How to structure roles, write policy, run performance reviews and design reward as a business grows.
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Most frameworks are forty pages nobody opens. What a usable one contains, how to build it from the roles you already have, and how it connects to hiring, appraisal and progression.
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Every team hit its numbers and the business missed its year. How KPI and KRA frameworks go wrong, and what a productivity system looks like when it measures outcomes people can actually move.
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The values statement is on the wall and the shortlist has not changed in three years. Where hiring, development and complaint handling quietly narrow, and how to make those decisions consistent without a programme.
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A flat structure works until the founder becomes the only route to a decision. How to tell when you have passed that point, and how to redesign without a reorganisation.
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Approval limits written by role, not by name. What belongs in the matrix, where the thresholds usually sit, and the two rules that stop it being ignored.
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Your best salesperson is now sales head, still carrying their own accounts, and nobody is managing the team. How to fix a promotion that only changed the title.
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Most job descriptions list activities nobody is held to. How to write one that settles what the role owns, what it decides and how it is judged.
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Most salary structures grew one negotiation at a time. How to build grades and bands from what you already pay, without repricing everybody at once.
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Two different jobs usually described as one. What each actually covers, what each costs you in practice, and the signal that tells you to switch.
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Flat increments feel fair and quietly punish your best people. How to differentiate meaningfully without a budget you do not have.
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A two-hour exercise that names the roles you could not fill quickly, who could cover them, and what readiness would actually require.
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Candidates check you before they answer. A week-long audit of what they find, what your process signals, and the fixes that cost nothing.
8 min readRead articleTell us what is slowing your team down. We’ll help you find a practical way forward, starting with a conversation.
