Talent acquisition strategy, compensation benchmarking, employee relations, compliance audits and performance management — worked through in order, with the reasoning written down beside every decision.
Services
Each service is a line we can defend. We don't add anything to the record we can't source, and we don't leave something out because it is inconvenient.
Where roles come from, what they are worth and how the hiring sequence is built — so the offer you make is consistent with the structure you already keep.
Roles matched to market, ranges set against real reference points, and the reasoning written down beside each number so it holds up to a second reader.
The steady, unglamorous work of keeping individual situations documented, consistent and resolved before they become a pattern.
A read of your current practices against the obligations that apply to you, with the gaps ordered by what should be corrected first.
Review cycles, expectations and the paper trail that makes a difficult conversation defensible on both sides of the table.
Compensation benchmarking
Roles matched to market reference points, ranges built around them, and the reasoning written next to each figure — so it still holds up when someone else reads it.
| Line item | What we build and document |
|---|---|
| Base salary structure | Ranges by role and level, with midpoints, spreads and the rules for moving through them. |
| Job architecture | Levels and job families, plus the criteria that place a role in one band rather than another. |
| Variable pay | How bonus and incentive targets are set, and what earns them. |
| Geographic differentials | Adjustments for roles you hire outside Charlotte, applied the same way every time. |
| Review cadence | When the structure is revisited, and what triggers a review off-cycle. |
Your figures, not ours. Nothing is filled in until we have your roles, your market reference points and your constraints in front of us.
Notes
Three things sit underneath every engagement, whichever services you take.
Charlotte, North Carolina
An audit is read, not admired. Findings are ordered by exposure rather than by how easy they are to fix, and we tell you plainly which ones can wait.
Most of this work is written down before it is decided. Consistent documentation is what allows a manager to act fairly the second time as well as the first.
Expectations, evidence and timing. When all three are on the record, a hard conversation becomes a review of the record instead of a debate about memory.
Consultation
A consultation is a working session, not a pitch. Come with the roles, ranges and questions you already have, and leave with the first lines of your account in order.
