The High Cost of "DIY" HR: Turning Operational Chaos into Commercial Stability
The Challenge
A scaling engineering firm faced an operational crisis. Despite a robust project pipeline, they were struggling to find and retain talent. Lacking in-house HR expertise, the Managing Director and Engineering Manager attempted to handle the function themselves. However, this "do-it-yourself" approach resulted in a chaotic "revolving door" culture where ill-suited new hires resigned within weeks. Beyond the financial impact of project delays, this instability destabilised long-term staff and threatened to permanently damage the organisation’s brand - potentially deterring future high-calibre talent. Critically, the company also faced significant exposure to Workplace Relations Commission (WRC) claims due to non-compliant contracts.
The Solution & Process
We stepped in as both advisors and as the company’s dedicated HR department. Our strategy focused on addressing the turnover crisis and implementing a robust compliance framework.
Step 1: We immediately reduced legal exposure by auditing and rewriting all employment contracts and policies. An updated Employee Handbook was implemented to set clear expectations and standardise procedures, instantly professionalising the work environment.
Step 2: We gave the recruitment process a complete overhaul. This involved redefining job specs to reflect reality (not just requirements) and trained management on competency-based interviewing skills to help them identify the cultural fit of candidates in addition to their technical skills.
Step 3: We built a structured Onboarding and Probation framework. This ensured new hires felt supported, valued, and clear on their KPIs from the onset and thereby reducing attrition.
The Outcome
The transformation has been significant. Staff turnover has plummeted, saving the client considerable time and money in recruitment and training costs while restoring the market’s confidence in the company’s stability. Meanwhile, the implementation of fully compliant documentation and processes, has reduced the risk of WRC fines and litigation. Crucially, the MD and Engineering Manager have been freed from daily HR firefighting and have returned to focusing on winning new business and delivering engineering projects safe in the knowledge that the “people puzzle" has finally been solved.
Conclusion: This client quickly realised that HR is not just about administration; it is a commercial imperative. By outsourcing to accredited HR experts, they converted a high-risk operational weakness into a stabilised, scalable asset.
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