HR & Workforce Solutions

In practice, around thirty to fifty employees. Below that, founders can hold decisions in their heads. Above it, inconsistency in pay and promotion becomes visible to staff, and statutory obligations under PF, ESI and POSH stop being optional.

Employment contracts, appointment letters, statutory registers, PF and ESI filings, professional tax, leave and attendance records, POSH Internal Committee status, policy documentation and exit records. You get a written report with each gap rated by statutory risk and a dated fix list.

Two to four weeks. We take employee master data, salary structures, YTD figures and open balances, configure your leave and reimbursement rules, then run one parallel cycle alongside your existing process and reconcile the variance before cutover. Mid-year transitions need YTD tax data or Form 16 issue breaks.

Provident fund and ESI including monthly ECR and returns, professional tax by state, TDS deposit with quarterly 24Q returns and Form 16, gratuity computation, bonus under the Payment of Bonus Act, and the wage, attendance and leave registers required under Shops and Establishments and applicable state rules.

Because early exits are expensive and almost entirely avoidable. A joiner who spends week one without equipment, clarity or a named point of contact starts revisiting the offer they turned down. Onboarding is also the cheapest retention intervention available — it costs coordination time, not budget.

More honestly when an external party administers it and responses cannot be traced to an individual. We report at team level with a minimum group size of five, so no single person's answer is identifiable, and we do not hand over raw response data.

Training is an intervention; organisational development is the diagnosis that decides which intervention is needed. Most training budgets are spent on programmes chosen because they were available, not because a capability gap was measured. The framework and assessment come first for that reason.

It becomes worth the effort somewhere above fifty to seventy-five employees, or sooner if you have multiple grades in the same function and promotion decisions are being argued rather than evidenced. Below that, a simple set of role expectations usually does the job.