One piece

Sometimes you don't need a head of talent.
You need one thing done properly.

An honest read of how hiring really runs, written down so you can fix it. The plan before a raise, so the hiring run doesn't improvise itself. The function built before the roles land, not after. Or the managers who keep losing good candidates, taught how not to. Each is a fixed piece of work, by the day, quoted before we start, and none of it depends on you buying anything else.

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The pieces

Each one stands on its own. None of them needs the next.

Most businesses don't need a head of talent every week. They need one thing done properly by someone who has done it before, written down so it holds after they've gone. These are the pieces I get asked for, with the shape of each. If what you need isn't here, ask anyway.

The reading How hiring actually runs, beside how you think it runs. Four people, the same questions, the gaps ranked by cost. 3 to 4 weeks, about 6 hours of your people's time, one fixed piece of work.

The plan The hiring plan before the raise, the launch or the new office, so the run of roles doesn't improvise itself. Usually 5 to 10 days: the roles, the order, the briefs, who interviews and how.

The build A hiring function from nothing: the process, the tools, the scorecards, the reporting, and the person who'll run it. 10 to 20 days, and you own all of it at the end.

The room Your managers taught to interview: the brief, the questions, the scorecard, the feedback, the offer conversation. A half day or a day for one team. A series of 3 or more across the business.

The call A second opinion before the offer goes out, or before the search starts. A few hours a month, for a founder who'd rather ask than guess.

The reading

Written down, so you can fix it.

The reading is where everything else starts, so it's worth saying what it is. I ask a leader, a hiring manager, whoever runs talent today and a recent hire the same questions about how a role goes from open to filled. Where their answers agree, that's your process. Where they don't, that's where you're losing people, and usually where the money goes.

What comes back is a report you can hand to the next person: what's working, what's costing you, what to fix first and what to leave alone. There's a public sample so you can see the shape before you commit to anything.

Read a sample report

Who owns it Who actually runs a hire from open to start, and who thinks they do.

What good looks like Whether anyone has written it down, and whether the interviewers agree.

Where the time goes The days between each step, and which gap the good candidates fall through.

What to fix first Ranked by what it's costing, not by how loud the complaint is.

When one piece is enough

Sometimes the seat is the wrong answer, and I'll say so.

If you've got a head of talent and the managers are the problem, you need the room, not me in a seat. If a raise is coming and hiring is fine today, you need the plan. If you honestly don't know whether hiring is a problem, you need the reading, and you might need nothing after it. A piece of work is done when it's done, and it doesn't come with a subscription.

Where the reading turns into something bigger, it becomes the first fortnight of that work. Nobody pays twice for the same map.

The shape

By the day, quoted before we start.

Every piece is scoped in a 30-minute call, quoted in writing, and agreed before a day is spent. You know what you're getting, how long it takes, whose time it needs and what you'll hold at the end. Nothing here depends on buying anything else.

Or write: fraser@caldertalent.com.au

Start here

Give me 30 minutes, and the thing that's bothering you.

Tell me what's happening and I'll tell you which piece fits, or that the answer is a conversation with your managers and no invoice. If you'd rather start on your own, the Hiring Check takes 5 minutes and stores nothing.

Book a 30-minute call Take the Hiring Check