A GTA-based HR consultancy working virtually across Canada, built around three principles and an explicit promise to fit the budget rather than the other way round.
Scaling the Service to the Client
P3 Consulting & Coaching partners with small and medium-sized companies, offering HR solutions matched to a business’s size, stage of growth and budget.
That last element is the one small employers notice. HR consulting is frequently priced and structured for organisations with an existing HR function, which leaves the businesses with the greatest need, those with nobody doing HR at all, unable to buy it. A practice that explicitly scales its engagement to the budget is addressing a real access problem rather than a preference.
The firm is based in the Greater Toronto Area and delivers onsite HR support locally and virtual HR consulting across Canada, which removes geography as a constraint for businesses outside major centres where local HR expertise is thin on the ground.
The Three Ps
The practice organises its work around three principles that give the firm its name.
People covers ensuring a business has the right talent to lift productivity, strengthen culture and meet its objectives. Purpose covers employer brand and the development of an employee value proposition, on the reasoning that communicating purpose and values is essential to attracting strong candidates. Partnership covers working alongside an existing team on specific initiatives.
The middle one is the most underrated by small employers. A business competing for staff against larger organisations cannot usually win on salary, and what it has instead is a clearer sense of what working there is actually like. Most owners have never articulated that, which means candidates are left to guess, and the businesses that do articulate it recruit more easily without paying more.
The partnership work spans HR technology implementations, employee onboarding, engagement and retention, performance and talent management, diversity and inclusion, social media, training, and HR strategy and planning.
A Senior Practitioner Rather Than a Firm
The practice is led by its principal consultant, an HR leader with eighteen years of experience whose background covers talent acquisition, talent and performance management, employee development, total rewards and legal compliance.
Her published description includes a line worth noting: that she can pivot between strategic and operational as needed. For a small business, that flexibility is the whole proposition. A consultant who only operates strategically produces a plan nobody has time to implement; one who only operates tactically fixes today’s problem without addressing why it recurred.
That range is also what a small employer is actually buying. The businesses in this bracket do not need an HR department. They need access to someone senior enough to answer a hard question correctly, available often enough to be useful, at a cost that does not require board approval.
What Owners Should Consider
For any business weighing external HR support, the useful first step is identifying which of three problems it actually has. Missing documentation, meaning contracts, policies and records that would not withstand scrutiny. Missing process, meaning hiring, onboarding and performance management that happen differently every time. Or missing judgement, meaning nobody to ask when something difficult arises.
They call for different engagements. Documentation is a project with an end. Process is a build. Judgement is ongoing access. Knowing which one is the priority makes the conversation with any consultant considerably shorter and the quote more accurate.
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Disclaimer: This article is based on publicly available information intended only for informational purposes. CanadianSME Small Business Magazine does not endorse or guarantee any products or services mentioned. Readers are advised to conduct their research and due diligence before making business decisions.
