The person you call is the one who carries it through, start to finish. And the honest answer, even when it’s not the one you hoped for.
Some of these could blow up on you. Some are just quietly costing you. Either way, you shouldn’t be handling it alone.
Not sure which one? That’s fine too. The first conversation is free.
The judgment and the systems that make your organization a place people want to stay.
Already have an HR team? A good part of what she does is standing beside one, on the calls that need a second senior head.
Want a leader in the seat rather than advice on call? See Fractional Leadership →
A people plan tied to where the business is headed, so HR drives the business instead of just keeping the lights on.
Pay and rewards that are fair and equitable, that leaders, HR, and employees all understand, and that hold their shape once the ranges are public.
Building the culture on purpose, and measuring honestly whether it is working.
Hiring for capability, judgment, and how people work in practice, beyond the credentials on the resume.
Feedback that helps, and a bench so leadership is never a single point of failure.
Redeployment when roles change, and the career conversations that keep good people instead of losing them. Interest, values and engagement instruments where they help.
Transition support for people leaving, arranged and paid for by the employer. Exits handled properly cost less in every sense, for the person going and the team that stays. We check for conflict before taking it on, same as any file.
Grievances, accommodations, discipline, and exits, in unionized environments and out. The conversations people put off, and the ones that cost most when they go wrong.
The systems and analytics that make a lean HR function run like a big one, with a human on anything that touches people.
Onboarding, orientation and offboarding, benefits, pensions and payroll, and the processes behind them. Invisible when it works, expensive when it fails.
Medical accommodation, return-to-work planning, and long absences handled properly. Done well, people come back. Done badly, it becomes a complaint.
Employee handbooks and codes of conduct in plain language, rolled out with training rather than emailed, and refreshed before they go stale. A policy nobody was trained on is hard to enforce. Pairs with our governance work on decision rights and approvals.
Your people, and the pressures on them, in your words.
What is driving the turnover, the tension, or the risk.
A people plan with owners, dates, and priorities.
In the room for the hard conversations.
How to tell when you need director-level HR, what it should cost, and what to hand over first.
Get the guide →The first conversation is free. Bring the thing you have been putting off. That is usually the place to start.
We are not lawyers. Contour North does not provide legal advice, does not represent any party, and does not make the discipline or termination decision. That call stays yours. If we think a matter needs counsel, we will say so.