Put your employment structure in order before it starts blocking the company

If similar roles run on different rules in your organisation, and workforce decisions are made “historically" or ad hoc, this is no longer about individual contracts. It is a signal that the company needs a deliberately designed employment model: legally safe, operationally consistent and matched to its growth pace.

Book a call about your employment structure

In many companies the employment model was never designed. It simply grew with the organisation.

“The problem is rarely the contract mix itself. The problem is the lack of clear rules on when, for whom and why the company uses a given collaboration model."

At first this can be convenient. Over time it starts to cost: decision chaos grows, questions appear about consistency, fairness and the sense of the chosen solutions, and the management board and HR lose confidence that the current set-up really supports the business. An employment structure brings order to this area so the company can keep flexibility without losing control.

Mateusz Sawaryn

Managing Partner Counsel

Most common problems / challenges

The most common problems we solve

A historical mix of collaboration forms Some roles have been hired "forever", others "in a rush", and still others for momentary convenience. That arrangement is hard to defend commercially and even harder to manage.

View solution

We tidy up the current model and show where employment stopped being a conscious decision and became chance.

The service compares how the company actually operates with its current collaboration forms and flags the places that need ordering.

Business benefit: the company recovers decision logic and a reference point for further growth.

Risk of inaction: further workforce decisions will only copy the existing chaos.

Similar roles, different rules When people doing similar work operate under different rules, tensions appear, consistency is questioned and management becomes harder.

View solution

We define which criteria for choosing collaboration forms make sense for specific roles, responsibilities and work models.

We create rules that structure HR and manager decisions instead of leaving them to discretion.

Business benefit: greater predictability and fewer disputes around employment differences.

Risk of inaction: the company will waste time explaining exceptions that nobody understands any more.

Flexibility without clear rules The company wants to move fast, but does not want to pay for that with rising risk and increasingly difficult workforce decisions.

View solution

We design a model that reconciles business needs with labour-law requirements and management practice.

We do not propose the "safest theory" - only sensible rules for the specific organisation, its scale and pace of work.

Business benefit: greater flexibility without losing control of the consequences.

Risk of inaction: the organisation will operate either too rigidly or too riskily.

Workforce decisions depend on the manager Different departments and leaders decide by their own criteria. Without a shared standard, employment stops scaling.

View solution

We build decision frameworks that structure the choice of collaboration forms across the organisation.

The outcome is not only a risk list, but a decision model you can apply to later hires and changes.

Business benefit: less discretion, faster decisions and greater consistency across teams.

Risk of inaction: every new hire will increase inconsistency instead of ordering it.

Costs and risk exposure are rising What worked at a smaller scale starts generating unnecessary cost, tension and exposure to difficult workforce situations as the team grows.

View solution

We identify areas where the current employment model no longer supports the business.

We show where the company pays for historical decisions and what should change first.

Business benefit: better control of costs, risk and operational order.

Risk of inaction: the problem will grow with the company instead of disappearing.

Our solution

What exactly you get within the service

Employment structure is not analysis “for the sake of it". It is a project to order the collaboration and hiring model so it works in practice: for HR, managers and the management board.

Current-state diagnosis

review of current collaboration forms
analysis of roles, responsibilities and management approach
understanding the organisation’s real operating model

Starting point: a picture of how the company actually employs and works with people.

Assessment of collaboration-form fit

comparison of current arrangements with how work really happens
identification of misfit areas
catching exceptions, inconsistencies and decision gaps

A map of places where the current model does not support the business or increases risk.

Map of risks, costs and inconsistencies

flagging legal and managerial risk areas
identifying historical arrangements that generate cost
assessing the current model’s impact on operational order

A clear priority list: what needs ordering and why.

Design of the target employment model

recommendation of rules for choosing collaboration forms
fitting the model to company scale and growth pace
striking a balance between flexibility and safety

A recommended employment model matched to the organisation’s realities.

Implementation and documentation assumptions

translating findings into HR and management decisions
preparing basic documentation assumptions
setting the change direction and action sequence

Material for implementation – not only a diagnosis to leave on the shelf.

Who this service is for

Is this solution for you

This service works best where the company wants to order employment without stopping the business.

Head of People / HR Manager

when the organisation needs clear rules for choosing collaboration forms and must reduce the risk of poor workforce decisions.

Chief Operating Officer / COO

when the employment model starts affecting process predictability, costs and the ability to scale teams.

Management board member / CEO

when a decision is needed that puts the company in order before further growth, reorganisation or HR professionalisation.

Work stages

How the engagement looks

The process is simple, predictable and focused on a decision – not on stretching the analysis.

Assessment of the current situation

We learn about the team structure, the forms of engagement in use and management practices. We look beyond the documents to how the organisation works in practice.

Assessing fit and identifying risks

We identify where the current employment structure creates confusion, costs or excessive risk exposure.

Designing the target model

We prepare recommendations on choosing forms of engagement, the direction of change and the basic principles for organising the employment model.

Translating into implementation

We turn the findings into HR actions, management decisions and documentation principles.

Arrange a conversation about your employment structure.

Book a call about your employment structure

Contact us

See whether your employment model supports the company - or only "somehow works"

One conversation is enough to assess where you are losing predictability, consistency and control today.

Briefly describe how your mix of collaboration forms looks today, where doubts appear and what you want to put in order. We will come back with a sensible starting point.