Signs your organisation may need this
Pay decisions are made case by case.
Performance reviews are seen as a formality.
The cost and value of benefits are not clear.
HR processes live in spreadsheets and personal knowledge.
Problems we address
Pay structures that do not follow roles or markets.
Performance goals that are not linked to business priorities.
Policies that are written but not applied.
HR procedures that depend on specific individuals.
Scope of work
Pay structure and pay policy.
Benefits review.
Performance management design using KPIs or OKRs.
HR policies and procedures.
Process mapping and role clarity within HR operations.
How the work runs
Review
Review current pay, policies and processes with the data behind them.
Set principles
Agree with leadership the principles that the system must follow.
Design
Draft pay structure, performance cycle, policies and procedures.
Pilot and adopt
Pilot with one unit, adjust, then roll out with manager guidance.
What you receive
A pay structure and pay policy.
A performance management design with forms and calendar.
A policy and procedure manual.
Process maps for core HR operations.
An implementation plan and a guide for managers.
What we need from you
A finance counterpart for cost and budget parameters.
Decisions on policy principles.
Current pay data and policies.
How progress is judged
Consistency of pay positioning within the same level.
Completion of the performance cycle on time.
Use of the policy manual in decisions.
Number and type of exceptions.
Questions leaders ask
Do you publish pay benchmarks?
No. Pay comparisons are prepared for a client’s specific purpose with sources agreed in advance. We do not publish salary figures.
Can you use our existing performance system?
Yes. We assess what works and change only what the evidence supports.
Who owns the system afterwards?
Your HR function. Part of the work is to train the owners and leave documentation they can maintain.