A company of 40 or 60 people often needs the judgment of an HR director, but can't always justify the role full time. Fractional HR leadership closes that gap.
How it works
A senior professional works with the company for an agreed number of days per week or month, or for a project with defined goals. She takes part in key decisions, puts processes in order and supports managers, just as an in-house director would.
The difference is time and cost: the company pays for the time it needs, not for a fixed position.
When it makes sense
- The company grew fast and its people practices fell behind.
- There is no HR team, or there is one very operational person who needs guidance.
- A big change is coming, such as a restructuring, a merger or an expansion.
- The HR director left and the role needs covering during the search.
- A local subsidiary needs senior judgment without adding headcount to the regional structure.
What to expect
In the first months, the work usually focuses on an assessment, fixing what's urgent (contracts, policies, open conflicts) and building a plan. After that, the focus moves to developing managers, culture and getting ready to grow.
A good agreement sets out the goals, the time commitment, how you'll communicate and how results will be measured.
When it doesn't make sense
If the company needs someone every day for operational work, such as payroll or personnel administration, an in-house role is usually the better choice. The fractional model works best for decisions, structure and leadership.
In short
It's a way to bring in senior experience when the company needs it, at a proportional cost, with the flexibility to adjust as the business changes.