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One hire fixes today.
This fixes the next fifty.

Three fixed-scope engagements for leaders who need a real workforce plan, a compensation structure that wins offers, or a hiring process that stops losing good people halfway through. Each has a clear start, a clear finish and a scope agreed in writing before we begin.

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The three practices
Fixed scopeLeadership team

A workforce plan should be more than a headcount spreadsheet.

Key deliverables

  • A clear picture of current capability, including the gaps nobody has written down
  • Scenario planning for the two or three futures you are most likely to face
  • A dated roadmap covering hiring, development, succession and role changes
Read about talent strategy and roadmapping
Practice 01

Talent Strategy and Roadmapping

A workforce plan should be more than a headcount spreadsheet. We start with who you have, what they can do and which roles the business truly depends on. Then we map that against where you want to be in two or three years and write a plan with names and dates on it: who to hire, who to develop, who could step up, and when.

What you get

  • A clear picture of current capability, including the gaps nobody has written down
  • Scenario planning for the two or three futures you are most likely to face
  • A dated roadmap covering hiring, development, succession and role changes
  • Working sessions with leadership so the plan is owned by them, not filed by us

What changes: Fewer emergency hires, and a leadership team that can explain every people decision it makes.

Practice 02

Market Intelligence and Compensation

Compensation decisions are better made with current evidence. We bring what we see in live searches across our sectors and regions, and turn it into salary bands, incentive structures and total-rewards models that win the people you want without unsettling the people you already have.

What you get

  • Benchmarks for your specific roles and regions, current to this quarter
  • Salary bands and incentive design you can defend to a board and to a candidate
  • Total-rewards models tied directly to the workforce plan
  • A retention-risk view of the people you can least afford to lose

What changes: Offers that get accepted, and far fewer surprises at review time.

Practice 03

Recruitment Process Review

When strong candidates step away between application and offer, the process is often the place to look. We walk your hiring workflow end to end, from how a requisition is approved to how a new starter's first day goes, and we find exactly where it is slow, where it is unclear and where it could be more welcoming to strong people.

What you get

  • A stage-by-stage map of your current process with every friction point marked
  • A redesigned workflow, with tooling recommendations only where they genuinely help
  • Interviewer and hiring-manager training in short, practical sessions
  • A rollout plan built to survive your next busy quarter

What changes: Shorter time-to-fill, better decisions, and candidates who speak well of you even when they do not get the job.

How an engagement runs

Four phases. We stay for the fourth.

Phase 01

We listen first

A few working sessions with leadership and the people who actually do the hiring. We want the real constraints, including the ones that aren't in the org chart.

Phase 02

We look at the evidence

Your workforce data, what the market is paying, how your process actually runs. We write down what we find, clearly and completely.

Phase 03

We design something usable

A roadmap, a compensation framework or a rebuilt hiring process, with owners, dates and a way to measure whether it's working.

Phase 04

We stay until it sticks

Training, a rollout plan and check-ins through the first busy quarter. A plan is only finished once it is working.

First step

Thirty minutes on the phone is enough to tell you which of these you need, if any.

A conversation about where you are, where you want to be, and how we can help.

info@pathlion.caWindsor · Oakville · North York · Edmonton
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