Four engagements across government and the private sector

A government entity entering a privatization transition required a succession framework that meets board and committee review standards, where readiness decisions could be interrogated by governance committees and supported by documented evidence across multiple assessment dimensions.

Lead Up Consultancy deployed a multi-source assessment architecture integrating psychometric assessments, 360-degree feedback, competency-based interviews, and individual performance data — four independent evidence streams whose findings no single instrument could override. Results were mapped onto a 9-Box Grid making potential and current performance simultaneously visible to decision-makers. Individual Development Plans were constructed from each leader’s assessed profile using the 70-20-10 methodology. All outputs were packaged to governance standard: the succession matrix, candidate readiness levels, and supporting evidence rationale were structured for direct presentation to board and nomination and remuneration committees.

The organization concluded the engagement with a board-ready succession matrix, documented readiness evidence for each succession candidate that could be presented before a governance committee, and individualized development plans for identified high-potential employees aligned to the organization’s strategic continuity requirements.

As part of its human capital strategy roadmap, the company sought to build a unified and equitable total rewards framework spanning all job levels, ensuring consistency in job classification, market-competitive pay, and performance-linked incentives, in the absence of documented job descriptions and an approved grading structure grounded in an objective evaluation methodology.

The engagement began with developing job descriptions for 75 positions, followed by a comprehensive job evaluation using the globally recognized gradar platform to ensure objectivity and accuracy. Evaluation outputs formed the basis for a job grading structure reflecting each role’s hierarchical level and relative value within the organization. Building on this structure, a compensation and benefits philosophy was defined as the reference framework guiding subsequent decisions, followed by the development of a salary and allowance scale aligned with the company’s philosophy and market data. To complete the framework, short-term incentives were designed to link annual performance to rewards, and long-term incentives were structured to strengthen talent retention and align employee interests with long-term strategic goals, culminating in a comprehensive benefits framework covering the full employee value proposition.

The project delivers an integrated, company-wide total rewards framework, including documented job descriptions for 75 positions, a job grading structure based on validated evaluation, a clear compensation philosophy, a salary and allowance scale, short- and long-term incentive frameworks, and a comprehensive benefits framework, providing a robust governance foundation for compensation decisions and strengthening the company’s ability to attract and retain talent.