Aleksandra Pismennaya
Services

Case studies

What changed in companies after my work

Five projects where I was responsible for HR end to end: manufacturing, retail, distribution, call center. Each follows one pattern: the business problem, its organizational cause, what we changed and the result in numbers. Company names are not disclosed.

  • Manufacturing
  • Retail
  • FMCG distribution
  • Automotive
  • Call centers
  • Holdings
  • IT
  • Cosmetics

Project results

HR must be able to show results in numbers

  • −30%

    payroll after changing the performance management model and KPI system

  • −27%

    turnover through changes in onboarding, management and employee development

  • −20%

    headcount after a function and org structure analysis, with no loss of process quality

  • −25%

    cost per hire after rebuilding the recruitment model

  • 2000+

    employees covered by training and development systems

  • Manufacturing

    Aluminum plant exporting to 22 countries

    1,400+ employees on site, HR team of 11

    2%

    staff turnover

    Problem
    Production was growing, exports to 22 countries required international certification, and engineers and technical specialists were scarce on the market.
    Cause
    Headcount and the payroll budget weren't modeled for growth, assessment, competency and training systems couldn't keep up with the scale, and HR processes and policies had to be aligned with international standards.
    What we changed
    Built headcount and payroll budget models, an assessment, competency, training and mentoring system with reskilling plans through 2029, 180 job descriptions, policies and procedures; prepared HR processes for IATF 16949, ISO 14001, 45001, 50001 and ESG audits.
    Result
    • Hired 352 people, including engineers and technical specialists
    • Trained more than 2,000 employees
    • Kept staff turnover at 2%
    • The company passed international audits and certification
  • Retail chain

    Chain of 38 branches: payroll and management system

    HR team of 9, reporting to the founder

    −30%

    payroll with operational efficiency preserved

    Problem
    Payroll was growing faster than the chain's efficiency.
    Cause
    The pay system wasn't tied to results, and the structure and roles needed revision.
    What we changed
    Org structure, KPI model, pay system and management processes; HR processes moved to Bitrix24 and 1C, regular HR analytics introduced.
    Result
    • Payroll down 30% with operational efficiency preserved
    • Turnover down 20%
    • Hired more than 300 people, from sales staff to top managers
  • Retail chain

    From onboarding to performance management

    38+ stores, office and warehouse, frontline and office staff

    −21%

    new-hire turnover

    Problem
    High new-hire turnover and a shortage of frontline staff made it hard to open new stores without losing service quality.
    Cause
    Onboarding and training weren't in place, appraisals were a formality, pay was tied to attendance rather than results, and there were no common service standards.
    What we changed
    Systematic onboarding with checklists and checkpoints, appraisal of office staff after 3 months, a grade system for cashiers and baristas, end-to-end KPIs, a training system and an online "Academy", regular HR analytics.
    Result
    • New-hire turnover down 21%
    • Frontline staffing fully restored after relaunching incentives and KPIs
    • Shift from pay for attendance to pay for results — payroll became manageable
  • Distribution

    Distributor of international FMCG brands

    800 employees, 11 branches

    110–140%

    sales plan achievement

    Problem
    Branches were missing sales plans: not enough people, high turnover, slow and expensive hiring.
    Cause
    The recruitment model couldn't handle the flow of vacancies, and onboarding, management and development weren't retaining people.
    What we changed
    Rebuilt the recruitment model and the onboarding, management and employee development system.
    Result
    • Sales plan achievement of 110–140%
    • Turnover down 27%, cost per hire down 25%
    • Filled more than 200 positions in a year, including top and middle management
    • The company became best in class in the manufacturer's assessment
  • Call center

    Contact center in Moscow and Tashkent

    1,000+ employees, branches built from scratch

    2 days

    time to fill a position

    Problem
    Branches were launched from scratch: people had to be hired quickly while keeping service quality and not inflating headcount.
    Cause
    Functions and headcount weren't calculated against real workload, pay wasn't tied to results, and operators weren't trained systematically.
    What we changed
    Introduced KPIs, analyzed functions and org structure, set up mass hiring and operator training.
    Result
    • The operator hiring plan was met at 110% every month
    • Headcount down 20% with no loss of quality
    • Customer complaints down 25%
    • Turnover down 20%, lateness down 40%
    • A position is filled in 2 days

A similar task? Let's discuss

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@Alex_Pismennaya+998 99 280 42 41