Jarred Consulting

Talent strategies achieve business objectives. It’s the hill we’re prepared to die on. But we live in times of change, so what worked yesterday, may not work today – or indeed tomorrow. To avoid slipping behind, an HR overhaul may be on the cards. When HR transformation involves the evolution of function, strategy and the integration of tech, it can be easy for the focus of it all to get lost in the process. In other words, if we want to achieve performance through people, we should make sure their trust in us to make the right decisions and protect their wellbeing stays intact. With years of experience in the field, this is how we make it happen for our clients – and how you can do it too.

Let’s talk about the TOM

An employee-focused target operating model (TOM) robust enough to support an entire organisation should be designed around 3 areas:

• People.
• Processes.
• Systems.

It’s a strategic framework that marries the company’s mission, vision and culture with its business objectives. It takes stock of where the organisation is now, where it wants to go and what is going to get it there. For performance: talent and cultural analytics allow you to pinpoint the factors that are holding you back at an organisational, team or individual level. For skills: a workforce plan identifies today’s and tomorrow’s skill gaps along with the mindset needed for the challenges and opportunities ahead. For technology: an overview of the technology a company is using helps to navigate the ecosystem they’re working with – and then move forward. The process may involve getting outside advice on redesign, deployment and change management support.

So how do we keep the H in HR?

In our experience, it’s a matter of seeing how the pieces fit together to make sure we take care of our most vital resource: our people. It’s a partnership that involves: Building confidence for change with the key individuals who can bring it about for the benefit of everyone.

“What differentiated Kerry was her natural ability to work with senior leaders of the firm and instil a sense of confidence and trust.” Dan Flint HR Director Simmons & Simmons LLP

The drive of commercial and human needs. It’s imperative that both are balanced and answered.

“The Jarred team worked with the team at CMS throughout our merger to provide operational and strategic support: assisting with TUPE, benefits packages, headcount and salary modelling. They also provided invaluable support on our cultural integration – running workshops around the dynamics of change and our emerging common culture.” Director of Business Strategy & Integration, CMS.

Priorities. Action can be taken in the right order so that time and resources aren’t wasted.

“Kerry immediately just got on with the job and very quickly became my right arm, helping to lead a large team through a very challenging time of restructuring.” Senior HR Manager, Graduate Recruitment / Big Four Professional Services 

Perspective. Quick wins motivate but longer-term solutions keep the momentum going.

“We were delighted to complete the project with a comprehensive toolkit. These are key to helping us align our resources and capabilities to our strategic plan and ensure we harness knowledge within our organisation.

We continue to seek advice from Jarred as we trust their judgement and expertise in the HR, talent and recruitment process fields. We would not hesitate to work with them again." Stephen Rodney, CEO, FRS.

We’re grateful for the comments we’ve had from clients, a few of which we’ve shared above. At the heart of what we do is understanding how talent strategies achieve business objectives. It’s a pragmatic and sustainable approach – and from a commercial perspective, it works. We’d love to partner with you on your journey, whatever stage you’re at. If you need someone to talk to, we’re here to help. Have a great day!