Client results

Context

A mid-size automotive components manufacturer had grown through acquisition. Three business units were operating with different structures, grading systems and performance processes. The leadership team was not aligned and integration had stalled two years after the acquisition.

Intervention

Kriate HR conducted a role analysis across all three units, designed a unified grading structure and competency framework, and facilitated a leadership alignment programme with the combined leadership team over six months.

Outcome

A unified structure was in place within six months. The leadership team reached alignment on priorities and decision rights.

Context

A 120-person technology services firm had no documented HR policies and was handling all employee issues through the founders. A compliance notice from a statutory authority triggered a review.

Intervention

Kriate HR conducted an HR audit, documented core policies and processes, set up a grievance mechanism and took on monthly HR operations support.

Outcome

All statutory compliance gaps were closed within three months. The founders stopped receiving HR queries.

Context

A 600-person chemicals manufacturer had a performance appraisal process but ratings were inflated, managers avoided difficult conversations and the link between performance and reward was unclear. The MD wanted accountability to be a real part of how the business operated.

Intervention

Kriate HR redesigned the KRA and KPI framework, ran manager workshops on performance conversations and facilitated the first calibration session with the leadership team. The engagement covered the full first review cycle.

Outcome

Rating distribution normalised in the first cycle. Manager confidence in performance conversations improved measurably.

Context

A mid-size textiles manufacturer needed a Chief Operating Officer to professionalise operations as the founder prepared to step back from day-to-day management. The role required both operational depth and the ability to work with a founder-led culture. A previous hire had not worked out.

Intervention

Kriate HR defined the role in detail, sourced candidates through targeted research and conducted structured assessments. Three candidates were shortlisted; the appointed candidate joined within 12 weeks of the search beginning.

Outcome

The COO was in role within 12 weeks. The founder stepped back from day-to-day operations within 18 months.

Context

A second-generation promoter of a 300-person manufacturing business wanted to introduce formal HR structures — job grades, compensation bands, performance reviews — without disrupting the culture built by the founder. Previous attempts had been resisted by the leadership team.

Intervention

Kriate HR conducted a role analysis, designed a grading structure and compensation framework, and facilitated a series of conversations with the leadership team to build alignment before rollout.

Outcome

The grading structure was accepted by the leadership team and implemented without attrition.

Context

A 400-person engineering firm had promoted its best technical people into management roles. Performance conversations were being avoided and attrition among high performers was rising. The HR head had tried to address this internally without success.

Intervention

Kriate HR designed and delivered a six-month manager effectiveness programme covering feedback, performance conversations, delegation and team accountability. Participants worked on live situations from their own teams.

Outcome

Manager confidence in handling performance conversations improved measurably. Attrition among high performers reduced.

Context

A 250-person technology services firm had purchased an HRMS 18 months earlier but was still running HR on spreadsheets. The system had been configured incorrectly and the HR team did not trust it.

Intervention

Kriate HR conducted a configuration review, corrected the setup, migrated historical data and ran a structured adoption programme for the HR team and managers.

Outcome

The HRMS was fully operational within eight weeks. HR administration time reduced significantly.

Context

A fast-growing media and VFX studio had reached 180 people with no formal HR structure. The founders were spending significant time on people issues and the absence of clear roles and performance expectations was creating friction.

Intervention

Kriate HR designed a role architecture, introduced a lightweight performance process suited to a creative environment and put in place basic HR policies and processes.

Outcome

Founder time on people issues reduced significantly. The performance process was adopted without resistance.