“We're not hiring yet.
Call us in three months.”
A future follow-up in the CRM.
01
A CONCEPT FOR ASPIRON SEARCH
Aspiron Talent Advisory
Initial concept & scope
The client isn't ready to hire.
But the problem behind the next hire may already exist.
The business may still need clarity on the talent market, compensation, its candidate proposition or how it will make the right decision.
A useful problem to solve now.
An opportunity to create value before a vacancy exists.
The starting point is a client need worth paying to solve, even if a vacancy never follows.
02
START WITH THE PROBLEM
Three hiring bottlenecks.
One layer that supports them.
Start by understanding where the client's hiring becomes difficult. Then design the intervention around that problem.
DEFINE
Are we looking for the right person?
Clarity on the role, success criteria and what the market can support.
ATTRACT
Can we get the right people interested?
A credible proposition for the talent the business needs.
SELECT
Can we confidently identify the right person?
Assessment and decisions that reflect what success requires.
ENABLE
Does the organisation make good hiring possible?
Stakeholder alignment, inclusive hiring and the capability to run a strong process.
Different problems create different products.
These are examples of the services we could develop, rather than a finished product catalogue.
Talent Intelligence
Understand the market before making a hiring commitment.
Hiring Readiness
Prepare the strategy before urgency takes over.
Employer Brand & Attraction
Understand and strengthen why the right people would join.
Salary Benchmarking
Test compensation assumptions against the relevant market.
Selection & Assessment
Improve how the business identifies and evaluates talent.
Some clients need one specific answer. Others need a broader programme. Both can sit within the same advisory model.
03
CONFIGURE THE SUPPORT
Put the depth where
the client needs it.
Not every business needs the same engagement. One needs better intelligence. Another needs help making decisions. Another needs support changing how hiring works.
Resonant's productisation methodology gives us a way to configure support around the client's problem, budget and ambition.
Understand the market
“We know what we want to achieve. We need to know whether the talent exists and what the market looks like.”
Illustrative emphasis: deeper intelligence, with focused interpretation and a clear summary.
DataGreater emphasis
AdviceSupporting emphasis
RecruitingNot illustrated
ReportingSupporting emphasis
TransformationNot illustrated
Illustrative configurations only. Scope would follow a proper diagnosis; these are not packages or a pricing tool.
Same Aspiron expertise. Different scope. Different value. Different investment.
04
WHAT A POINT PRODUCT COULD LOOK LIKE
Ready before the clock starts.
Example concept: Aspiron Hiring Readiness
For businesses that know important hiring is coming, but aren't ready to recruit yet.
Aspiron could help the client understand the market, challenge assumptions and prepare the strategy before the pressure to hire takes over.
01
Discover
Understand what the next hire needs to achieve.
02
Intelligence
Bring relevant market evidence into the conversation.
03
Strategy
Turn the findings into a clearer direction.
04
Ready
Give the business a stronger starting point when it chooses to hire.
The client leaves with clarity.
Market intelligence
A clearer view of the relevant talent landscape.
Hiring risk overview
Visibility of the assumptions that could undermine the hire.
Recommended strategy
A direction the business can use before launching a search.
A focused engagement might answer one critical question. A deeper engagement might prepare the business for a significant phase of hiring. The scope and investment would reflect the problem.
If the vacancy appears, the business starts with more clarity. If it doesn't, the intelligence and decisions still have value.
A concept for development with Aspiron. No live vacancy or commitment to a subsequent search would be required for the advisory work to stand on its own.
05
THE COMMERCIAL RATIONALE
A paid advisory relationship can begin before a search.
Where a client has a genuine problem worth solving, a focused advisory engagement could create value and revenue before recruitment begins. It could also establish a stronger working relationship for future hiring, while remaining valuable as a standalone service.
Revenue before a vacancy
Give clients a relevant service to buy when they need clarity but are not ready to launch a search.
Repeatable use of expertise
Turn the team's market knowledge and judgement into defined services with clear commercial boundaries.
Stronger client relationships
Work with clients on the decisions that shape future hiring, without making a later search a condition of value.
What would need validating?
The strongest starting point would depend on the problems Aspiron hears most often, what clients would pay to resolve and what the team can credibly deliver. Demand, delivery effort and margins would need testing before scaling the model.
Where Resonant would contribute
The proposed work would connect product design, scope, pricing, sales behaviour and delivery around Aspiron's existing expertise. The aim would be to create services that clients understand and the team can confidently sell and fulfil.
06
PROPOSED AREAS OF WORK
What we could
develop together.
These are the areas of work we could draw on to develop the model. We'd agree priorities and an appropriate starting point together; this is an initial scope outline rather than a fixed package of deliverables.
Product architecture
Identify the client problems Aspiron is best positioned to solve before, alongside and beyond recruitment.
Product design
Turn the strongest opportunities into defined, repeatable services with clear outcomes and boundaries.
Commercial architecture
Establish scope, service depth, pricing logic and appropriate routes from advisory into search.
Sales methodology
Help consultants recognise the opportunity and recommend the right intervention.
Sales assets
Create the materials and tools needed to explain the proposition and take it to market.
Delivery framework
Make sure the team can fulfil what it sells and learn from early engagements.
The goal: an advisory revenue model Aspiron can actually use, with products clients have a reason to buy and a team equipped to sell and deliver them.
A first engagement could focus on one priority product and the support needed to take it to market. A broader programme could develop the advisory architecture across multiple products. The appropriate scope would depend on Aspiron's priorities and delivery capacity.
Investment: To be agreed once we’ve identified the initial products, delivery requirements and level of implementation support.
Outputs, responsibilities and timing would be confirmed in a scoped proposal following that discussion.