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Interim HR Leadership
Org Transformation
HR Function Uplift
Advisory
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  • HR Function Uplift
  • Advisory
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  • Org Transformation
  • HR Function Uplift
  • Advisory

Build a Commerical HR Function

Two women having a meeting in an office.

Overview

Turn People & Culture into a modern, commercial engine. This is a focused engagement aimed at the HR function itself: its operating model, capability, technology, reward and ways of working, so it is fast, credible and delivering measurable value. The goal is to align HR with the business, then ready it to lead the organisation into the future with clarity and confidence. 

Who It’s For

  • CHROs and CEOs who need HR to be more commercial and credible
  • Businesses that have outgrown their HR model or need it ready for growth and an AI-enabled future
  • Boards wanting confidence that HR services can support the strategy and scale.

How It Works

  • Assess where the function adds value and where it leaks time and cost
  • Redesign the HR operating model, roles and service around the business
  • Modernise systems, reward and ways of working, with AI applied where it adds value
  • Build the team's commercial and technical capability to sustain performance and continually improve. 

Key Outcomes

  • A redesigned HR operating model and service model, in place and working
  • Business partners who are commercial, influential and trusted
  • HR systems that lift productivity, cut service friction and speed up transactions
  • A lower cost to serve, with investment focused where it adds most value
  • Reward, performance and people insight that leaders can use
  • Compliance, governance and workforce risk managed
  • A commercial, future-ready HR function and a team with the capability required to run it.


Get Started

In Practice

A commercial HR reset. The regional HR function was fractured, costly, and lacked capability required to support the business model. I rebuilt it around low-cost shared services and specialist centres of expertise. Cost-to-serve fell, time-to-hire dropped from 90 days to 33, and engagement rose to the highest in the group.

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