top of page


Career Pathway Mapping for a Global Bank


Issue - This large financial organisation wanted to retain more of its effective staff and encourage internal mobility within and between different functions. 


Our approach - We developed a highly participative process for mapping career moves and pathways within and between different business areas. 


Results – We created a bespoke auditing process to enable them to check the consistency of approach across the organisation. Information about career moves is loaded into a database, supporting an internal career site which we also helped the client to design and specify. The process was specifically designed to be repeatable to enable different parts of the bank to join, as and when they are ready. Measures of success included improved employee engagement scores and reduced recruitment costs.


Outcome - Employees are now able to log onto the system, see possible career moves (both within their area and elsewhere in the bank), assess their own capabilities against those required for the role they aspire to and then access development information to help them prepare for and make a successful move.

Improvements in a Recruitment Process for an NHS Foundation Trust

Issue - A failure to attract and appoint candidates with the right capabilities in a timely manner, indicating a need to improve their recruitment processes.

Our approach - We involved relevant stakeholders, through interviews and workshops, to understand the end-to-end process, identify areas of concern and develop potential solutions.  We worked in partnership with the Trust to review the existing recruitment processes and propose changes for ensuring that the current and future recruitment needs of the Trust could be met. 

Results - An agreed approach and further work to jointly to develop a targeted recruitment process, evaluate change options and agree the priorities for action. 

Outcome - We enabled the Trust to understand the underlying problems of their recruitment process and to be able to articulate a desired model for attracting and appointing high calibre candidates in the future.  By engaging stakeholders throughout the process, our review delivered workable and acceptable solutions that enabled the Trust to recruit suitable candidates and, over time, to improve performance.            

Implementing a Job Family Framework for a UK Manufacturing Company


Issue – The need to implement a simple Job Family framework to increase the volume and quality of internal applicants for key roles by supporting and enabling wider employee career progression, helping employees (and their managers) to understand what is required of them in their own and other roles, clarifying the range of options available to them beyond their normal ‘line of sight’ and accessing the appropriate development support. The need to group together similar roles for benchmarking and managing reward.


Our approach - As our client wanted to carry out the majority of the work in-house we provided a Technical Coach to guide and advise the HR team through the full project, from planning the approach, gathering and analysing information, building the framework, testing it with a range of employees and planning the implementation. 


We provided support as, when and how the client needed it; from helping them to identify the next steps on their journey, to providing feedback on the content of the framework.


Results - The client was able to develop the insight and expertise of their own team, whilst benefiting from strong technical support.


Outcome – The enhanced ability of the in-house team to enable them to build a robust framework.


Transformational Changes in the UK Division of a Global Healthcare Business


Issue - The need to transform its organisation at structural, operational and cultural levels. Historically, the UK organisation had been structured into separate units that tended to work in isolated silos. The new vision required the whole UK organisation to function as a single, integrated business unit going forward.

Our approach - We established a baseline for the ‘as is’ management structure and clarified existing management accountabilities and roles for the CEO, top team and top team reporters by assessing role and grading information and via interviews with top team members and their HR partners. We were then able to recommend elements to be included in a transformation programme.

Results - By combining the results with our knowledge and experience, we produced recommendations on the optimum management layers levels and principles for levelling and a Capability Framework (skills, knowledge and behaviours) to address both the transformation agenda and the ‘new organisation’ demands.

Outcome - A Capability Framework which is fit for purpose; a new management structure and the foundations of an organisation ready to take on a transformation agenda to enable them to act as a single unit in the future.

Defining Role Accountabilities for a Voluntary Organisation


Issue - This unique voluntary organisation had determined the need for a significant transformation in order to be even more effective at what they do. They had already decided the shape of their Executive team and agreed it with the Board of Trustees, but were looking for some external help and advice to check and clarify the detailed accountabilities for each role and then to design the roles and responsibilities at the next level down.


Our approach - We engaged with each Executive individually to understand their views on their role, the roles reporting to them and how these all fitted into the overall organisation. We then aggregated and analysed the results and ran a workshop with the Executives to:

  • Share our analysis of the accountabilities and the proposed allocation to proposed roles

  • Demonstrate potential gaps, overlaps and inconsistencies which needed to be addressed

  • Offer some practical suggestions and facilitate meaningful discussion of the issues and options

  • Agree a way forward


Results - As a result of this exercise, we were able to produce a complete set of role profiles for the Executives and their direct reports in a consistent format; increase the Executive’s understanding of the nature of role and organisation design.


Outcome – An Executive team with an enhanced ability to execute the next steps and support the HR team with planning the transition for individuals affected by the changes.

bottom of page