By 
- Define the HR advice and documents you deliver.
- Keep recruitment and labour supply out of an unapproved scope.
- Agree responsibility for decisions and personal information.
What problem does the client hire you to solve?
An HR consultant might help a company plan roles, improve onboarding or organise performance reviews. Those services should be described as deliverables. A customer buying an employee handbook review is purchasing different work from a customer asking you to find and place candidates.
Make a list of your planned packages and any implementation support. Explain whether you only advise managers or also run a continuing process on their behalf. Use that description when checking the relevant activity.
Where does consultancy end?
Recruitment mediation and temporary employment have their own licensing routes within MOHRE’s agency services. A people advisory business should not assume that its commercial licence permits candidate placement or labour supply.
Similarly, a customer asking for legal advice on a dispute may need an appropriately qualified legal professional. Be clear about when your service provides practical process support and when the matter requires another specialist.
Set responsibilities in the engagement
Keep the client’s decision-making role visible. If you recommend a new review process, who approves it and communicates it to employees? If you prepare a handbook draft, who obtains the necessary legal review before adoption?
- Identify the named client contact and approval stages.
- Define the documents and workshops included.
- Agree access to staff information and working files.
- Set out what happens at the end of the project.
A hypothetical first project might cover onboarding documents for a small team. Expanding it to recruitment or payroll administration should trigger a fresh activity and contract review rather than being treated as a small wording change.
Compare setup routes around the service
Explain where you meet clients, whether you deliver workshops and whether you intend to hire employees. Training can involve separate questions, so mention paid courses even if they form a small part of the revenue plan.
Request the licence, workspace, visa and renewal costs for the actual model. Include professional support and insurance in your operating budget where appropriate.
Kompani Setup can help compare company formation options around that scope. Bring a sample proposal so the setup discussion begins with the work the company intends to sell, rather than a broad job title.
