A digital transformation consultancy helps clients redesign processes, choose systems and manage change. The team mixes analysts, technologists and change specialists, and utilisation between projects decides whether people grow or drift.
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Share your requirementsA digital transformation consultancy advises companies on moving paper processes online, selecting software, integrating systems and training staff to use them. Its people include engagement leads, business analysts, solution architects, developers, change and training specialists, and project managers. Projects run for weeks or months, often on client premises or in hybrid mode, and each needs a different mix. Between projects, people sit on a bench with uncertain work. Certifications on cloud and platform tools matter for credibility, and the same certificates make staff attractive to others. Clients change scope often, and consultants absorb the extra work. Skills age quickly. See also HR for professional services.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in digital transformation consultants. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
People finish a project and wait for the next, with no planned learning, so the best look elsewhere.
The client adds work and the firm absorbs it, so teams do extra hours with no sign of reward or recovery.
Pre-sales promises a platform skill that only one person has, and that person is stretched across projects.
Staff placed at a client office follow two sets of rules and are hard to supervise or recognise.
The firm pays for exams, then the person moves on, and no agreement or ladder encouraged them to stay.
Technical staff are rewarded faster than those who train users and manage adoption, even though adoption decides success.
They manage client, team and invoices at once, with little support, and burn out.
Lessons, templates and mistakes stay with the team, and the next one starts from scratch.
Start with the topics that matter most here: HR Strategy and Workforce Planning; Learning and Development; HR Technology and Automation. Then work through the rest. Each topic is written for professional services, not in general.
How many people, in which roles, by when — and what they will cost.
Training planned from need rather than from the calendar.
Records that survive people, and approvals that do not queue.
Structure, reporting lines and who is allowed to decide what.
Requisition to joining, the same way every time.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Salary structure, payroll inputs and a month that closes on time.
Goals, reviews and ratings that hold up in a conversation.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes — one for complaints, one for conduct — kept separate.
Policies a manager can apply, and obligations with owners and dates.
Induction, records, incident reporting and follow-through.
Who leaves, when, why — and which of them mattered.
Resignation to relieving letter, in a defined order.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a digital transformation consultants business puts in place, in an order that makes each easier. Open any card for the detail.
A forward view of projects and who is free, with learning tasks assigned during gaps.
A forward view of projects and who is free, with learning tasks assigned during gaps. The HR policy packages rules set expectations.
Who can do what, to what depth, kept current and used before pre-sales commits.
Who can do what, to what depth, kept current and used before pre-sales commits.
A written change-request step that prices extra work, so teams are not absorbing it in silence.
A written change-request step that prices extra work, so teams are not absorbing it in silence.
Which rules apply, who supervises, how attendance is recorded and how feedback reaches the firm.
Which rules apply, who supervises, how attendance is recorded and how feedback reaches the firm. Use the attendance, shift and leave process.
What the firm funds, what is expected in return, and the rise or role that follows.
What the firm funds, what is expected in return, and the rise or role that follows. Document it through the HR documentation process.
A technical and a change-and-delivery track with equal standing.
A technical and a change-and-delivery track with equal standing. The learning and development process lays out steps.
Before changing anything, find out what is true today. These checks take an afternoon and tell you which of the topics above to start with.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
Planned learning for bench time and certification paths.
Pay across technical and change tracks that stays comparable.
Project-end reviews that feed growth and pay.
Clear terms on client-site work, certification help and confidentiality.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in professional services, and one on each of the topics this page points to.
Why associates and managers leave consulting, accounting, legal and advisory firms, and how to ask about progression, workload and partners at exit.
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How a D2C founder can decide which digital marketing work to hire for, which to buy from an agency, and which to split, with a worksheet and a five step plan.
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A founder's guide to hiring freshers and running a first-year programme: campus or open drives, a screening round, a training plan by quarter, mentors and checkpoints.
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A simple timesheet routine for IT services teams: a short form, daily entry, light approval and a month-end lock that finance can bill from.
6 min readRead articleMore on the GullyHR blog.
Planned learning, proposal support, template building and internal tools. Idle time without a plan is the quickest route to resignation.
Use a formal change-request step with an estimate and client sign-off. Share the extra effort with the team in time off or recognition.
Many do, with a modest, clearly written arrangement. Ask a qualified professional whether the terms are enforceable.
Give them a track with equal titles and pay to technical staff, and measure adoption as a project outcome.
Agree a supervisor, weekly check-ins and who records attendance. Treat them as part of the firm even when they sit elsewhere.
Usually bench planning, the skills map, change-request habits and dual career tracks. We start with how your last three projects were staffed. Scope, timing and fees are agreed in writing.
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