{"id":13,"date":"2026-05-27T01:58:16","date_gmt":"2026-05-27T01:58:16","guid":{"rendered":"https:\/\/elastic-faraday.103-242-49-199.plesk.page\/?page_id=13"},"modified":"2026-05-27T02:47:44","modified_gmt":"2026-05-27T02:47:44","slug":"business-advisory","status":"publish","type":"page","link":"https:\/\/elastic-faraday.103-242-49-199.plesk.page\/?page_id=13","title":{"rendered":"Business Advisory"},"content":{"rendered":"\n

Impactful Consulting Solutions – LJH Talent Advisory<\/h2>\n\n\n\n
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Talent Strategy Review<\/strong><\/h4>\n\n\n\n

Our work in human capital consulting begins with clarity on your business objectives, clearly defining your desired ‘future state.’ We then conduct a comprehensive review of your entire current talent strategy, focusing on key components such as talent attraction, which includes recruitment acquisition strategy, induction, on-boarding, and benchmarking internal and external talent. For talent retention, we assess components like goal setting, feedback, reviews, compensation and benefit structures, and performance programs. In terms of talent development, we evaluate aspects including skills assessment, coaching, mentoring, learning, and succession planning. Lastly, we ensure organizational effectiveness by examining organizational design, job design, culture, diversity, equity & inclusion (DE&I), and employee engagement.<\/p>\n\n\n\n

PE\/VC\/Infra – delivering on your strategy<\/strong><\/h4>\n\n\n\n

Current Portfolio \u2013 \u201cfocus to align to long term value creation\u201d<\/p>\n\n\n\n

Talent Audit \u2013 for CEO and other key risk \u201cC-suite\u201d individuals. Focus areas include Success Profiling, Assessment Tools, and 360 stakeholder evaluation. This human capital consulting approach involves referencing key individuals, both internally and externally. Understanding of \u201ccurrent capabilities\u201d encompasses skills, experience, competencies, and leadership. Recommendations will address potential, skill gaps, and development areas to enhance organizational effectiveness.<\/p>\n\n\n\n

Portfolio Company Talent Strategy \u2013 Diagnostics evaluate whether PortCo HR strategy aligns with strategic business objectives. Collaborate with PortCo HR to either upskill the current HR team or build new capabilities. The focus is to ensure that long term value creation is achievable through the right talent strategy disciplines.<\/p>\n\n\n\n

Board Evaluation \u2013 Framework review for the hiring process, including skills matrix, Director and Chair position descriptions, and processes for referencing. Review of portfolio-wide fees structure for boards and performance measures. Align individuals\u2019 experience, their value adds, complementary skills additions, culture fit, and the right motivations through discrete market referencing.<\/p>\n\n\n\n

New Investment Diligence<\/p>\n\n\n\n

Talent Due Diligence \u2013 Evaluation of CEO and key leadership for target investment companies. Market referencing on capabilities, track record of performance, leadership qualities, potential blind spots, and development areas. Partner with the investment team to evaluate the quality of the leadership team and their potential to deliver on the new shareholder strategy. Conduct a gap analysis.<\/p>\n\n\n\n

Talent Analysis \u2013 Evaluation of talent with a focus on the ability to meet new shareholder expectations. This includes success profiles, position descriptions, competency and skills frameworks, and organization design. Future workforce planning and prioritization of critical hires will inform build and buy strategies.<\/p>\n\n\n\n

Market Referencing \u2013 A discrete evaluation of key individuals, their track record, management and leadership styles, skills, experience, competencies, blind spots, and motivators, while considering cultural alignment. Understanding their contributions and adaptability to new strategic goals is crucial.<\/p>\n\n\n\n

Board \u2013 If a current Board is in place, analyze its makeup, skills, and the charter under which they operate. For the future state, define the optimum Board composite, including roles, responsibilities, committees, and a model for fees. Implementation of an amended Board charter will ensure alignment with future strategic direction.<\/p>\n\n\n\n

Optimising Sales – sales strategy, sales effectiveness, go to market.<\/strong><\/h4>\n\n\n\n

By collaborating with individuals and teams, we can review your go-to-market strategy, focusing on aspects such as client penetration, target client strategy, sales methodology, opportunity and pipeline management, conversion, account strategy, and branding. Our human capital consulting services aim to enhance organizational effectiveness, particularly for those in client-facing sales or account management roles. We help them maximize their impact in the market, improve their sales acumen, and boost opportunity conversion through a well-defined talent strategy.<\/p>\n\n\n\n

Talent Mapping – Leadership and Board positions<\/strong><\/h4>\n\n\n\n

There are specific scenarios where it is vital to have a comprehensive talent map aligned to the goals of the future workforce plan, particularly in the context of human capital consulting and organizational effectiveness.<\/p>\n\n\n\n

Key person risk \u2013 it is prudent that beyond internal succession capability, there is a clear suite of target candidates in the external market, identified and understood, for all \u201ckey person\u201d positions within your organization. When a high performer or high potential employee leaves the organization, it can create significant disruption to the operating model. In parallel to the opportunity to promote and transition from within, it is beneficial to have a benchmark of relevant external talent to evaluate through the recruitment process. These \u201clive\u201d talent maps ensure unplanned recruitment exercises can be completed in a shorter timeframe and with valuable insight and data, which is essential for an effective talent strategy.<\/p>\n\n\n\n

Forward workforce planning \u2013 by prioritizing important hires for the organization and defining the success profiles for these roles, targeted market mapping enables visibility into the quality of the external talent market and allows for informed decisions on how best to plan and prepare for future appointments.<\/p>\n\n\n\n

Workforce of the future \u2013 market maps help solve for skills gaps that will appear as the workforce of the future changes. They provide a view of the likely talent pools and capabilities compared to in-house development. The maps identify what talent can be engaged, and importantly, highlight where there are gaps and scarcity in the target market.<\/p>\n\n\n\n

Scarce Resource – the world appears to be disrupted now more than ever, with influences such as AI, ESG, risk, data analytics, process transformation, and de-carbonisation profoundly affecting the skills required in the future workforce. In many evolving areas, there is simply not the depth of resource to support the demand. Talent maps provide insight into the available talent and commentary around relativities, allowing for acquisition processes to be conducted at or ahead of need.<\/p>\n\n\n\n

DE&I \u2013 to strategically gain access to a breadth of diverse talent within the total market, human capital consulting emphasizes the importance of a genuine diversity strategy. The value of diversity in the workforce is hard to realize and takes time and strategy to get right. Target market maps for genuine diversity enable a richer workforce plan and informed hiring decisions.<\/p>\n\n\n\n

Coaching \/ Mentoring<\/strong><\/h4>\n<\/div>\n<\/div>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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