01
Make the current work visible
We look at services, workflows, decisions, systems, suppliers and the work that sits between them. This helps leaders see why the team feels busy and where pressure is being created.
HR operating model design
Build an HR function that can scale
As an organisation grows, HR work spreads across systems, managers, suppliers and local teams. Copieux helps you make ownership, decisions and ways of working clear enough for the function to grow without asking your current team to carry everything through effort alone.
Start with the situation
Who this is for
This is for CHROs, Chief People Officers, HR Directors and Heads of People in organisations of roughly 100 to 1,000 employees. It is for leaders who need a clearer way to run the function while protecting capacity, service and control.
You may be dealing with competing priorities, unclear service boundaries, duplicated work, inconsistent local processes or a board asking what needs to happen next. We start with the work that is creating the most pressure and connect the operating view to your current systems, data and team.
A clear answer
When does an HR function need operating model design?
It is useful when growth has made roles, services, decisions or handoffs unclear. A practical review shows how work is delivered today, what the function should own, where technology can help, and which changes will create more control without creating unnecessary disruption.
How we help
Make the next decision easier.
02
Clarify ownership
We separate executive sponsorship, process ownership, system administration and day-to-day delivery. Clearer boundaries make it easier to act and easier to know when escalation is needed.
03
Set priorities the team can absorb
We connect improvement work to business context, dependencies and capacity. The plan makes clear what should happen first, what can wait and what should be left alone.
04
Create a useful handover
We define measures, review points and owners so the operating model is something the team can keep using. The work should make the next decision easier, not create another document to maintain.
What the engagement produces
You receive a practical operating view, ownership and decision recommendations, a sequenced plan and a clear explanation that can be used with the board and the wider team.
What it does not require
It does not require a large reorganisation, a new HR system, or a finished future-state design before the first improvement.
Next step
Bring us the situation as it is.
We will help you work out what to fix, what to leave alone and which conversation should happen next.
Talk through your situation