These are the areas where our track record is deepest and where clients come to us most often. Each is led personally by a senior practitioner and delivered through the same five-stage method, so you know what you will have at the end before the work begins.
01
Market entry & employer readiness
Companies arrive in Uzbekistan with capital, a business plan and a registered entity — and no employment infrastructure. First hires are usually made before contracts, policies and registrations exist, and the gaps surface at inspection, in a dismissal dispute or in investor due diligence. We put the employment side in place first.
What we do
Choice of employment model: entity, branch, representative office or employer of record
Fully loaded cost-to-employ model and sector pay benchmarks
Contracts, hiring orders, internal labour rules and ENST registration from the first hire
Work authorisation for foreign staff, including exemptions such as IT Park
Localisation of group HR policy to the Labour Code
Recruitment, onboarding and probation framework
Handover to a named internal owner, with an HR calendar and reporting pack
Track record
Our team has built an HR function from zero for a greenfield industrial project: workforce planning, HR policies, bilingual job descriptions, a KPI framework and recruitment campaigns of 500+ hires.
Selection, promotion and succession decisions carry more weight than almost any other people decision. We design and run assessment and development centres that give leadership evidence rather than impressions — and give each participant a clear picture of where to develop.
What we do
Competency models and success profiles by role level
Group business games, case studies and role-plays built around your business
Structured competency-based interviews
Behaviourally anchored rating scales and calibrated scoring
360° feedback and leadership assessment from team lead to C-level
Individual reports, feedback sessions and development plans
How we run it
In person, in Russian or Uzbek. Up to six participants a day, two assessors at a ratio of 1:3, and a combination of a group business game, a case study and a feedback role-play. The lead assessor is SHL-certified in competency-based interviewing and an Associate Member of the CIPD.
A performance system works when managers can run it and employees believe it. We design the cycle, the objectives and the conversations — and train the managers who will hold them.
What we do
Annual performance cycle aligned to the business and the group calendar
KPI frameworks and the cascade of objectives from company to individual
Rating scales, calibration and the link to pay and development
Mid-year and year-end review tools
Manager training in goal-setting, constructive feedback and review conversations
Development objectives and individual development plans
Track record
Ayjamal Ukubaeva led performance management initiatives across ACWA Power’s major energy projects in Uzbekistan, including Sirdarya CCGT, Sazagan Solar, BESS and Riverside.
Pay decisions are the least reversible decisions in HR. We grade roles on a defensible method, benchmark pay against the local market and build the bands and benefits that hold up when people compare.
What we do
Job descriptions and job evaluation
Grading structure mapped to group levels
Local salary benchmarking by sector
Salary bands, pay progression and benefits framework
Bonus, commission and incentive plan design
Cost modelling of the move to the new structure
Track record
Ayjamal Ukubaeva implemented the job grading system at UzOman and developed compensation and benefits practices at SOS Children’s Villages Uzbekistan.
Knowing who is ready, who has potential and who is at risk lets leadership plan instead of react. We set up talent reviews that become a regular management habit rather than an annual exercise.
What we do
Talent review process and 9-Box calibration
Succession plans for critical roles
Assessment of potential and readiness
Individual development plans and learning pathways
Engagement and eNPS surveys with action plans
Retention risk analysis for key people
Track record
Ayjamal Ukubaeva implemented the talent management system at UzOman and uses 360° evaluation, 9-Box talent reviews and succession planning as standard tools.
Since 1 January 2026, violations recorded through ENST can be processed without the employer present. An HR audit shows exactly where practice departs from the Labour Code and group standards, what each gap could cost and what it takes to close it.
What we do
Review of HR documentation, contracts and orders
Working time, overtime, shifts and leave practice
Expatriate work authorisation and registration
Contractor arrangements that are employment in substance
Compliance gap analysis and risk map
Corrective action plan and implementation support
What we find most often
People working without contracts, group policy imported unchanged, contractors who are employees in substance, and expatriate contracts signed before the work confirmation was issued. Each is straightforward to fix when it is found early.
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