Siralle Consulting Group

Ten services. One discipline.

Engagements scoped as Retainer, Project, or Mix.

Every engagement is scoped against your brief, your jurisdiction, and your risk profile. Below is what each service covers, what it delivers, and who it is designed for.

Retainer
Project
Mix
01Mix

Strategic HR Consulting

“A people strategy that earns its seat at the boardroom table.”

Most HR functions are reactive by design — they absorb incidents rather than prevent them. Strategic HR consulting reorients the function so that people decisions are upstream of business decisions, not downstream. The engagement produces a documented strategy, a measurement framework, and a clear narrative your leadership team can take to the board.

What we do

  • People strategy scoped to business stage, sector, and jurisdictional context
  • HR function diagnostic — structure, capability, and process gaps mapped
  • Workforce strategy aligned to three-year growth or contraction plan
  • Board-ready reporting framework: metrics that matter to a board, not an HR team
  • Advisory retainer on major people decisions across the engagement period

Best for

Businesses scaling past the point where informal HR is sustainable. Organisations entering new markets or undergoing leadership transition. Boards that need HR to have a voice — and a document — before the next major decision.

02Retainer

HR Outsourcing

“Run an HR function without hiring an HR department.”

A full-time, senior HR hire is a significant cost line — and the wrong hire is worse than no hire. HR outsourcing places a seasoned HR partner inside the business at a fraction of that cost. Day-to-day operations are covered: contracts, letters, employee relations queries, policy administration, management support. The business gets the capability; we carry the overhead.

What we do

  • Employee lifecycle management — onboarding, contract changes, exits
  • Day-to-day advisory for managers facing HR decisions
  • Policy and procedure administration and staff communications
  • Monthly HR operations report: headcount, movements, open matters
  • Proactive compliance monitoring against local labour law changes

Best for

SMEs without an internal HR team and no near-term budget to hire one. Businesses where the CEO or operations lead is currently handling HR informally. Organisations that need senior HR capability on demand, not a generalist on payroll.

03Mix

HR Compliance Audit

“Audit-grade view of where the firm is exposed — and how to close it.”

Compliance risk in HR is rarely dramatic — it accumulates. An employment contract from 2014, a disciplinary procedure that predates the latest statute, a termination letter drafted by a manager without legal review. The audit surfaces every gap, assigns a risk rating to each, and produces a remediation roadmap with clear ownership and timelines. Delivered as a formal report. Suitable for board presentation.

What we do

  • Full employment contract review — all active and template agreements
  • Policy and procedure gap analysis against current Caribbean labour law
  • Employee file audit: documentation completeness and legal defensibility
  • Risk register: every exposure ranked by likelihood and commercial impact
  • Remediation roadmap with item-by-item ownership and target close dates

Best for

Businesses approaching acquisition, merger, or investment round. Organisations post-incident — tribunal claim, grievance upheld, regulatory inquiry. Boards conducting annual governance review. Any business that has not had a formal HR audit in the last three years.

04Mix

Policy Development

“Policy that aligns to Caribbean labour law and reads like Fortune-500 grade.”

Most small-business policy is either borrowed from a parent company in another jurisdiction or copied from a template that predates the current statute. Neither holds up. Policy development starts with a review of the existing documents, maps the gaps against local law, and produces a suite of policies that are legally defensible, clearly written, and operable by managers who are not HR professionals.

What we do

  • Employment policy drafting or full policy suite rebuild
  • Employee handbook — written in plain English, aligned to local statute
  • Disciplinary, grievance, and performance management procedures
  • Bespoke policies for sector-specific requirements (e.g. financial services, hospitality)
  • Staff communication templates: letters, notices, standard correspondence

Best for

Organisations with policies that have not been reviewed in the last two years. Businesses expanding into or operating across Caribbean jurisdictions. Multinationals and subsidiaries localising a global policy framework. Any business using template policy it did not write.

05Retainer

Employee Relations

“Calm, defensible handling of the moments most likely to escalate.”

Employee relations is the work that happens when the relationship between the organisation and an individual becomes difficult. A grievance. A performance conversation that has gone sideways. A manager who is unsure how to handle what is happening on the floor. The retainer places an experienced ER advisor on call — so that the right call is made before the situation becomes a claim.

What we do

  • Ongoing advisory for managers navigating active ER matters
  • Grievance and complaint handling — documentation, process, outcome
  • Individual case support: risk assessment, process mapping, outcome guidance
  • Manager coaching on conducting difficult conversations lawfully
  • Documentation review: every letter, outcome notice, and file note before it is issued

Best for

Businesses where managers are handling ER without HR support. Organisations in high-friction environments: high-turnover, unionised, or under cultural stress. Any business that has had a recent grievance, claim, or near-miss and wants the next one handled better.

06Project

Disciplinary Process Management

“Process that holds up at tribunal — without losing the manager's authority.”

A disciplinary process fails in the detail: the wrong notice period, a hearing conducted by the wrong manager, an outcome letter that conflates the allegation with the finding. Each failure is individually small. Together they hand the employee a defence. Disciplinary process management places an experienced HR practitioner at every stage — from investigation to outcome — with documentation that will survive external scrutiny.

What we do

  • Disciplinary procedure design or review against current statute
  • Investigation management: scope, evidence gathering, investigation report
  • Hearing support: agenda, note-taking, documentation, manager briefing
  • Outcome letters and notice drafting — legally precise, plain-English
  • Appeal process management and post-outcome file documentation

Best for

Active disciplinary cases where the in-house process has stalled or been challenged. Businesses building a formal disciplinary framework for the first time. Organisations that have had a tribunal claim and need to remediate the process that produced it.

07Project

Workforce Planning & Restructuring

“Reshape the org without reshaping the morale.”

Workforce change is rarely just an org chart exercise. The legal risk sits in the sequence — which announcement comes first, what consultation looks like, when the selection criteria are disclosed and to whom. Workforce planning and restructuring engagements are designed to get the business from current state to target state without a redundancy claim, a reputational incident, or a leadership team that no longer trusts the process.

What we do

  • Org design: role mapping, spans of control, grading alignment
  • Redundancy process management — from at-risk pool to final selection
  • Statutory and contractual consultation compliance
  • Communications sequencing: what is said, by whom, and when
  • At-risk and exit documentation: all letters, minutes, and outcome records

Best for

Businesses going through merger, acquisition, or disposal. Organisations running a cost-reduction exercise. Post-growth businesses rationalising a structure built for a smaller headcount. Any workforce change affecting five or more roles.

08Project

Conflict Resolution & Mediation

“Resolution at the level — before HR becomes a court.”

Conflict at senior level rarely resolves itself — it migrates. Into passive decisions, into blocked communication, into the attrition of the people caught between the principals. Formal mediation creates a structured, confidential space for the parties to reach a durable agreement without the matter becoming a grievance, a tribunal claim, or a resignation. The process is neutral; the outcome belongs to the parties.

What we do

  • Pre-mediation stakeholder assessment and individual preparation sessions
  • Structured joint mediation — facilitated, neutral, confidential
  • Agreement drafting: documented outcomes both parties sign off on
  • Post-mediation coaching for line managers and HR where needed
  • Escalation pathway if mediation does not resolve — formal grievance support

Best for

Senior-level conflict that the internal HR team does not have the standing to resolve. Team dysfunction that is affecting business performance and decision quality. Any conflict where one or both parties have indicated they are considering a formal grievance.

09Project

Training Development & Presentations

“Capability built around the firm, not borrowed off a shelf.”

Generic HR training produces generic managers. Training designed for the firm — its sector, its size, its actual incident history — produces managers who can handle the situation in front of them, not a hypothetical from a slide deck. Engagements are built from scratch: the content is drawn from the organisation's own policies, its current risk profile, and the specific gaps in management capability identified in the brief.

What we do

  • Bespoke management training: disciplinary, grievance, performance, ER fundamentals
  • HR literacy workshops for non-HR leaders — what they are legally responsible for
  • Compliance training tied to specific local statute changes or audit findings
  • Board-level HR presentations: strategy, risk, people metrics
  • Post-training written reference materials the business retains and can update

Best for

Management teams that have had an HR incident and need to build capability before the next one. Organisations training around a specific issue — new legislation, a policy rebuild, a post-incident remediation. Boards that need a structured briefing on people risk.

10Mix

Employee Engagement Strategies

“Engagement measured, modelled, and moved — not surveyed once a year.”

An annual engagement survey produces an annual report. Neither changes anything. Engagement strategy starts with a diagnostic that is specific enough to be useful — not a 60-question score but a model of where the organisation is losing discretionary effort and why. The strategy that follows is designed around those specific levers: retention, recognition, communication, management quality, or psychological safety, depending on what the data shows.

What we do

  • Engagement diagnostic: structured assessment of current culture and morale drivers
  • Survey design and analysis — questions written for action, not optics
  • Retention strategy: exit interview synthesis, leaver pattern analysis, intervention design
  • Culture baseline: benchmarked against sector and comparable organisations
  • Action plan with named owners, measures, and a 90-day review cycle

Best for

Businesses seeing attrition they cannot explain. Organisations ahead of a major change programme that needs a culture baseline. Leadership teams who have done the survey and have the data but have not done anything with it.

Start here

Not sure which engagement fits?

A thirty-minute discovery call is free. We will map the brief, identify the right engagement type, and give you a clear picture of scope and cost — before any commitment.

Book the discovery call Get your HR Health Score first

In every engagement

  • Single point of contact — no handoffs to junior staff
  • Written scope before work begins — no surprises
  • Caribbean labour law as the baseline, not an afterthought
  • Documentation that survives external scrutiny
  • Weekly written status on engagements longer than four weeks