Building Blocks for HR and Talent Management

The quality and strength of the nuts, bolts and parts make a system effective. We help our clients fix and rejuvenate the building blocks of HR and talent processes and practices to support business strategy better and deliver value to key stakeholders. We work in the following areas:

Functional Excellence

Expertise-led teams (R&D, HR, Finance, Legal, and others) need to continually renew and upgrade their expertise and translate this into business outcomes that matter. We work with teams and leaders to improve their functional excellence by:

Taking stock

We help functional teams map their current role and impact through stakeholder feedback. This feedback is calibrated with their self-assessment and used to make changes or shifts in their role and how they work and perform.

Bringing in an outside-in view

Our experience across the industry helps bring insight into “how do we compare with similar teams in other organisations” or in the same domain (for example as a legal function what can we learn from a law firm).

Skills Frameworks

Functional skills contribute to the core role of an individual and lead up to functional excellence that could potentially be an edge vis-à-vis competitors. We, along with subject matter experts from the organisation, define the requisite domain and function related skills and know-how.

Building a stronger identity and team

Functional teams are often posed with the big question – where does my allegiance lie, with the business or the function? The answer obviously is in finding balance. Also, the team must be passionate and continue to build its functional edge while staying focused on its purpose. We call this ‘building an augmented culture’–where a functional team pursues additional dimensions that make the workplace exciting for those who value expertise and functional excellence.

Integrated Performance


Integrated Performance Management

We work with start-ups, mid-sized companies and businesses to help them bring purpose and efficiency to the way they plan, review and deliver performance through:

  • Building an integrated performance management system taking into consideration structure, values, and other talent processes and systems.
  • Redesigning or facilitating a key element of the PMS such as goal setting, linkage to rewards or calibration, etc. calling for our business knowledge, change management expertise and facilitation skills with senior leadership teams.

We help leaders focus on clarifying the purpose, setting ambitious goals, building a culture of agility and capacity for change. By helping them choose the right metrics and information, we help them bring in a culture of accountability, making data-driven decisions and conducting meaningful performance reviews. Our holistic performance framework aligns overall strategy with individual deliverables at the last level through a parallel and interlinked course of action.

Accountability Levels

Perhaps no other area of work is impacted by organisation transformation or transition as much as the review and design of structure including accountabilities and work levels.

We help configure business-enabling structures through:

  • Reviewing and aligning accountability matrix and work levels across performing units of an organisation.
  • Evaluating jobs for worth and parity when organisations diversify into new areas / grow so that talent from existing businesses finds these new lines attractive.

This work also forms the bedrock of career frameworks and vertical and lateral movement.

Skill and Competency


Skill and Competency Frameworks

A composite framework of capabilities, mindset, expertise and experiences is the bedrock of all talent processes and impacts the efficacy of processes to select, develop and manage talent.

We make a distinction between Core and Contextual capabilities and align these to the vision, values and ambition of the organisation to build talent for today and for tomorrow.

We bring in an understanding of the current and future business context, jobs and how different functions and businesses are likely to change or shift to define these capabilities.