
Consulting turns those observations into something you can act on. It is not another generic management framework; it is a diagnosis grown out of your own talent flow.
When to bring in a consultant
- The same seat has turned over three times this year.
- You pay at market and people still leave.
- Grades are ad hoc; raises and promotions have no defensible basis.
- Labour inspections, disputes or overtime calculations worry you.
- You are scaling fast on an HR system built for twenty people.
Consulting modules
Each runs on its own, or combines into a full organisational review.
Organisation and job architecture review
Re-establishing who does what, what it is worth, and how someone moves up.
- Role inventory and overlap analysis
- Grading structure and title system design
- Promotion paths and career maps
- Review of how headcount is actually allocated
Pay structure and benchmarking
So that raises and offers have a basis — competitive outside, defensible inside.
- Salary band design by grade
- Benchmarking against market data
- Mix of base, bonus, profit share and equity
- Internal equity review
Labour compliance review
Surfacing risk before an inspection or a dispute does it for you.
- Working hours, shift patterns and overtime calculation
- Employment contracts and work rules
- Leave management, including statutory annual leave
- Reasonableness of non-compete and confidentiality clauses
Employee relations and attrition analysis
Finding the real reason people leave, not the line on the resignation form.
- Structured exit interviews and analysis
- Retention risk assessment and key-talent mapping
- Turnover analysis by department and by manager
- Guidance on handling employee relations cases
Four phases; the timeline depends on scope
Discovery
Interviews across leadership, managers and staff, plus your existing organisational, pay and turnover data.
Diagnosis
Cross-referencing what we heard with what the data shows, to identify causes rather than symptoms — with market benchmarking where relevant.
Design
Workable proposals with cost estimates and a sequence for implementation, marking clearly what is essential and what can wait.
Implementation support
Helping roll it out — manager communication and document revisions included. A system nobody uses is worth nothing, however well written.