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AI-generated illustration of business and HR leaders reviewing management processes
AI-generated illustration of a management discussion

ORGANISATION & HR CONSULTING

Management consulting

Clear responsibilities.Meaningful performance standards.

When work crosses departments, ownership can be unclear. Appraisal forms may exist without shared standards, and written procedures may be hard to use. We work with business leaders and HR to review actual practice and identify changes to responsibilities, standards and processes.

Discuss your management needsExplore consulting topics

CONSULTING TOPICS

Turn management challengesinto practical improvements.

Expansion, restructuring or headcount growth can outpace existing responsibilities and rules. Identify where work gets stuck, then decide what needs to change. We can address a single issue or explore connections between several.

01Unclear ownership · Repeated handovers · Decisions waiting for approval

Department responsibilities & collaboration

Follow how work moves between departments to review tasks, role responsibilities and reporting lines. Identify duplication, gaps and stalled decisions, then agree owners, contributors, handover requirements and exception handling.

Discuss which decisions sit with the role and which require escalation. Possible outputs include department responsibilities, key role descriptions and an authority and collaboration matrix for management review.

What we review

  • Compare actual work with department and role responsibilities to identify overlap and gaps.
  • Clarify owners, contributors, handovers and exception handling for cross-functional work.
  • Discuss front-line decisions and escalation against management levels and approval requirements.

Possible deliverablesDepartment responsibilities, key role descriptions and an authority and collaboration matrix.

Discuss responsibilities

02Subjective appraisals · Inconsistent standards · Difficult feedback

Performance standards & appraisal processes

Start with the work each role must deliver. Discuss how objectives are set, which records support assessment, and who evaluates and provides feedback. Define outcomes and process requirements by role rather than using one generic form for everything.

Clarify metric definitions, evidence, review periods and feedback routes where disagreements arise. Outputs may include performance criteria, work records and review and improvement plans. Management decides standards and actions; consultants help structure the discussion and recommendations.

What we review

  • Separate outcomes from process requirements and select relevant indicators supported by evidence.
  • Define indicators, data sources and review periods, with appropriate criteria for different roles.
  • Review objective setting, progress discussions, feedback and disagreement handling, then plan improvements.

Possible deliverablesRole-specific performance criteria, appraisal records and review and improvement plans.

Discuss performance management

03Repeated requests for information · Slow approvals · Verbal handovers

Day-to-day HR processes

Review frequent activities such as recruitment requests, onboarding or transfers: information needed, people involved and repeated requests for corrections or missing information. Understand existing systems and records before simplifying or filling process gaps.

Outputs may include process maps, checklists, forms and instructions, with responsibility for initiation, review, approval and filing. Employment contracts and other legal questions require separate professional advice.

What we review

  • Review steps, information and approvers to identify duplicate reporting and tasks with no clear owner.
  • Assign responsibility for initiation, review, confirmation and filing, including exceptions.
  • Standardise forms and instructions while using existing systems to avoid duplicate records.

Possible deliverablesHR process maps, checklists, forms and guidance.

Discuss HR processes

04Unclear promotion criteria · Unfocused development · Limited specialist career paths

Promotion & development frameworks

Discuss responsibilities at each career level, promotion criteria, work evidence and review participants. Specialist and management paths can have distinct requirements based on the work.

Possible outputs include career paths, promotion criteria, review forms and development guidelines. Individual talent reviews, assessments and courses require a separate scope; a framework alone should not determine an individual's outcome.

What we review

  • Discuss specialist and management career paths and responsibilities at each level.
  • Clarify promotion eligibility, required work evidence, reviewers and feedback.
  • Translate capability gaps into work experience, manager coaching or training with clear follow-up ownership.

Possible deliverablesCareer paths, promotion criteria and review forms, with development recommendations.

Discuss promotion & development

PRACTICAL PROJECT MATERIALS

What will your businessreceive?

Deliverables should support meetings, responsibilities, appraisals or daily administration. Agree the documents, reviewers and use of each item in advance. Each deliverable should reflect your business and the agreed scope.

01

Current issues & priorities

Record current practices, affected roles and disagreements. Distinguish unclear rules, execution issues and missing information, then set priorities.

02

Management rules for review and agreement

Draft responsibilities, standards and processes for detailed discussion, identify management decisions and revise them after review.

03

Working forms people can use

Provide relevant responsibility tables, appraisal records, review forms or checklists, explaining who completes them, when, using which information and for whose approval.

04

Pilot & follow-up arrangements

Agree the pilot department or activity, internal owner, feedback and review points. If consultant support is needed, specify the activities and number of sessions separately.

Illustrative structure

Performance framework discussion sheet

01Work objectives
Define the work for the review period and confirm it with the manager and employee.
02Assessment evidence
Agree accessible work records for each objective, rather than relying on labels such as "excellent performance".
03Information sources
Specify who provides records, when they are due and how missing information is handled.
04Participants
Identify the evaluator, approver and people involved in feedback.
05Review dates
Agree review points and how to adjust when objectives or working conditions change.

This is an illustrative document structure, not a client case. Actual deliverables depend on the agreed scope.

FROM AGREEMENT TO EVERYDAY USE

Written rules needto work in practice.

Implementation can fail because responsibilities are unclear, information is unavailable or approvals and forms are too complex. Where pilot support is needed, start with one department or process, observe difficulties and decide what to adjust.

01

Start with a defined pilot

Identify the rules, roles and issue owner. Explain completion requirements and process steps to managers and users.

02

Record practical obstacles

Check access to information, ownership and cross-functional handovers. Record specific problems and how they are handled rather than asking only whether the system is easy to use.

03

Review before revising

Separate changes to rules from additional guidance or discussion. After management confirms revisions, decide whether to expand use.

This is an illustrative management situation. Participation, duration and review sessions for pilot support are agreed in the proposal.

HOW WE WORK

Understand current practice.Then discuss the changes.

Your team explains business realities, coordinates participants and makes management decisions. Consultants organise findings, recommend changes and develop materials. We agree the starting point and review milestones together.

  1. 01

    Set the priorities

    Agree the management problem, departments involved and intended depth of work.

    Your contribution: a business leader or HR representative explains the context and appoints a contact.

    Milestone: scope, deliverables and work plan.

  2. 02

    Review current practice

    Review policies, role descriptions and work records with the relevant managers to understand what happens and why.

    Your contribution: provide relevant records and coordinate managers and process users.

    Milestone: issues, priorities and missing information.

  3. 03

    Discuss and refine the proposal

    Test rules and forms against actual work, check practicality and identify decisions for management.

    Your contribution: relevant leaders review options and confirm execution responsibilities.

    Milestone: rules, processes, forms and instructions.

  4. 04

    Handover & pilot planning

    Explain how to use the materials and hand over open actions. Participate in pilot discussions and reviews where agreed.

    Your contribution: appoint an internal lead and arrange use and feedback.

    Milestone: handover, pilot arrangements and follow-up scope.

BEFORE WE BEGIN

Frequently asked questions

Clarify scope, your team's involvement and what happens after handover.

How is this different from workforce planning and advisory?

Workforce planning focuses on required roles, current talent and hiring and development priorities. This service focuses on responsibilities, assessment rules and processes. Where they overlap, deliverables are defined separately.

Can you address just one appraisal issue or process?

Yes. Start with the most pressing issue, then assess whether other departments are involved. You do not need to redesign the entire management system.

Can we keep our existing policies?

We first compare policies with actual practice and review difficulties, then decide what to retain, simplify or add. There is no need to rewrite every document just to change forms.

Who needs to participate?

Usually HR, business managers and process users provide context, while management makes key decisions. Interview scope and information are agreed per project. An initial enquiry can describe the issue without employee records.

Are pay policies, employee cases or employment disputes included?

These require a specific scope. We can discuss relevant management arrangements, but specialist compensation analysis, employment contracts and dispute handling are not included by default. Appropriate professional support must be agreed separately.

How are fees, duration and implementation support determined?

They depend on departments, roles, available information, discussion rounds and pilot support. The proposal specifies deliverables, fees and payment arrangements. Your team makes decisions and implements changes; consultants provide agreed advice and support.

HR AI-generated illustration of a management process discussion
AI-generated illustration of a management discussion

LET’S DISCUSS YOUR PRIORITIES

Discuss your management challenge

Tell us the departments involved, a recent example of where work stalled and what you want to change first. We will discuss scope, information needed and next steps.

Enquire about management consultingContact us by email
+86 755 3312 8575bd@youbilie.com
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