We help companies align HR decisions, processes and responsibilities to support people and the organization. We connect recruitment, performance, career development, compensation, labor relations and organizational change into one practical HR framework.
HR issues often appear as a single issue: a position being filled, team tensions, poor feedback, unclear compensation, or the departure of a key person. But a useful next step needs to see the broader context.
Behind the visible situation may be unclear responsibilities, different management expectations, a mismatch between formal and real roles, missing rules, or an HR process that has developed gradually without a common logic. Personnel consulting helps to separate these layers, name them, and transform them into a feasible procedure.
experience, motivation, potential, needs and boundaries
cooperation, trust, conflicts and quality of communication
recruitment, onboarding, performance, development, compensation and departures
structure, culture, strategy, data and business impact
The service is suitable for organizations that want to address personnel issues systematically, but at the same time appropriately for their size, culture, and real possibilities.
When company growth brings the need for clearer roles, rules, decision-making and accountability for people.
When internal HR needs an independent expert mirror, structure, or help with a sensitive topic.
When it is necessary to create an adequate basis for recruitment, onboarding, evaluation and development without unnecessary administration.
When new direction, reorganization, or digitalization changes people's roles, collaboration, and expectations.
When decisions overlap, responsibility is lost and work tensions return in similar situations.
When growth, generational change or the departure of key people requires talent development and transfer of responsibility.
The goal is not to add another form or isolated HR measure. The collaboration is to create a framework that makes sense to management, HR, and the people affected by the decisions.
Distinguishing between an individual problem, an unclear role, a weak process, and a broader organizational cause.
Common criteria help make decisions more predictable in recruitment, performance, development, and compensation.
People have a better understanding of what is expected of them, where they can make decisions, and who they report to.
Rules, feedback, and decision-making can be set to be factual, explainable, and appropriate.
Personnel measures are based on strategy, team capacity, process reality, and the required business outcome.
Instead of a general recommendation, a ranking of priorities, responsibilities, and realistic steps emerges.
HR consulting can provide a decision-making basis, a process design, a working framework or a change plan. The exact scope is determined only after understanding the situation.
Summary of findings, main links, risks and recommended order of next steps.
Procedure, roles, decision criteria, evaluation steps and method of communication with candidates.
Clarification of expectations, competencies, decision-making powers and links between roles.
An appropriate model of goals, ongoing interviews, performance evaluations and development agreements.
Opportunities for professional growth, succession, internal movement and development of critical competencies.
Roles, communication, risks, impacts on people and steps needed in reorganization or transformation.
The scope of the steps will be adapted to the topic. A smaller assignment may end with a qualified recommendation, a broader collaboration may continue with a proposal and support for implementation.
We will obtain basic information free of charge, verify the suitability of the service, and agree on the necessary documents. There is no professional output from this conversation.
We will determine what should be clearer, decided, proposed or implemented at the end and who the topic concerns.
As needed, we work with documents, interviews, data, roles, processes, and the experience of people in the organization.
We separate symptoms from causes, compare options, and prepare a realistic course of action with impacts and risks.
We will explain the proposal, add context to the client, and verify that it is understandable, appropriate, and feasible.
According to the agreement, we will support communication, working meetings, pilot or implementation and help evaluate the first experiences.
HR consulting is not a one-size-fits-all package. It can focus on one specific process or connect multiple areas into a common HR framework.
It helps to create a shared picture of what works, where tensions arise, and which steps make the most sense.
Contains: background study, interviews, risk mapping, summary of findings and prioritization.
It sets the path from the need for a new role to a quality decision and fair communication with candidates.
Contains: role profile, selection criteria, interview script, assessment framework and decision-making process.
It specifies what each role should bring and how it connects to other parts of the organization.
Contains: expectations, competencies, powers, role interfaces and the design of a clear job description.
It links work goals with regular conversations about the quality of work and further development.
Contains: evaluation cycle, criteria, interviews, development agreements and materials for managers.
It creates growth opportunities that are understandable to people while supporting the future capacity of the company.
Contains: critical roles, career options, competency development, talent interviews, and succession framework.
It helps to name the reward logic so that it is explainable, appropriate and in line with the roles and opportunities of the company.
Contains:: principles, criteria, performance links, non-financial recognition and communication framework.
Brings an independent perspective to conflicts, performance issues, role changes or departures.
Contains: mapping the situation, options for action, risks, preparing interviews and recommending boundaries.
It connects the change in structure or system with what people need to know and be able to do.
Contains: impact map, role change, communication, stakeholder engagement and implementation steps.
Maximum 30 minutes. It is intended to provide basic information and does not produce a professional output.
A paid expert block may include background analysis, qualified recommendation, or an agreed partial output.
Monthly support is suitable when HR issues do not arise one-off, but the company needs a regular professional perspective, review, and consultation rhythm when implementing changes.
Meetings at agreed intervals help keep attention on the topic without unnecessary pressure.
In new situations, it is easier to distinguish what is a continuation of the chosen direction and what is a return to the old pattern.
To a certain extent, a question, experience, or basis for further reflection can be captured between meetings.
The development of the topic, decisions, and open questions remain understandable even during a longer process.
The library provides professional content according to access level. Subscription is content support, not individual personnel consulting or work on a specific client assignment.;
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Boundaries help distinguish a professional educational format from the promise that one event will automatically resolve a complex organizational or personal issue.
It can improve orientation, support and learning; leadership, role and work environment also influence the outcome.
Labor law, safety and regulatory areas are ensured by the relevant owners and qualified persons.
HR, managers, and guarantors provide context, background, and knowledge of real work.
Pepax will propose the path and evaluation; the employer is responsible for performance and work decisions.
Pepax connects the HR perspective with business analysis, process thinking, communication, understanding of human dynamics, and experience with organizational change.
This means that the personnel issue is not considered in isolation. The decision can take into account the person's role, team functioning, work processes, culture, available data, strategic direction, and practical implications for the organization.
The company's professional background is based on many years of interdisciplinary practice and is reflected in the way we work, the quality of our outputs, and the ability to explain a complex situation in understandable language.
Objectives, content, forms of learning, practice and reflection.
Roles, processes, systems, data and work situations.
Responsibilities, competencies, milestones and further development.
Questions, transfer of experience, feedback and independence.
Materials and paths embedded in a maintainable system.
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
Depending on the assignment, it may include personnel situation analysis, recruitment and selection, roles and competencies, performance evaluation, career paths, compensation, challenging personnel situations or the personnel part of organizational change. The exact modules will be agreed upon according to the goal and scope.
Yes. The service can help create an adequate foundation for HR processes and decision-making. However, it does not replace day-to-day personnel administration, payroll processing, or internal management responsibility for people.
The free interview lasts a maximum of 30 minutes and serves to obtain basic information and verify the suitability of cooperation. It does not result in an analysis, recommendation, document assessment, or other professional output.
One limited question can be processed in a short professional block. The design of an HR process, organizational topic or support for change can take place in several stages. The time frame is confirmed after the goal, supporting documents and desired output are specified.
The output can be a map of the situation and priorities, a process design, a competency framework, an evaluation system, a career path, a recommendation on the personnel situation, a change plan, or other agreed working document.
Especially when a company is implementing a new HR framework, addressing multiple related topics, or needs regular professional reviews. The scope of support has an agreed capacity, people, response time, and method of drawing; it is not unlimited availability.
The smallest professional block that already produces an agreed work or output. A broader program will be priced according to its scope.
Monthly support helps to use and improve the program. L2/L3 provide materials for independent work, not individual implementation.
The initial interview lasts no more than 30 minutes, is free of charge and serves to obtain basic information. It does not produce a professional output. After the interview, it will be possible to determine whether a smaller professional block, a comprehensive service or regular support makes sense.
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