Organisation and People: Structure, Pay, Performance and Leaders
When a business grows from 20 people to 200, the founder stops being able to hold it together. Structure, pay, goals, managers and succession all need to be written down. We work on the six that matter most, in the order that makes each one easier.
What is organisation and people consulting?
Organisation and people consulting covers the structural work that lets a business keep growing without depending on one person: how the company is organised, how roles are defined, how pay is set, how performance is managed, how managers are developed and who succeeds whom. GullyHR does each as a defined engagement with a baseline.
The starting point
When businesses ask us for this
- Everything still goes through the founder, and the business has outgrown that.
- Salaries were agreed one at a time, and nobody can explain the differences.
- Appraisals are late, ratings bunch at the top and bonuses are discretionary.
- Your best performers were promoted into management without being taught how to manage.
- Nobody has been named to take over any key role.
- Hiring takes too long, and the wrong people join.
- You are about to open a second location, hire a senior layer or raise funds, and the structure will be looked at.
- You are unsure which of these to tackle first.
What the work covers
GullyHR works on the six areas that most often decide whether a growing business holds together. We recommend an order: structure and roles first, because pay and performance depend on them, then pay, then performance, then the managers who will run the cycle, then succession. For hiring we start where the funnel leaks. We begin with an HR Health Check or an HR Diagnostic when you are not sure where the problem is. Each engagement records a baseline before work starts and reports against it.
Organisation design.
Structure, reporting lines, spans of control and decision rights as the company grows from 20 to 50 to 100 and beyond. Roles defined, reporting lines clear and decisions moved off the founder.
Compensation and salary structures.
Pay benchmarked by role and city, grades and bands, an increment policy and a benefits review. Offers and revisions follow a structure.
Performance management and incentive design.
Goals, review cycles, rating calibration and incentive and bonus design, including sales incentives.
Leadership and manager development.
A multi-month programme with a first-time manager track and a senior leader track, with assessment before and after.
Founder dependency and succession planning.
What only the founder can do today, a second line of leaders, a delegation plan and key-person risk.
Hiring process and employer brand.
Funnel design, interview scorecards and onboarding, so hiring is faster and the people who join stay.
The process
How it runs
Start with where you stand
An HR Health Check or an HR Diagnostic shows which of the six areas matters most for you.
Pick the first engagement
We recommend one to start, usually structure and roles, and explain what depends on what.
Record the baseline
Before work starts we record where you stand on the measures for that engagement.
Do the work
A defined engagement with documents, working sessions and decisions that stay with you.
Report against the baseline
A report that shows the change on each measure, whichever way it went.
Choose what comes next
If another area is next, we say which and why. If nothing is, we stop.
What you receive
- A recommendation on which of the six areas to start with and in what order.
- A baseline for the measures in the chosen engagement.
- The deliverables for each engagement, written out on its own page.
- A report against the baseline at the end of each engagement.
Who it is for
- Founder-led businesses growing past the size one person can hold together.
- Companies about to add a second location, a plant or a senior layer.
- Businesses preparing for a funding round, a loan review or due diligence.
- Companies that have fixed day-to-day HR processes and now need structural work.
- Family businesses planning a generational handover.
Why GullyHR.
The six services share one team, one set of baselines and one habit of writing things down. GullyHR also runs the HR processes, the training and the software, so what we design in the structure work is also what the processes, the managers and the system follow. We do not promise outcomes. We promise a baseline and a straight report.
Design the process
Map how the work runs today, then write the procedure, the forms and the approval route it should follow.
Strengthen management
Settle the structure, the roles and the decisions each level can take without the owner.
Develop people
Train the managers who have to run it — the review, the difficult conversation, the handover.
Automate HR
Configure the agreed process in software, so the document and what people actually do stay the same thing.
The difference
What changes
- The structure of the business is written down and people work by it.
- Pay, goals and ratings follow rules that can be explained.
- Managers have been taught what the promotion did not.
- Key roles have a named successor or a stated gap.
- You can see each change against a baseline recorded at the start.
How we are measured
Before work starts, we record where you stand. Every later report compares against that baseline.
We choose the measures with you at the start, from the list on this page, and only the ones your data can support. We do not promise a result. We promise a baseline, and a report that shows the change against it, whichever way it went.
This engagement is measured on
- Roles defined and decisions moved off the founder
- Share of roles paid within band
- Share of employees with written goals
- Manager training coverage
- Key roles with a named successor
- Time-to-hire and 90-day attrition
The measures we choose from
Time-to-hire
Days from approved vacancy to accepted offer.
90-day attrition
New joiners who leave in their first three months.
Annual attrition
Leavers over the year, by team and by manager.
Payroll and statutory errors per month
Corrections after the run, and returns filed late.
Open compliance gaps
Obligations without an owner or a due date.
Employees with written goals
Share of the team that knows what it is measured on.
Review completion rate
Reviews finished on time, not just started.
Manager training coverage
Managers who have been taught the part of the job they were promoted into.
Ways to engage us
- HR Health Check
- A free 60 to 90 minute call and a written HR Health Score, so you can see where to start.
- HR Diagnostic
- A paid two to three week review of your records, policies, payroll, hiring and attrition data, with a full report and a 90-day plan.
- A single engagement
- One of the six services, scoped and run on its own.
- A sequence
- Two or three of the services, run in the order that makes each easier.
Good to know
Questions we are asked
Six areas: organisation design, compensation and salary structures, performance management and incentive design, a manager development programme, founder dependency and succession planning, and hiring process consulting.
We recommend an HR Health Check or an HR Diagnostic if you are not sure. If you already know, structure and roles usually come first, because pay and performance depend on them.
No. Each is a defined engagement and can be bought on its own. They work well together, but most clients begin with one.
Process consulting designs and documents the HR processes people use every day, such as hiring, onboarding and payroll. This group covers the structural questions above the processes: how the company is organised, paid and led.
We record a baseline before work starts and report against it on measures chosen for that engagement, such as roles defined, share of roles within band or review completion rate.
No. We promise a baseline, work done as agreed and a straight report on what changed.
Yes. Many engagements are run with a founder, an HR head or an operations head, and the documents are handed over for your team to run.
The HR Health Check is free: a 60 to 90 minute call and a written score across six areas. The HR Diagnostic is paid: two to three weeks reviewing your records and data, with a full report, a risk register and a 90-day plan.
We are based in Bengaluru and work with businesses across India, in person and online.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com