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Thanks to Sven Christiansen plc for the photograph

Senior HR consulting

Business improvement


Business solutions

A global automotive manufacturer and brand leader needed to standardise leadership selection processes. Keeldeep Associates designed and delivered an advanced interview toolkit with questions aligned with seven competency levels across multiple global leadership criteria. Outcome: a clearer, common structure, better compliance, better hires, higher performance.

An investment bank's legal team needed a clearer structure. Working with the bank’s General Counsel, Keeldeep Associates designed a simple hierarchy of roles based on capsule job descriptions, highlighting core competencies for each and the level of expected performance. Outcome: clarity to attract, motivate, develop and retain highly skilled talent.

A UK FTSE300 plc engaged Keeldeep Associates to review its reward structures and make recommendations for long term incentives. Advising the group CEO and HRD, we presented clear recommendations to the Remuneration Committee: membership, quantum and performance conditions. Outcome: board paper accepted and actioned; equity awards made.

The Chair of a regulator was seeking re-appointment for a further term of office. An appraisal process required an independent 360-degree feedback exercise. Keeldeep Associates designed and ran this, taking input from internal and external stakeholders. The full analysis was consolidated into a clear report. Outcome: Chair reappointed by the Privy Council.

A professional institution engaged Keeldeep Associates to advise on process and join the selection panel to appoint a new Chair of the board. Working with the company secretary, CEO and President a fair, consistent interview process led to a clear outcome: new chair appointed.

The HR Director of a major financial services institution wanted guidance on organisation design. Keeldeep Associates acted as a sounding board, providing examples from different sectors. A new design was implemented, providing new focus, clearer reporting lines and freeing up time for more strategic work. Outcome: improved leadership, delegation and effectiveness.

The CEO of a plc 5,000 headcount service business wanted external guidance to address poor perceptions of reward. Over a six month period a team was guided not just on what to do, but how to manage stakeholders and implement sustainable change. The key focus was on knowledge transfer. Outcome: improved reward focus, higher engagement, lower attrition.


Advising organisations on

  • HR Strategy
  • Reward strategy
  • Organisation redesign and development
  • HR programme management
  • Change programme delivery
  • Strategy into action
  • Ethical audit
  • From aspiration to accomplishment



  • Individual
  • Client centric
  • Bespoke
  • Your solution not ours



  • Board level
  • Remuneration committee
  • Appointments committee
  • Executive committee
  • Group HR Director