Growth is happening. The organization needs to catch up.
The warning signs are usually familiar: urgent hiring without a clear workforce plan, overlapping responsibilities, decisions stuck with one or two people, inconsistent onboarding, performance conversations that happen only when something goes wrong, and an HR function that is mostly reactive.
This program is designed for that stage. It is not a single workshop, a recruitment-only service or a folder of HR policies. It is a six-month transformation engagement to build the people infrastructure the organization needs to grow with more clarity and less operational friction.
What this engagement is designed to change
The goal is to move the organization from people-dependent operations toward clearer roles, repeatable people processes, better hiring decisions, stronger management routines and an HR system leadership can actually use.
Is this the right engagement for your organization?
This program is designed for organizations where people, structure and growth are now connected problems. It works best when leadership wants a system built with them — not a report delivered to them.
This is likely a good fit if…
- Your company is growing, reorganizing or preparing for a new stage.
- The founder or CEO is still a bottleneck for too many people decisions.
- HR is reactive, fragmented or not yet fully established.
- You expect priority hiring and need a repeatable recruitment system.
- Roles, accountability, onboarding or performance routines are inconsistent.
- Leadership is willing to participate in the transformation, not delegate it entirely to HR.
This is probably not the right fit if…
- You only need one vacancy filled or a short recruitment campaign.
- You want generic policies copied from templates without implementation.
- You need legal or regulatory advice as a substitute for local counsel.
- Leadership is not available for decisions, alignment or behaviour change.
- You need a guaranteed hiring volume or guaranteed financial outcome.
From reactive people management to an operating system for growth.
The value of the engagement is not a larger HR folder. It is a more usable organization.
The six-month roadmap
The exact sequence is adapted after diagnosis, but the engagement is structured around six connected phases.
Diagnose & Design
Leadership interviews, organization audit, role and workflow mapping, people risks, priority definition and target organization structure.
Build the HR Foundation
Job architecture, job descriptions, core HR workflows, onboarding standards, employee documentation framework and management responsibilities.
Build the Hiring Engine
Workforce plan, recruitment priorities, scorecards, interview structure, candidate evaluation, hiring workflow and support for priority roles.
Performance & Management
Performance expectations, KPIs where appropriate, feedback routines, manager one-to-ones, accountability and practical performance review design.
Leadership, Culture & Retention
Manager development, communication norms, behavioural expectations, employee experience issues and retention priorities.
Stabilize, Measure & Handover
System review, remaining gaps, dashboards, operating rhythm, internal HR capability and a continuation plan for the next 90 days.
How the work runs in practice
This is an embedded advisory and HR transformation engagement. Hanieh works with leadership and the people responsible for HR to diagnose, design, implement and review the system — not only to recommend it.
Regular work with leadership to keep people decisions connected to business priorities.
Hands-on management and oversight of the agreed HR function during the six-month engagement — from core people operations to recruitment, performance and management routines.
Structured management of priority hiring, from role definition and screening logic through interview and onboarding design.
Practical tools and coaching so the system does not depend only on HR.
Third-party costs such as employee salaries, recruitment advertising, software subscriptions, government or visa fees, and legal services are not included unless they are explicitly included in the signed proposal. Employment-law and regulatory matters should be reviewed with appropriate local legal counsel where required.
What should exist by the end of six months
The deliverables are adapted to the company, but the end state is designed to be tangible and usable.
- Clearer organization structure and reporting logic
- Priority role architecture and practical job descriptions
- A repeatable recruitment and interview system
- Onboarding and core employee lifecycle workflows
- Performance expectations and management routines
- HR operating procedures and ownership map
- People metrics and management dashboard structure
- Manager communication, feedback and accountability routines
- Priority culture and retention actions
- A 90-day continuation plan after the six-month engagement
How progress is measured
Success measures are agreed after the diagnostic phase because the right KPI depends on the organization. The program establishes a baseline and tracks a focused set of indicators rather than promising a generic percentage improvement.
Time-to-hire, funnel health, interview discipline and early-role fit where data is available.
Ownership gaps, duplicated responsibility, escalation patterns and unresolved decision bottlenecks.
Consistency of one-to-ones, feedback, performance conversations and agreed management routines.
Whether onboarding, employee lifecycle and HR workflows are actually being used as designed.
Turnover patterns, probation outcomes, recurring employee issues and priority retention risks where measurable.
Which people decisions still require founder or senior leadership intervention and which have moved into the system.
The engagement is designed to improve the organization’s operating capability. Specific business or hiring outcomes depend on market conditions, leadership decisions and implementation quality, so no fixed percentage or hiring volume is promised.
This is intentionally not a high-volume service.
The program requires direct work with leadership, HR and managers across six months. New engagements are accepted only when delivery capacity and organizational fit are both available. Submitting the application starts a fit review; it does not reserve a place or create a payment obligation.
OMR 20,000
Six-month engagement. A four-installment payment option is available, with payment dates defined in the consulting agreement.
Frequently asked questions
Is this the same as outsourced HR?
No. It is a time-bound transformation and embedded management engagement designed to build and strengthen the organization’s own people system. Ongoing outsourced HR can be discussed separately if needed.
Can we start if we do not have an HR department?
Yes. The program can start from zero, or work alongside an existing HR person or team.
Does the program guarantee a specific number of hires?
No fixed hiring number is guaranteed. Recruitment priorities and capacity are defined through the workforce plan, and hiring quality is prioritized over volume.
Can the OMR 20,000 investment be paid in installments?
Yes. A four-installment option is available. The payment schedule is documented in the consulting agreement.
Does the investment include salaries, ads, software or government fees?
Not unless explicitly stated in the signed proposal. Third-party and statutory costs remain separate.
What happens after I submit the application?
The application is reviewed for fit. If the engagement appears suitable, the next step is an initial conversation to clarify scope, timing, decision-makers and expected outcomes before a proposal or contract is issued.