Aleksandra Pismennaya
Services
HR Director for Business Transformation · Tashkent

I show where a business loses money through its people and organization

And I rebuild the system so that structure, payroll, roles, KPIs and the HR function work for business results. I help owners and CEOs restructure the organization for the company's next stage.

Discuss your business taskAll services
  • 16 years in HR
  • Transformation projects
  • Manufacturing
  • Retail
  • Holding structures
Aleksandra Pismennaya — HR Director for Business Transformation and Organizational Development, Tashkent
16 yearsin HR, five of them as HR Director

  • 16 years

    in HR, five of them as HR Director in companies of up to 3,000 people

  • $300–500k

    a year — economic impact of my workforce and payroll optimization projects

  • 300+

    managers and key specialists found over years of executive search

  • 2000+

    employees trained in a project at a large manufacturing plant

When a business needs me

The company has grown, but the management system stayed the same

In these situations I don't start with HR tools. I start with a diagnosis of the business.

I look at how the company makes money, how management is set up, where money, speed and accountability are lost. Only then do I decide what to change in the structure, the people and the HR system.

  1. 01The company has grown, but the management system stayed the same
  2. 02Payroll grows faster than productivity
  3. 03It's unclear how many people the business actually needs
  4. 04Departments' functions overlap, accountability is blurred
  5. 05Managers are buried in operations, decisions go up to the CEO or owner
  6. 06KPIs exist but barely affect business results
  7. 07Strong employees get promoted, but don't always become strong managers
  8. 08No clear talent pool or successors for key positions
  9. 09HR runs processes, but the business doesn't see its impact on financial results

Services

Organized around business tasks, not HR functions

The HR audit is the entry product: it shows where the organization loses money. Then comes transformation: structure, payroll, KPIs, managers, succession and an HR function built for the company's next stage.

01Entry productHR Audit for BusinessesNot an audit for the sake of a report, but a diagnosis of where the organization loses efficiency through people and the management system.
12 areas of diagnosticsMap of organizational problems and risksHR transformation roadmapMore about the audit
  • Org structure
  • Payroll
  • Productivity
  • KPIs
  • Managers
  • Succession
  • HR function
All services

The main value of an HR audit

It doesn't answer "what's wrong with HR?" It answers the owner's three questions

My task is to show the owner and management the real picture, identify where the business loses money and efficiency through people and the management system, and propose a concrete plan of changes.

  1. 01Where do we lose money and efficiency through people and organization?
  2. 02What needs to change?
  3. 03How to do it in stages, and what result should the business get?

Case studies

What changed in companies after my work

Projects where I was responsible for HR end to end. Each case follows one pattern: the business problem, its organizational cause, what we changed and the result in numbers. Company names are not disclosed.

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
All case studies

Industries I have worked in

ManufacturingRetailFMCG distributionAutomotiveCall centersHoldingsITCosmetics

How I work

From understanding the business to results in numbers

Start with an intro call
  1. Step 1

    I understand the business

    How the company makes money, where it's growing, where the constraints are and which metrics need to change. The first conversation is 30–40 minutes, free.

  2. Step 2

    I find the organizational gap

    Structure, people, payroll, accountability, competencies, processes, management. I look at the numbers and talk to key people.

  3. Step 3

    I design the target model

    What the organization and the HR system should look like for the business's tasks.

  4. Step 4

    I calculate the economics

    What the change will give the business and what it will cost. Decisions are made on numbers, not on feelings.

  5. Step 5

    I implement

    I don't leave the company with a 70-slide presentation. I help turn decisions into real processes, roles, documents and management practices.

  6. Step 6

    I measure the result

    Payroll, productivity, turnover, cost per hire, time to fill, manager effectiveness and the project's other metrics.

Aleksandra Pismennaya — HR Director for Business Transformation and Organizational Development
Aleksandra PismennayaHR Director for Business Transformation and Organizational Development

About me

HR Director transforming businesses through people and organization

16 years in HR. I work at the intersection of organizational design, workforce economics and performance management.

I have worked in HR and people management for 16 years, five of them as HR Director in companies of up to 3,000 people. Today my specialization sits at the intersection of HR, organizational design and workforce economics.

  • Two university degrees, one of them in psychology
  • More than 25 training programs, all Mike Pritula modules (2024)
  • SHL certificate: talent assessment and management
  • International certificates in HR marketing and HR analytics
  • Labor law, personnel records, 1C:ZUP
  • Experience with international audits: IATF, ISO, ESG
More about me

FAQ

Common questions

At what company size does an HR audit make sense?

Companies of several hundred people that have grown fast or are restructuring benefit the most. An audit is also useful for a smaller business: it's easier to bring order now than to untangle the consequences later.

How is HR transformation different from regular HR services?

Regular HR services improve a single process: hiring, training, documents. Transformation starts with the business: how the company makes money, where it loses money and control. Then the structure, payroll, KPIs, managers and the HR function itself are rebuilt around that.

Can I bring in an HR Director part-time?

Yes. The fractional HRD format suits companies that need HR Director-level decisions but can't yet justify a full-time position. It's part of the HR Function Transformation area.

Do you do recruitment, personnel administration and employer branding?

Yes, but as parts of the HR function, not as separate products. Executive search, onboarding, personnel processes, 1C:ZUP and employer brand are set up within the HR Function Transformation area — that way they work for business results.

All questions

Let's discuss your task

Leave your contact details and I will get in touch within a day. I'll ask a couple of questions about the company and tell you where I would start. The first conversation is free of obligation.

@Alex_Pismennaya+998 99 280 42 41