Hourly HR advice, a project or ongoing support: which fits?

Hourly HR advice: help with a specific issue

Hourly advice can be a practical starting point when you have a particular question or people matter and someone inside the business can manage the next steps. You might need help preparing for a performance conversation, understanding an employment document or working out what information to gather before making a decision.

The first conversation should establish the issue, any deadline and the information needed to advise you. A short call does not always mean a short assignment: reviewing documents, speaking with relevant people and preparing follow-up material may also be needed.

Before work starts, clarify:

• The immediate task: What question or decision are you asking the adviser to help with?
• The likely work: Does the estimate include document review, preparation, meetings and follow-up?
• The spending checkpoint: When will you receive an update or approve further time?
• The handover: Who will speak with the employee, keep records and carry out the agreed actions?

For example, advice before a performance meeting may involve reviewing the concerns, helping the manager prepare and checking the proposed follow-up. The Fair Work Ombudsman’s managing underperformance guide recommends clear expectations, an opportunity for the employee to respond, appropriate support and follow-up. The process still needs to fit the particular circumstances.

Project support: a clear outcome and finish point

A project suits a defined piece of work that needs to be completed. Examples include reviewing employment contracts and role descriptions, creating an onboarding process or helping managers introduce a consistent performance-review approach.

A useful project brief describes what you will have at the end and how it will be put into use. “Update our policies” leaves room for different expectations. A clearer brief names the policies, the review process, who will approve them and whether manager briefings or employee communication are included.

1. Name the deliverables. List the documents, processes, workshops or recommendations included.
2. Agree the inputs. Identify the existing records and decisions the business needs to provide.
3. Plan implementation. Decide who will explain the changes, answer questions and make the process part of everyday work.
4. Set the boundaries. Confirm the fee, timing, review rounds and how additional work will be agreed.

If you are unsure where the gaps are, a scoped review can help establish priorities before a larger implementation project. CCG’s HR Health Check generally runs over 4–6 weeks, with the scope and fixed fee agreed first. It is one possible starting point; you may already know the specific work you need completed.

Our guide to contracts and role descriptions shows why document review and practical rollout should be considered together.

Ongoing outsourced HR: continuity and regular follow-through

Ongoing support is worth considering when people matters regularly return to the owner or managers, and the business needs someone to help keep the work moving. The need might include onboarding, manager advice, employment documents, planned reviews and preparation for growth.

The important question is what the provider will actually own. An arrangement that provides answers when you call has a different scope from one that also coordinates agreed HR processes, attends meetings and follows up with managers. Make those responsibilities visible in the proposal.

Ask how the relationship will operate:

• Who will be your usual contact, and who covers their absence?
• Which tasks will they carry out, and which stay with your managers?
• How will priorities, upcoming work and progress be reviewed?
• What availability and response arrangements are included?
• Are onsite meetings included or agreed separately?
• What are the term, review points, exclusions and fees for additional work?

Headcount provides context, but it is not enough on its own to select a service. A team with experienced managers and established processes may need a different level of help from a similarly sized business introducing its first consistent people practices.

Already have an HR person or team?

Start by identifying what that team needs help to deliver. CCG’s HR Team Extension adds capacity and advice alongside an existing internal HR professional or team. Agree the division of work, decision-making and communication so the additional support fits the arrangements already in place.

Compare the work, as well as the price

Two proposals can have different prices because they include different responsibilities. Compare the same tasks, delivery expectations and level of involvement before deciding which offers the better fit.

For a useful first discussion, bring a short brief:

• Your approximate employee numbers, locations and manager structure.
• The issue that prompted you to seek help and any important dates.
• The recurring HR tasks currently taking up the most time.
• The documents and processes you already have.
• What you want to keep internally and what you want help delivering.
• What a useful result would look like over the next few months.

You do not need to choose an ongoing arrangement before understanding the immediate work. An hourly engagement or project can stand alone. If your needs change later, review the scope and agree a suitable arrangement rather than assuming more work is automatically included.