The seasons of an organisation
Organisations move between states. Each state raises different questions and calls for a different kind of help. The seasons are a way to frame the first conversation about your situation. They are not a diagnosis, a psychological test or a score.
Select a season to see what it usually needs.
- GrowthBuilding capacity for expansion.
- TransformationRedesigning the organisation and the way it works.
- SuccessionSecuring leadership continuity and knowledge transfer.
- TurnaroundCorrecting performance problems and reviving capabilities.
- IntegrationAligning companies, teams and systems.
- ExcellenceRaising maturity and continuous improvement.
From problem to action path
Not sure which season you are in? Start from the problem you face.
Choose the situation closest to yours
All six situations are listed below with their connections.
We are growing fast and the structure no longer fits
Units, layers and roles appeared faster than anyone could define them. Decisions slow down and responsibilities overlap.
Why these
Structure and job architecture restore clarity of roles. Human capital strategy ties headcount to the business plan, and selection design lets you hire at pace without losing quality.
Seasons that usually apply
Specialist areas
- Organisation structure and job architectureDefine layers, spans, roles, job families and grades so that responsibilities are clear and pay follows a logic.
- Human capital strategy and organisation developmentLink the workforce, the HR operating model and the change agenda to what the business plan actually requires.
- Recruitment and selectionRole profiles, structured selection and decision support, from a single senior hire to large-volume programmes.
Related experience
Related reading
No articles published for this yet.
Key people are leaving and no one is ready to step in
Critical expertise sits with a few individuals. Departures expose gaps in succession, knowledge transfer and reward.
Why these
Succession work identifies critical roles and successors. Reward and labour-relations advice address why people leave, and development builds the bench.
Seasons that usually apply
Specialist areas
- Talent, performance and successionIdentify critical roles, build successors and move knowledge before it is lost.
- HR systems and compensationDesign pay structure, benefits, performance management, policies and processes that managers can apply consistently.
- Learning and capability developmentTraining needs analysis by role, learning roadmaps and leadership development linked to what the organisation needs.
Related experience
Related reading
No articles published for this yet.
We struggle to hire specialist staff
Vacancies stay open, selection varies between interviewers, and new hires do not always match the role.
Why these
Structured selection and assessment make decisions comparable between candidates and interviewers. Analytics shows where the process loses people.
Seasons that usually apply
Specialist areas
- Recruitment and selectionRole profiles, structured selection and decision support, from a single senior hire to large-volume programmes.
- Management assessment and psychometricsEvidence-based assessment of managers and candidates against defined competencies, with feedback people can use.
- HR analytics and technologyOne reliable HR data foundation, clear metric definitions, dashboards and the requirements for the systems that hold them.
Related experience
Related reading
No articles published for this yet.
Roles and pay are unclear or inconsistent
Similar jobs carry different titles and pay, and managers and employees disagree about what a role is worth.
Why these
Job architecture defines and grades roles first. The reward system follows from it, and labour-relations advice covers the contractual and legal side.
Seasons that usually apply
Specialist areas
- Organisation structure and job architectureDefine layers, spans, roles, job families and grades so that responsibilities are clear and pay follows a logic.
- HR systems and compensationDesign pay structure, benefits, performance management, policies and processes that managers can apply consistently.
- Labour relationsContracts, procedures, dispute analysis and manager guidance, informed by hands-on experience of labour dispute resolution.
Related reading
No articles published for this yet.
We cannot see our managers’ strengths and development needs
Promotion and development decisions rest on impressions rather than comparable evidence.
Why these
Structured assessment gives evidence against defined competencies. Development plans and succession decisions then build on the same evidence.
Seasons that usually apply
Specialist areas
- Management assessment and psychometricsEvidence-based assessment of managers and candidates against defined competencies, with feedback people can use.
- Learning and capability developmentTraining needs analysis by role, learning roadmaps and leadership development linked to what the organisation needs.
- Talent, performance and successionIdentify critical roles, build successors and move knowledge before it is lost.
Related experience
Related reading
No articles published for this yet.
HR data is scattered and decisions rely on guesswork
Headcount, pay and performance sit in separate files. Leaders cannot answer simple questions without a manual project.
Why these
Analytics and HR technology start with one reliable data foundation, then dashboards on top. HR systems work defines the processes that feed it.
Seasons that usually apply
Specialist areas
- HR analytics and technologyOne reliable HR data foundation, clear metric definitions, dashboards and the requirements for the systems that hold them.
- HR systems and compensationDesign pay structure, benefits, performance management, policies and processes that managers can apply consistently.
Related experience
Related reading
No articles published for this yet.
Bring us the problem as you see it
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