TALENT & ORGANISATION CONSULTING
Workforce planning & advisory
As your business moves forward, which roles come first and what can the current team handle? We work with business and HR leaders to review roles, current staffing and capabilities, then discuss hiring, internal moves and development.
OUR CONSULTING SERVICES
Begin with a department, role or process. Understand the specific issue before agreeing the advisory topic and scope.
01Business change · Team needs
A new venture without defined initial roles; key positions without successors; competing headcount requests; or training without clear participants and skill priorities. These are reasons to review your workforce plan.
Start with one team or a set of key roles. Clarify business tasks and current staffing before defining the analysis scope.
Discuss this need02Business growth · Hiring priorities
Map business tasks to roles, separating new demand, replacement needs and changing capability requirements. Discuss why each role is needed, when it affects the business and the available options.
Possible outputs include a role list, rationale, priorities and hiring or internal-move recommendations. Dates are planning assumptions, not guarantees of recruitment completion.
Discuss this need03Role requirements · Current staffing
Clarify key tasks, experience and working relationships for the staffing plan. Compare current coverage and discuss responsibilities that are already owned, need clarification or require additional people.
Possible outputs compare requirements with current staffing. Broader changes to department authority, approvals or collaboration rules require a defined management consulting scope.
Discuss this need04Key roles · Succession planning
Agree role criteria and evidence with managers, then review relevant experience, performance and development interests. Distinguish evidence from open questions when discussing succession and support.
Outputs may cover current key-role staffing, experience or capability gaps, successor development and external hiring. Standardised assessment is not mandatory, and one review should not assign permanent labels to employees.
Discuss this needWorkforce planning addresses roles, current talent and hiring and development priorities. Responsibilities, appraisal rules and HR processes fall under a separate management consulting scope. Compensation needs require a defined purpose and depth; specialist analysis is not implied by general talent discussions.
Explore management consultingPROJECT OUTPUTS
The frameworks below show possible outputs. Before starting, agree the specific materials, level of detail and how the work will be reviewed and signed off.
| Enquiry topic | Deliverables | What the materials contain |
|---|---|---|
| Workforce needs planning | Role requirements & staffing plan | Roles and capabilities, rationale, priorities and suggested hiring, internal moves or development. |
| Role requirements & staffing review | Role requirements & staffing coverage | Role requirements compared with current staffing, highlighting gaps in experience, capacity or responsibility. |
| Talent review & succession | Key role review & development recommendations | Requirements, current staffing and evidence, experience or capability gaps, and succession and development actions. |
| Hiring & development priorities | Hiring & development action plan | Priority hires, internal moves and development actions, with responsibilities and review dates. |
These are illustrative deliverable frameworks, not client samples. Topics can be separate or combined. Deliverables and implementation support follow the agreed proposal.
WORKING TOGETHER
Consultants provide analysis and recommendations; your team supplies information, coordinates interviews and decides on plans and implementation.
Define the problem, departments, deliverables and work arrangements together.
Your team provides materials and arranges interviews; consultants review actual responsibilities and supporting evidence.
Consultants present findings and recommendations, your team explains implementation conditions, and we refine the plan together.
Consultants explain the materials; your team assigns implementation owners. Follow-up support is provided as agreed.
BEFORE WE BEGIN
Questions about scope, participation and engagement arrangements.
This service focuses on talent needs, current staffing and hiring and development. Department responsibilities, appraisal rules and approval processes are management consulting topics. Where both apply, define deliverables and responsibilities separately.
Yes. Start with one team or a set of key roles, then assess whether adjacent roles need to be included. Scope should match the problem.
No. Start with role requirements, work examples, performance records and manager feedback. If further assessment is needed, agree purpose, methods, conditions and fees separately.
Yes. List headquarters and overseas tasks, locations and collaboration requirements. Actual overseas searches are scoped by country through cross-border recruitment; a workforce plan is not a local employment arrangement.
It can recommend hiring and development actions. Search execution, ongoing recruitment and course delivery require separate agreement on scope, materials and fees.
They depend on roles and people covered, available information, interviews, discussions and analysis depth. Specify whether explanations, application guidance and milestone reviews are included before starting.
LET’S DISCUSS YOUR PRIORITIES
Start with a specific question.
Define what this advisory project needs to address.