Fractional CHRO
A company of 80 people has the same HR problems as a company of 800 — org design, performance, attrition, compliance, difficult exits — but cannot justify a full-time CHRO salary. A fractional arrangement gives you the judgement at a fraction of the cost.
The problem
Below roughly 300 people, HR is usually one overloaded generalist reporting to a founder who has never built an HR function. The generalist is capable but junior, so nobody is doing manpower planning, nobody owns the compensation structure, the appraisal cycle slips every year, and statutory compliance is assumed rather than verified. The founder senses something is wrong but does not know what to ask for.
What this covers
- Organisation structure, role clarity and workforce planning against your annual plan
- Compensation architecture and benchmarking so internal parity survives scrutiny
- A performance management cycle that actually completes — goals, mid-year, appraisal, PIP
- Statutory compliance verified rather than assumed — PF, ESI, minimum wages, bonus
- Coaching and supervision for your existing internal HR person
- Leadership hiring for the roles you cannot afford to get wrong
- Board and investor reporting on people metrics
Why me for this
Held CHRO and Head-HR roles across manufacturing, solar EPC, cable and media, IT and ITeS, BPO, waste management and law firms. Reduced people-management cost by 10 to 30 percent through targeted HR interventions. Certified Six Sigma Green Belt.
Common questions
What is a fractional CHRO?
An experienced HR leader who takes on the chief HR officer's responsibilities part-time, across a small number of companies, on a retainer rather than a salary. You get senior judgement on org design, compensation, performance and compliance without carrying a full-time CXO cost.
How is this different from hiring an HR consultant for a project?
A project consultant delivers a defined output and leaves. A fractional CHRO carries ongoing accountability for the people function — attends leadership meetings, owns the annual cycle, and supervises your internal HR team. The relationship is continuous rather than transactional.
How many days a month does this take?
Typically two to four days a month for a company of 50 to 300 people, concentrated around the points in the cycle that matter — planning, appraisal, hiring decisions, and any live employee-relations matter. Work is structured around deliverables rather than hours of availability.
Do you work with companies outside Delhi NCR?
Yes. Most of the work is remote, with on-site visits where the engagement genuinely requires it — factory-floor issues, disciplinary proceedings, or leadership offsites. Engagements are run across India, and for companies operating in Dubai and Singapore.
Related
POSH Compliance & External Member
Internal Committee constitution, external member appointment, training and annual filings under the POSH Act, 2013.
HR Function Set Up From Scratch
The complete people infrastructure — policies, letters, onboarding, payroll structure and compliance — built once, properly.
Labour Law & Employee Relations
Disciplinary action, domestic enquiry, conciliation and Labour Court representation — done properly the first time.