PRIMEHR · CHARTERED HR FOR UK SMES · REMOTE & UK-WIDE info@primehr.uk

Case Studies

The work, the numbers, and what it took.

01

Engineering · 35 employees

From 40 hours a week of admin to a working HR function.

Situation

Director and admin spending over 40 hours per week on HR admin. Paper records with significant GDPR exposure. Seven of ten policies out of date. No reviews completed in three years.

What we did

  • ·Digitised all records into a modern HRIS
  • ·Automated leave and absence workflows
  • ·Updated and re-issued every policy
  • ·Established monthly all-hands and structured review cycle
  • ·Built a manager toolkit and ran practical training

Results

62%
HR admin reduction
20 hrs
Recovered per week
7/10 → 10/10
Policies up to date
02

E-commerce retailer · 65 employees

Bringing HR in-house. Removing £13k a month of consultancy.

Situation

Spending £13,000 per month on external consultancy with no internal capability. Early attrition at 20%. Recruitment 80% agency-dependent.

What we did

  • ·Brought HR fully in-house
  • ·Redesigned recruitment and onboarding end to end
  • ·Built a career progression framework
  • ·Ran a full salary benchmarking exercise
  • ·Automated repeatable processes

Results

20% → 5%
Early attrition
£13k/mo
Consultancy removed
~£9k
Cost-per-hire reduction
03

Technology · 160 employees

From strike to +34 eNPS in 100 days.

Situation

Part of the company went on strike due to poor HR processes and no dedicated HR expertise. Trust in leadership was collapsing.

What we did

  • ·Stood up an employee voice forum
  • ·Redesigned the org structure
  • ·Weekly manager coaching cycles
  • ·Consistent policies across all teams
  • ·New recruitment process and route-to-competency framework

Results

-8 → +34
eNPS in 100 days
-22%
Absence
100%
Employees with regular reviews and career conversations
04

Cautionary tale · SaaS · 60 employees

What happens when you cut HR after a transformation.

Situation

Successful transformation completed. Leadership then removed the HR function as unnecessary overhead.

What went wrong

  • Manual workarounds quietly returned
  • Compliance gaps re-opened
  • A tribunal claim followed
  • Key staff left within months

The lesson

“A well-run HR function is invisible. That is its purpose. But invisible does not mean unnecessary. The transformation is not the hard part. Maintaining it is.”

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