engage in the real world.
From an 80-role organisational redesign delivered in a single week to a nine-role management team graded with intent, see how organisations globally put engage to work.
With plans to double headcount over three to four years, this East Africa-based climate finance institution needed an organisational structure and grading framework capable of supporting rapid growth. We designed a future-fit structure, aligned job titles, and evaluated roughly 80 positions in-country within a single week.
The Aurum Institute, a public-benefit medical research organisation operating across multiple countries, found its existing provider's methodology and tool overly complex and South Africa-centric. We demonstrated engage by grading a sample of roles side by side with their previous results, and the client adopted the methodology, with internal training and our validation of the first 15 roles.
As the group expanded, it needed to formalise organisational structures and establish a consistent, equitable approach to compensation. We graded every role using engage and developed market-related pay ranges, linking each role to a defined grade and a benchmarked pay range.
Established in 2005, this container solutions provider took a deliberate, forward-looking decision to put the right people structures in place before growth exposed the gaps. We evaluated and graded 9 management roles using engage, proof that rigorous grading delivers value at every scale, not just for large enterprises.
This East Africa-based development bank engaged engage to create a more effective organisational framework. We designed a more differentiated grading structure with clearer progression at lower levels, then aligned compensation to market, and the relationship later expanded into competency design.
Following a major restructuring, this Zimbabwe-based bank needed roughly 400 roles evaluated quickly without compromising governance. We delivered remotely in two weeks, secured board approval, trained committees in Harare, and supported a formal job evaluation policy.
This large financial services group across Kenya and Uganda engaged engage to strengthen grading, improve consistency, and align reward. Over a two-week in-country engagement we trained a local committee, graded around 200 roles, secured CEO sign-off, and supported a full implementation and communication campaign.
This Ghana-based state-owned entity needed a technically sound and highly inclusive evaluation across roughly 250 roles, including two employee unions. We ran a 20-member committee process over two to three weeks, consolidated outcomes into a formal job grid, and secured board approval.