Audits of organization are conducted with the view of supporting the implementation of firm's business aims through optimising the management processes. During the audit we make a diagnosis of the key areas of management which bear on how efficiently an organization is functioning. The areas for diagnosis are chosen on the basis of consultations with key employees and/or on the basis of business data divided into particular departments. We analyze the internal and external communication systems, relations with co-workers and market environment, motivation, level of employees' satisfaction and commitment to organization, access to knowledge, work design and employment procedures, periodic assessment and remuneration systems, organizational culture, decision making processes, areas of responsibilities, mission, vision and other factors influencing work quality in a given firm and the possibilities of achieving desired results. After conducting the research we present the propositions for modifications and improvements, we coordinate their implementation and also indicate the organization's strong points which are the core stones of its competitive advantages, as well as areas for further development. On the basis of the conclusions drawn from the audit within the frameworks of our packages, together with our business partners we set the sequence and design the process of implementing changes adapted to the needs of a given organization, its financial resources, level of readiness to changes and its current requirements. The research may be conducted using various tools such as in-depth interviews, surveys, day photos, financial data, SWOT analysis, interviews with former employees, analysis of procedures in relation to their application and other mechanisms influencing business operations.

Benefits:
- time and cost savings
- appropriate concentration of employees
- running speed
- cost reduction in case of human error
- access to greater number of candidates

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If the firm has a motivation system we check whether it really performs its function. We will see whether it complies with documentation, work regulations and workers' expectancy. Thanks to interviews with employees we can create and implement the optimal, cafeteria motivation system, adjusted to the age groups, origin, education, employees' requirements and the firm's financial capacities. Well profiled system is transparent and flexible, and, what is most important, it serves as an excellent method of acquiring, maintaining and motivating the employees. Attractive remuneration system provides the employer with an opportunity of creating options of additional benefits while retaining or lowering the costs, of diversifying rewards depending on function and position, and of facilitating the completion of the tasks which the firm set for itself.

Benefits:
- diversity of applied tools
- adjustment to employees and their needs
- possibility of using non-financial motivations
- possibility of lowering costs related to the motivation system
- increase employees loyalty
- diminishing rotation with the direct result of lowering the costs of HR department and of the whole enterprise

We teach how to in a cultural, classy manner dismiss an employee and minimize the negative feelings associated with dismissal. It is important that the dismissed person was as close as possible to an impression that it is a chance for a new, better life (we exclude here the cases of lawbreaking by an employee). We support the managers and provide them with knowledge about the conduct of dismissal conversation, while supporting their skills in choosing the content and manner of communicating the message and of coping with strong emotions. Additionally we suggest other forms of help to the discharged employees, so as to increase their positive beliefs in their own possibilities, capacities and prospects in the employment market, while leaving an open gate in case of a changed situation allowing for renewed employment of the discharged person. It is also important how the treatment of discharged employees affects the motivation and productivity of persons continuing their employment in the firm.

Benefits:
- minimizing for both sides the stress related to dismissal conversation,
- conduct in accordance with the regulations,
- preservation of positive image (beginning and end are well remembered),
- building the competitive advantage by the mouth-to-mouth method.

An exit interview, or the conversation with the valuable employee who decided to quit the organization brings inestimable benefits to the employer. While accepting employee's resignation without a murmur we often deprive ourselves of the possibility of learning the causes of his/her departure. Above all we skip the chance of checking whether there exist a manner of changing that decision, and if so, then what we can do to keep him/her on in the firm. The conversation creates an opportunity to explain possible misunderstandings, to preserve business contacts after the change of employment and of getting to know the employee's opinion about the firm's working conditions. This helps identifying what needs changing, how the management processes should be modified, and what should be done to prevent departures of the best employees. During such a meeting the employee may also recommend someone as his/her replacement, commit himself/herself to introduce the new person to the position, and what is most important, to transfer to other employees the key knowledge for achieving success in the market and executing one's obligations in a manner ensuring the continuity of operations. Exit interview helps also in creating positive image of the employer.

Benefits:
- acquiring unique knowledge concerning the organization
- possibility of maintaining the high standards
- preservation of good relations
- objective analysis of current processes and possibility of implementing solutions – management of exit risk

Motivating conversations serve as tools for maintaining the optimal level of workers motivation, and of enhancing it in case when we perceive the drop in motivation. Ignoring the problem and waiting until it solves itself is the very worst strategy in dealing with a worker who lost motivation. We help diagnosing the reasons of the loss of employees' commitment to executing their tasks, and we propose the remedies adjusted to particular needs of each individual. Special attention should be focussed on the fact that building emotional contact with the employee is the key to motivation and productivity, since emotional wellbeing can increase effectiveness by 10 – 25%.

Benefits:
- cost-free preventive measures
- possibility of influencing the attitudes in real time
- increasing employees' efficiency
- creating commitment to the employer
- detection of possible threats

We help in developing the skills of conducting conversation with an employee who breaks the rules applying in the firm or does not perform his/her tasks. Such a conversation may constitute a form of warning before further consequences of improper behaviour of an employee, including a possibility of dismissal. Disciplining and dismissing of employees is one of the most difficult challenges for managers who care not only to act according to the labour law but who care also for mutual relations and emotions. It ought to be remembered that disciplining is not identical with punishing, but it aims at expressing the expectations in relation to the employee, and correcting his/her undesirable behaviour. We teach about the ways of communicating which prevent discomfort leading to adverse protective reactions and to lack of motivation to change the negative behaviour. Properly conducted discipline conversation leads the employee to better understanding of his/her role and to increased chance of his/her improved performance.

If the firm has the employee evaluation system but the conversations conducted within its frame do not bring the expected results, it means that it does not perform its function. We provide guidance on evaluating and providing feedback information on assessment results so that they perform their motivating function instead of generating anxiety and discouragement. We teach how to avoid making errors in evaluating, how to strengthen the employee's desirable behaviour, stimulate his/her professional growth, set aims and schedules of development activities.

Benefits:
- creation of a transparent system of rules
- possibility of acquiring the skills of precisely defining the objectives
- relating to facts
- the employees are not better evaluated just because they are friends and relatives of the "Rabbit"

By analysing the firm's business strategy and its competency models we create the evaluation systems which will consistently support realization of firm's objectives and will indicate how to sensibly direct employees' activities, their competences and their further development. Our system of employee evaluation and assessment of their potential from the point of view of aims and values of a given organization is a tool based on objective criteria. The essence of such an assessment is evaluation of employees' results and the degree and ways of achieving individual objectives. The results of such an assessment enable to monitor the work effectiveness, constitute the basis for planning the development programs as well as for making decisions concerning promotions and remuneration of employees. An additional benefit and at the same time an important factor influencing effectiveness, commitment and identification with the firm results from shaping employees' attitudes through skill improvement and assignation of realistic objectives.

Benefits:
- enables ongoing analysis of achieved objectives
- enables better monitoring of advancements
- enables better organization, use and planning of available time
- enables enforcing and awarding the best employees
- defines the celebrities – shining examples
- enables optimization of management costs
- minimizes the costs related to management errors
- supports the employees' sense of mission, vision and strategy of the firm
- creates the firm's values

The competency models of our making serve to integrate the HRM processes. Thanks to clear definition of the factors influencing work effectiveness, the organization acquires a frame of reference for comparing work results with the required standards. The competency levels are understood in the same way by all the organization's employees and serve as a basis for establishing unequivocal criteria of decision making. Our four-graded or five-graded behavioural scales describe behaviour, knowledge, skills and other characteristics of an employee effectively executing his/her tasks. The competency models which we design and implement facilitate realization of organization's strategy through their use in recruitment and selection processes, evaluation of work effectiveness, training and development activities, as well as employees' remuneration.

Benefits:
- help in precise clarification of needs
- facilitate communication eliminating the errors of definitions
- enable effective communication
- save financial resources allocated to development and training activities
- enable to eliminate recruitment errors
- enable to start creating an image of an employer of choice
- create the firm's values system
- enable to create transparent principles of internal promotions

Creating the opportunity for development and bringing to the fore the potential of each employee is the necessary condition of proper functioning of an organization. Adjustment of employees' development to their needs and possibilities, as well as the needs of an organization enables proper adaptation to market environment and acquisition of competitive advantage. It is obvious that any firm's most precious resources are its employees, and for this reason as their value increases so does the value of the firm that employs them. The best tools for developing the employees' capacities are the career paths consisting of planning horizontal and vertical promotions depending on preferences and predispositions of individual employees, and on organization's development directions. Performance of these services depends on organization's other HRM systems, such as: structure, position valuation, assessment systems, competency models. This service plays always the role of "the final touch" in the HR systems.

The successful recruitment does not guarantee employee success in the newly appointed position. To make sure that the investment made into a new employer quickly pays back it is necessary for an organization to have appropriate introductory process. The key role in this process is played by managers whose function is to provide the new employee with information concerning the organization, its expectations of him/her, and his/her range of responsibilities. We develop managers capacities in this respect, we provide them with appropriate tools and we oversee the course of adaptation of new employees. Taking care of proper introduction of a person to organization, providing support in finding mentors, presentation of firm's values, allocation of a guiding person and familiarization with procedures results in measurable advantages for the employer.
Persons who participated in properly conducted organizational adaptation process are more speedily acquiring the effectiveness level assumed for a given position, are more motivated, achieve greater success in further professional development and are 60% less likely to change employment within the next twelve months.

Each firm which cares for improving working conditions faces many challenges concerning organization of training activities, such as: finding providers or relying on its own resources planning of training activities, not only the soft ones but also the whole training products, adjusting training activities to implementation models and development paths, detecting and evaluating weaknesses in firm's competencies and finding ongoing remedies, analysing training needs, investigating of post-training satisfaction levels, checking training effectiveness after completion of training activities with the view of investigating the value ratio of quality or skill changes amongst participants, and last but not least, post-training support through strengthening the acquired skills in the process of performing one's tasks. We do believe that the knowledge contained within the organization and the HR Department is a powerful springboard to development. External trainings, although necessary, do not need to be very frequent because much of knowledge can be acquired inside the organization. An unquestionable advantage of such an approach consists of minimising costs related to organization of training activities.

We create company newsletters as an effective communication tool which proves useful in various situations. They serve to inform employees about what is happening in the firm: on possible planned changes in its functioning (if so, then what kind), on achievements and awards for particular employees or the whole organization and on many other events important from the point of view of persons involved in firm's operation. The benefits resulting from newsletter as an instrument of communicating with employees amounts first of all to strengthening the sense of belonging to firm's community (the employees get the feeling that they are treated as equal partners). Access to a general communication tool decreases anxiety resulting from not knowing the firm's situation and the unpredictability of changes, and it facilitates faster acceptation to changes under implementation.

All-including organization of incentive trips and teambuilding

We support creating firm's image as the employer of choice consistent with its general strategy and its values. The strategy of creating the desirable image of an employer of choice consists of offering to its workforce and to the potential candidates for employment, of a unique, attractive, and above all, a credible value corresponding to their needs, preferences and expectations. This is of particular importance in the present employment market where the strong position of employees becomes a challenge, as it causes recruitment problems and brings about the generation of employees of different values and hierarchy of needs. We help implementing the recruitment marketing tools such as websites and recruitment materials, as well as promotional materials for fairs helping to show the firm as an attractive employer. Presentation of a package of advantages resulting from being employed in a given organization facilitates access to candidates with the highest competencies in the market, assists in attracting talents, while at the same time discourages improper or mediocre candidates, and it is reflected in increased employees retention ratios. It is also reflected in greater effectiveness of employees, their greater loyalty and commitment, in release of initiative and in generating pride from being part of an organization. Appropriate image of an employer is important not only for recruitment success and for diminishing rotation but it also conditions the way the company is perceived by its business environment such as clients, media and other opinion-forming groups, local communities or public opinion at large, which results in increased client satisfaction and improved financial results.

recruitment, motivation, management through objectives, motivation talk, dismissal conversation, competency models, evaluation interview

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Our team includes persons with mediator qualifications listed in the register of the Ministry of Labour and Social Policy. These competencies and associated knowledge are particularly useful in case of partners with trade associations and workers councils. The disputes which can occur in the recruitment process, personnel changes or mergers and takeovers may require the mediators' expertise. The ability of conflict resolution proves also helpful in situations when particular departments or sections have problems with communicating and mutual relations, or are too excessively compete with each other.

We support management activities directed at employees with the above-average development potentials for achieving success and performing managerial roles. We advise on how to identify, evaluate, develop talents and, foremost, how to exploit the predispositions to maximize firms' profits. We prepare the methods of perfecting and measuring competencies adjusted to employees' needs and long-term organizational objectives. We prepare schedules of training activities for persons preparing for assuming expert and managerial roles, and we provide indicators enabling monitoring the progress of the emerging talent and his/her effects upon the organization. We indicate how to prevent their leaving the organization through presenting them with new challenges, appreciating their achievements and creating the possibilities of realizing their aspirations. The answer to the question whether it is worth implementing within the firm the talent management system, is provided by the conclusions from research indicating that the effects of such activities can be measured by as much as eight-fold increase of employee's performance.

One of the roles performed by HR Department is providing support for knowledge sharing. This function enables protection of data, skills, contacts and of the whole non-material value of the firm. In a situation when the key employees leave, they usually take away their knowledge and their contacts. The purpose of this tool is to create such internal processes and hard tools which will ensure further organizational advancements by preservation and development of knowledge which the firm acquired through its employees.

Our surveys are designed to learn about the image of the organization from the employee's point of view and get to know his/her level of job satisfaction. Job satisfaction survey is a form of communication between the employee and his/her employer enabling understanding of employee's behaviour and assessing problem areas and needs requiring remedial actions. The collected data may amongst other concern the following areas: employees' satisfaction and loyalty levels, motivating factors, communication system, attitudes towards the firm, degree of understanding and acceptance of firm's mission, vision and its objectives. Satisfaction survey enables to interlink the aims and needs of an organization with the aims and needs of its employees. On the condition that it is supported by the real remedial activities, such survey implies greater employees' commitment to the process of change and organization's development, as well as to increased work effectiveness.

Personnel outsourcing
We conduct comprehensive documentation of personnel – employees personal records, registries and absence accounting, changes related to added social security (ZUS) registrations and deregistration, preparation and submission of monthly PFRON (National Disabled Persons Rehabilitation Fund) declarations and any other required personnel reports.

Remuneration outsourcing
We calculate workers' remunerations and we transfer due amounts to bank accounts, prepare pay lists, as well as documents required by US and ZUS, prepare annual tax declarations and issue employment and remuneration certificates.

The fundamental assumption behind coaching is that every employee has sufficient resources to realise his professional aims. The coacher's task is to help the employee in identifying aims, draft them following the SMART principles and ultimately facilitate their achievement. Focussing on the future and possible solutions (rather than referring to problems) and on employee's strengths is here of paramount importance, as well as airing his/her limiting beliefs and habits, and working towards changing them.
The benefits resulting from coaching consist of discovering abilities and potential, development of competencies required to taking up the professional challenges and shortening paths to achieving objectives, or otherwise accomplishing better results with greater effectiveness in shorter time. The effectiveness increases with greater employee's self-assurance and motivation.

Support in team building is the function which is to help managers, and not only them, in the process of organizing working groups, building relations within the group, identifying non-formal leaders, promoters of ideas and advisors, and which is to provide support in team selections. The function is useful in the situations when new teams are created or there was a transfer of an existing team, or else when a member of a team is promoted to become the boss of his colleagues. These are very difficult and touchy situations which can cause the dissolution of a team. Our activities aim at managing the potential risks.

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Another function provided by the professional HR Department is the Ongoing Manager Support. Our competent and skilful consultants open the possibility of consulting decisions to be made and taking into view wider context of planned activities. The support provided by HR Department facilitates also introduction of changes and personnel management, fills knowledge gaps in the Labour Code provisions, motivation methods and other aspects of management. It enables managers to have wider view of the situation in the ongoing management processes.

One of the last services provided by HR Department is the Firm's Competitions Implantation. So as to make competitions effective the level of employees' trust to their organization and vice versa should be at the very high level. The assumption behind the competitions is that the employees themselves have competencies, skills and knowledge which will contribute to resolving most of the difficult situations occurring in their organization or will generate such capacities through practice and experience. However, they can be of use only when an organization is ready to exploit them. This is a very good solution saving financial resources due to eliminating the needs for relying on external consultants who generate very high costs and without knowing the organization apply template solutions.

Imagine that your employee does not know what is the purpose of the position he/she is about to be appointed to, what tasks it involves, what is his/her scope of authority and responsibility, or what knowledge and skills he/she should have. What are the chances that the appointed employee effectively executes his work and generates profits for the organization? Position discription constitutes the point of departure and the basis for creating other organization management tools. Without it is impossible to recruit suitable employees, assess results, valuate work and design the organizational structures.

A good position valuation system should be related to the organization's strategy, culture and structure, and to the level of remunerations in the labour market. These factors enable precise determination of the type and value of work at different positions. It leads to establishment of positions hierarchy and to salaries in accordance with the real value of work in given position has for the firm. This supports other HRM processes, such as training activities, promotions, recruitment, and motivation systems in particular.

Consultant on site at the employers' premises provides ongoing advise on all the issues relating to the functioning of an organization. In a natural manner the consultant supports the employees at all ranks, continuously monitors the processes taking place in an enterprise, acquires knowledge on selected management aspects. In an easy and pleasant manner alleviates conflicts, develops skills, supports knowledge sharing and reacts to problems as they arise.

The Rapid Response Group is a service facilitating realization of tasks in crisis situations which can include such as: absence, evaluating conversations, conflicts, training and other HRM activities. Such need is usually generated in situations when new projects suddenly spring up, there occur a dynamic development or shrinking of an organization. The Rapid Response Group is composed of at least three consultants who know the specifics of our partner and can take over elements of the ongoing tasks thanks to good knowledge of partner's organization.