Client notes

What clients noticed after the briefing

These are not scores. They are remarks people allowed us to publish after a study, with the unit details softened where a board pack is still private.

A professional woman speaking in a meeting

They caught that our headcount file still listed a warehouse team we had outsourced the previous March. The finance pack had been adding those people into the labour ratio for two quarters.
Lika G., financial controller, Tbilisi distribution group — Workforce Picture Study

The leaver charts finally separated the Batumi store from the Tbilisi shops. We had been telling the owner that ‘retail turnover is high’ when one site was carrying almost all of it.
Sopho M., HR manager, coastal retailer — Turnover and Retention Review

The charts were clear. I still wish we had spent one extra week cleaning grade codes before the briefing; a few slides had to be caveated live, which made the HR director restless.
Mamuka T., people operations, regional retailer — Pay and Grade Comparison

Marking Orthodox Christmas on the absence page stopped a useless argument with operations about January. We had been treating the holiday pile as a sickness problem.
Irakli N., plant HR, Kvemo Kartli — Absence and Hours Pattern Study

The two hiring paths were enough. A third ‘stretch’ path would have been fiction; Tamar refused to draw it, which annoyed the commercial director and helped the rest of us.
Ana K., finance partner, professional-services firm — Annual Workforce Plan Briefing

Two longer accounts

The Friday file that never matched Monday’s payroll

Workforce Picture Study · mid-size Tbilisi services company · 190 people on the books

The HR partner sent a headcount sheet she updated every Friday. Payroll’s monthly file was the one finance used for the labour bill. Twelve people existed in one and not the other: unpaid leave still flagged as active, two contractors with employee IDs, and a unit that had been renamed in payroll only.

The briefing did not try to pick a winner. Nino put both counts on one page and asked which figure the general manager wanted to defend in April. They chose payroll as the spine, with a footnote for the unpaid-leave group. The following month HR stopped maintaining a second “live” list.

The work took four weeks because the rename mapping arrived late. That delay was ours to wait through; drawing the old names would have been faster and wrong.

Reason code ‘personal’ and a warehouse night shift

Turnover and Retention Review · logistics operator · exits over 18 months

Almost two-thirds of recorded exits sat in a single reason. Interviews existed, but in a shared drive as scanned forms. We did not code them. Instead the charts showed tenure: most of those “personal” exits from the night shift left before six months.

The operations director had been asking HR for a culture programme. After the session he asked for a roster review and a quieter look at the first-month supervisor. That was not a finding we wrote as a recommendation; it was the conversation the tenure chart made possible.

We noted in the pack that until the reason list is rebuilt, next year’s review will look similar. They booked a second sitting only to agree the new codes — a short paid add-on, not another full study.

Names above are given as clients allowed. If you want a conversation with a reference in a similar sector, ask when you write; we will not share a pack from another organisation.