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If this looks like the right fit for your organization, the next step is a straightforward conversation — no pressure, no pitch. We'll talk about where you are and whether the assessment makes sense.
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Most business leaders sense that HR could be doing more for the business. They just can't point to exactly what's missing or where to start. This assessment gives you the answer.
When This Is the Right Fit
The business is growing, but the organization is getting harder to run, not easier.
You've outgrown a process, framework, or system that used to work, and nothing has replaced it yet.
You sense HR isn't supporting the business the way it should, but you can't articulate exactly what's missing.
You're a private equity firm or new owner and want to understand what you have in the HR function before deciding where to invest.
The business is at an inflection point — scaling, restructuring, or preparing for the next stage of growth.
HR seems heavily loaded with reactive, administrative, or one-off work, with little bandwidth for anything strategic.
You're a founder-led business hiring your first dedicated HR person and need to know what to build first.
The team is large enough that organizational structure and role design questions have started to emerge.
You're heading into a leadership transition, ownership change, or restructuring and need to know if your HR team can handle it.
What It Is, And What It Isn't
This assessment answers a specific question: is your HR function built for the business you are today, or the business you were three years ago?
It's not a compliance review or a performance evaluation of the HR team. It's a structured evaluation of where the function sits on the maturity curve: where the gaps are costing the business the most, and what to prioritize first.
The findings aren't a list of everything that should eventually be fixed. They're a prioritized sequence — grounded in a dependency hierarchy — that tells you what to address first and why.
A two to three week engagement. Structured interviews with your leadership team and HR function, a review of your people data and the processes and policies that shape how your workforce operates, and a rated assessment across five dimensions with clearly prioritized recommendations.
The Framework
Each dimension is rated on a scale of 0 through 3. The ratings are evidence-based, not impressions. And the dimensions follow a hierarchy: you cannot reliably sustain a higher dimension if the ones below it are broken.
The hierarchy matters. You can't sustain the Apex on a broken Base. A high rating on Strategic Positioning with a low rating on Process Maturity is a warning signal, not a balanced picture. It means the function is working above its foundation. Recommendations follow the dependency order, not what's easiest or most visible.
The Process
The assessment is built around four structured inputs. What can be produced — and how quickly — is itself a diagnostic data point before a single interview is conducted.
Basic workforce data is requested upfront: headcount, turnover, open positions, absenteeism, time to fill, and internal fill rate. How quickly this can be produced tells us something before we begin.
Structured conversations with the CEO and functional leaders. The focus is on business challenges, not HR — establishing context before assessing the function.
Conversations with the HR leader and team members. Answers are cross-checked against what business leaders said — consistency signals connection; divergence signals a gap.
A review of people data, process documentation, employment cycle records, and any existing workforce reporting. What can be produced — and what can't — rounds out the picture.
What You Get
The output is built to be used, not filed. Every deliverable is designed to drive a decision and anchor the conversation about what to do next.
The full maturity profile across all five dimensions — including the evidence behind each rating and clearly prioritized recommendations. What to fix, in what order, and what that work entails at a summary level.
A summary covering the high-level findings and priority recommendations — designed to be walked through with the CEO and, where appropriate, the full leadership team.
A working session with the CEO — and potentially the full leadership team — that walks through the findings and focuses the discussion on what to do next.
Get in Touch
If this looks like the right fit for your organization, the next step is a straightforward conversation — no pressure, no pitch. We'll talk about where you are and whether the assessment makes sense.