Human Resources consulting for organisations.
We support organisations in structuring people management, responding to change and building more consistent foundations for growth.
We work across recruitment, culture and change, development and training, performance, and Human Resources structure. The starting point is the specific problem, the organisation’s context and the intended outcome.
Projects with scope, stages and support adapted to the organisation’s current situation.
Choose the situation closest to yours.
You do not need to know the name of the service before contacting us. Begin with the problem currently limiting the organisation.
Five areas. One integrated view of the organisation.
Each area can become a standalone project or form part of a broader intervention. Open each service to see when it may be relevant and what it may include.
01 TalentRecruitment and talent acquisition For critical roles requiring clarity about the position, active search and consistent assessment criteria.
It may be relevant when
- The role has a material impact and a poor hiring decision would carry a significant cost.
- Job advertisements are not reaching the talent the organisation needs.
- Candidates need to be compared using clear criteria rather than intuition alone.
The work may include
- Diagnosis of the role, its context and the criteria for success.
- Market mapping, direct search and pipeline development.
- Competency-based interviews, assessment and reference checks, where appropriate.
- Support during the first 90 days of onboarding.
The depth of the process is adapted to the criticality of the role and the organisation’s internal capacity.
View Recruitment and Talent Acquisition02 ContextCulture, change and organisational reality To understand what happens in practice and reduce the gap between defined strategy and the experience of teams.
It may be relevant when
- Stated values do not correspond to day-to-day decisions.
- A change is generating resistance, uncertainty or loss of trust.
- Roles, decision boundaries or alignment routines are unclear.
The work may include
- Diagnosis of culture, organisational climate and employee experience.
- Change management and support through transitions.
- Clarification of roles, authority and decision boundaries.
- Internal communication and organisational alignment routines.
Before proposing change, we seek to understand what exists, why it exists and what conditions are needed for change.
View Culture and Change03 DevelopmentOrganisational development and training To turn a learning need into capability that people can apply at work.
It may be relevant when
- A team needs to respond to a new challenge or develop a specific capability.
- New managers need preparation to take on their role.
- Existing training conveys knowledge but is not translating into application.
The work may include
- Needs analysis and definition of learning outcomes.
- Leadership, communication, management and collaboration programmes.
- Workshops, modular learning pathways, live training and e-learning content.
- Application tools and assessment of transfer to the workplace.
Training can be a standalone intervention or part of a broader change, leadership or development project.
View Development and Training04 ResultsPerformance, careers and recognition To make expectations, assessment and recognition decisions clearer, more consistent and easier to understand.
It may be relevant when
- People are unclear about what is expected in their role.
- Assessment varies too widely between managers or depends on perception.
- Decisions about progression, merit or recognition are difficult to explain.
The work may include
- Competency frameworks, objectives and observable indicators.
- Performance assessment models and cycles.
- Criteria for career progression and merit decisions.
- Compensation, benefits and recognition policies.
The aim is not to add bureaucracy. It is to create a system that supports better conversations and well-founded decisions.
View Performance and Recognition05 StructureHR structure and restructuring To create roles, processes and working rules that do not depend on memory or the constant presence of the same people.
It may be relevant when
- Growth has made informal processes insufficient.
- Roles, responsibilities and decision flows are poorly defined.
- Operations depend too heavily on the founder or a small number of key people.
The work may include
- Analysis of Human Resources structure and processes.
- Design of roles, responsibilities and decision levels.
- Policies, procedures and operational documentation.
- Succession planning and continuity for critical roles.
We diagnose and redesign the operational foundations of HR so that the structure can keep pace with organisational growth. The intervention may cover the entire HR function or focus on a clearly defined need.
View HR Structure and RestructuringRegular HR support without creating a complete internal structure.
For organisations whose current stage, size or volume of needs does not justify a full-time Human Resources team, but which need regular support with people-management decisions, priorities and processes.
- Preparation of people-management decisions
- Organisation of HR priorities and processes
- Support for senior management and leaders
- Support with agreed implementation
Scope, frequency, responsibilities and exclusions are defined in the proposal. This support does not replace organisational leadership or management accountability.
Develop capability for a specific need.
Training is designed around the context, participants and intended outcome. It may address a specific need or form part of a broader leadership, change or organisational development pathway.
View Development and Training- In-person, online or hybrid courses
- Application-focused workshops
- Modular development pathways
- Live training and synchronous sessions
- E-learning content and pathways
- Programmes adapted to the organisation’s reality
A challenge rarely belongs to a single area.
You do not need to choose alone between Talent, Context, Development, Results or Structure. The initial conversation also helps identify the underlying cause and the appropriate sequence of work.
The company has grown, but management remains informal.
Roles and processes may need to be clarified before recruiting more people or implementing a performance system.
Change is under way, but teams are not moving with it.
The situation may require contextual diagnosis, communication, leadership preparation and capability development.
There are strong professionals, but little clarity about progression.
Competencies, performance, development and recognition may need to be connected within a coherent system.
Understand first. Propose second.
The organisation does not need to arrive with a final diagnosis. It needs to explain the context, what is happening and what it would like to see change.
Request an initial conversationContext-setting conversation
We map the context, the organisation’s current situation, priorities and what has already been attempted. This also helps determine whether VAGAR is the right support.
Problem diagnosis and scope definition
We clarify what needs to be understood, built or changed, who should be involved and what outcome would make a meaningful difference.
Proposal and intervention
The proposal sets out scope, stages, timetable, deliverables and investment. Support is adapted to the type of project and the organisation’s internal capacity.
What you need to know before moving forward.
If your situation is not covered here, the initial conversation helps us quickly assess whether there is a suitable fit.
What type of organisations does VAGAR work with?
We work with growing or professionalising companies, organisations undergoing transformation and leadership teams that need a more structured basis for people-management decisions. We do not work exclusively within one sector. Suitability depends on the challenge, scope and capacity required to carry out the work well.
Does VAGAR replace an internal Human Resources team?
No. VAGAR does not replace leadership, management accountability or the internal capability the organisation needs to retain. It can complement an HR team, work directly with senior management or lead a defined project where the required capacity or expertise is not available internally. The model is determined by context and scope.
Do we need to know the consulting area in advance?
No. A problem presented as recruitment, training or performance often has an underlying cause in another area. The first conversation is used to clarify the problem before defining the appropriate service and scope.
How long does a consulting process take?
It depends on the scope. A focused diagnosis may be completed within a few weeks; a structural intervention or development pathway may run over several months. The timetable is defined only after we understand what the organisation actually needs.
Can training be commissioned as a standalone service?
Yes. Training can address a specific need or form part of a development, leadership or change project. In either case, it is adapted to the context, participants and intended outcome.
Does VAGAR only work through fixed projects?
The model depends on the challenge. Some interventions have a clearly defined start, deliverables and conclusion. Others may include implementation support or regular HR support for an agreed period. Scope, frequency, responsibilities and exclusions are defined in the proposal.
Let us begin with the problem you need to address.
In an initial conversation, we frame the organisation’s current situation, priorities and intended outcome. If there is a suitable fit, you receive a clear proposal for the work to be undertaken.
Request a conversation about your organisation