Interior Architecture Consultancy
An established interior architecture consultancy was facing a number of issues across their business due to the sudden death of the businessowner and changes in leadership. They reached out to me to help them overcome the difficult situation in which they suddenly found themselves.
One of their goals was to reduce their strong reliance on agencies, on which they had spent more than £120,000 over the previous 18 months. This would require training, coaching and mentoring initiatives at middle and senior management level. These initiatives needed to empower leaders to spot talent or identify employees who were detrimental the business. I was brought in to design and carry out the training, coaching and mentoring initiatives.
Senior HR Consultant
Since there was no existing HR function, I took full responsibility for the consultancy’s HR during my time there. I introduced best-practice HR processes across the organisation. As part of this process, I ran a staff survey and presented the results to the C-suite team so they could see how the consultancy was perceived by their people. I also spoke to external partners to gather data, then analysed the findings to work out how to drive strategic change.
I designed and implemented workshops for Board Members, Directors, Managers and Team Leaders to realign the values of the business from the top down. I reinforced this with a new communication strategy that reflected this message back to the employees.
During this project, I ensured that the consultancy took ownership of their people plan. I trained and empowered managers to identify talent, to make timely recruitment decisions and plan a clear exit framework when recruitment decisions did not go as expected.
I used my broad experience in HR to support the consultancy in their performance management project. My vision was key to the management development workshops and to developing the strategic direction of the business. The project contributed substantially to resolving the consultancy’s challenges and overcoming their expensive HR situation.
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Simply put, this tech start-up wanted to develop an internal leadership academy. Their aim was for their employees to have the opportunity to progress from entry-level candidate through to director. To achieve this, they needed to develop the soft and technical skills to take ownership of those positions.