HR Development

Everyone reports to the owner, and no one is sure where their job ends and another begins.

Give every role clear responsibilities and see which role to hire for next.

An organisational structure of departments and levels, with a job description for each role: its purpose, responsibilities and required skills.

Hours, leave and pay are decided case by case, so the same question gets a different answer depending on who asks.

Apply the same rules to everyone and set pay by role and level, not by negotiation.

A documented HR policy on working hours, leave, conduct and employment, with a salary scale that ties pay to role and level.

People are hired on instinct and a rushed interview, and new staff are left to find their own way.

Hire the right people more reliably and get them productive sooner, whoever runs the hiring.

A documented hiring and onboarding process: how roles are defined and advertised, how candidates are screened and interviewed, and how new hires are brought up to speed.

Performance is judged by gut feeling, so good work goes unnoticed and weak work goes unaddressed.

Give feedback on agreed criteria, so managers have an honest read on the team and each person knows what to improve.

A performance evaluation method: what each role is judged on, how often and against which standards, with a performance report on the team.

A key person feels stuck or unsure of their direction, and their growth is left to chance.

Invest in a key person's growth with an honest read of where they stand and the steps that fit them.

A career assessment report on the person's strengths, values, mindset and competencies, with a clear direction and the steps that fit them.

Owners and senior managers face hard decisions and team problems alone, with no one outside the business to be honest with them.

Think, decide and lead more clearly, and carry that into the rest of the company.

A series of one-on-one coaching sessions worked around the leader's own decisions, team and challenges.