Signs your organisation may need this
The business plan changes but there is no matching people plan.
Leaders disagree about what HR should prioritise.
Expansion, a merger or a new operating model is planned and no one owns its people side.
Retention, engagement or capability concerns are discussed but never resolved.
Problems we address
Headcount and skills that do not follow the business plan.
An HR function organised around administration rather than the decisions leaders face.
Culture and capability gaps that block strategic priorities.
Change that is announced but not led.
Scope of work
Workforce planning for critical roles: demand, supply and gaps.
HR strategy and HR operating model.
Organisational diagnosis covering structure, culture and capability.
Change and communication plans with named owners.
Governance for people decisions at board and executive level.
How the work runs
Understand
Interviews, document review and data collection to establish the facts and the leadership’s priorities.
Frame options
Two or three realistic options, each with its consequences, discussed with the top team.
Design the roadmap
Sequenced actions with owners, dependencies and decision points.
Embed
Support the first cycle of use so that planning becomes routine.
What you receive
A diagnostic report with the evidence behind each finding.
A workforce plan for critical roles.
An HR strategy and operating model.
A roadmap with owners and decision points.
A change and communication plan.
What we need from you
An executive sponsor who can decide.
Access to headcount, turnover and business-plan data.
Time with members of the top team for interviews.
How progress is judged
The workforce plan is used in the budget cycle.
Each roadmap action has a named owner and a date.
Gaps in critical roles are tracked at regular intervals.
Members of the top team can state the same people priorities.
Questions leaders ask
Do we need a full diagnosis before anything else?
Usually a short one. The depth depends on how much is already known and documented. We agree the scope at the first meeting and do not repeat work you have already done.
How long does it take?
It depends on the size of the organisation, the number of critical roles, the quality of existing data and how many decision-makers are involved. We give an estimate after the first conversation, not before.
Does this replace our HR department?
No. The aim is a clearer role for the HR function and better decisions at the top. The work is done with your HR team.