cASE STUDY 07:

The time we found the right people in record time.

Global Retail Organisation

the challenge:

How do you run a fair selection process in a restructure?

In 2025, this large retail organisation was undergoing a significant transformation that impacted more than 150 jobs across multiple central business functions. New roles were being created, and it was critical to find the right people to fill them.

The stakes were high. The process needed to be rigorous and fair, while also being delivered under intense time pressure. With only two months to design and implement, the business needed an approach that balanced validity, fairness, and speed.

THE APPROACH:

Rigorous, people-centred, and pacey selection.

We took three steps:

Leader consultation
We spoke to leaders hiring for each role to understand the requirements of each role.
Assessment architecture design
We created a comprehensive framework for 59 roles, specifying the selection methods used and how the process would run in practice.
Rapid selection design
In just two months, we produced 121 assessment materials for the 59 roles, ready for use by the internal assessment team and hiring managers. These methods included semi-structured interviews, psychometrics, presentations, simulation exercise

The approach was designed not only for rigour but also to protect the employee experience and minimise disruption to the business.

External research.

A review of eight competitors, the behaviours required for success in the future of retail, and a generational workforce needs review.

Internal sessions.

We conducted 49 ‘Walkaround Sessions’ with over 200 people across the organisation. We used these sessions to gather feedback, add detail, and iterate the content of the Culture Blueprint.

"A great support. Collaborated seamlessly with our team and the contributions were instrumental in delivering high quality results in a tight deadline."

People Data & Analytics Lead

The results:

We maximised predictive validity whilst minimising negative impact.

The process delivered on three fronts:

Right people in the right roles
We used assessment methods with high validity to ensure confident and fair hiring decisions.
Positive employee experience
The process was as quick and unobtrusive as possible, despite the scale and pressure.
Minimal business disruption
Fast, consistent selection decisions enabled the organisation to continue its transformation at pace.