An NGO sought support to enhance its Human Resource operations across functional development areas. The organization’s goal is to provide the underprivileged with opportunities to gain experience and grow in a fun and positive environment. Aimed at expanding their outreach, they noticed critical areas of development in their Human Resources department which required attention and a long-term plan.
Discovery
Absence of a defined organisation structure – Reporting lines were fluid, sub-departments were siloed, and domain alignments were weak, leading to inefficiency and duplication.
No manpower strategy – Growth was reactive, not strategic. There was no forward-looking plan to structure or optimise the expanding workforce.
Undefined roles and diffused accountability – Employees wore too many hats, with overlapping responsibilities and no clear ownership.
No role visibility at leadership level and no role clarity – There was no consolidated view of existing roles, making it difficult to assess redundancies, gaps, or hiring needs.
KRAs/KPIs lacked structure – Performance metrics were person-driven, qualitative, and often unmeasurable. This made it difficult to link performance to rewards or business outcomes.
Strategic Outcome
Mapped all business-critical and unique roles in the organisation.
Converted interviews into outcome-oriented Job descriptions anchored in deliverables.
Defined Responsibilities & mapped Accountabilities
Benchmarked roles against industry standards to enable competitive hiring and internal equity.
Designed measurable KRA/KPIs aligned to accountability
Created hiring profiles by identifying required technical competencies and experience
Aaryahi provided HR support across both operational and strategic areas, streamlined recruitment processes and operations enhancing role and responsibility clarity, designed and documented standardized transparent HR practices, defined clear and updated job descriptions for all departments and strengthened organizational compliance and governance frameworks.