Client Experiences
What companies say about working with Hummark.
Collected from companies across Bangkok and Thailand who have worked with Hummark on talent advisory engagements.
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From the companies we have worked with.
Siriporn Wattana
Managing Director · Professional Services · Bangkok
We commissioned the Talent Architecture Engagement after a period of fairly rapid growth. Our roles had become unclear in ways that were starting to show up in how people worked together. The written document that came out of the engagement was specific to us — not a template, not a generic framework. Leadership spent two sessions working through the findings, and we changed more than I expected.
April 2025
Krit Panyatham
Head of People · Technology Company · Bangkok
The Performance Conversations Refresh took about three weeks and produced something we actually use. The handbook sits on every manager's desk — not metaphorically, literally. The three workshops that came with the engagement were useful because they were not lecture-format; the advisor facilitated conversation, which surfaced things we didn't know our managers were uncertain about. The fee was reasonable for what the engagement produced.
March 2025
Nalinee Lertpong
HR Manager · Manufacturing · Samut Prakan
We started with the Onboarding Programme Review, which felt like the most contained way to try the work. The reading that came back was accurate and, in a few places, uncomfortable — in a good way. We had normalised a couple of friction points in the first 90 days that we hadn't noticed from the inside. We acted on most of the adjusted outline within two months.
April 2025
Arthit Thianchai
COO · Logistics · Bangkok
One thing I appreciated was how clearly Hummark communicated what the engagement would and would not cover. We had a few questions in our minds that touched on employment law and the advisor was clear about that boundary from the first conversation. What the engagement did cover — how our roles are shaped and where the gaps are — it covered well.
February 2025
Patchara Chotiwong
General Manager · Retail · Chiang Mai
The advisor who ran the Performance Conversations Refresh was the same person at every stage of the work. That matters more than I expected — the continuity meant that by the time we were in the workshops, there was real context in the room. We weren't starting from scratch with each session.
March 2025
Wanchai Suktrakun
Director · Financial Services · Bangkok
We came to Hummark for an Onboarding Programme Review and ended up commissioning the Talent Architecture Engagement six months later. Not because we were encouraged to, but because the first piece of work showed us what a careful advisory engagement actually looks like. The two outputs sit together and form a picture of the company that we return to regularly.
April 2025
Case Studies
Three engagements in more detail.
Challenge
A 140-person professional services firm with unclear role boundaries at mid-management level.
Three years of growth had added roles without revising the ones around them. Two departments had overlapping responsibilities that neither team had formally acknowledged. Performance conversations were happening but not producing useful information for decisions about development or progression.
Engagement
Talent Architecture Engagement — six weeks.
Interviews with fourteen people across four organisational levels. Review of existing role descriptions and reporting structures. Written architecture document covering 22 roles and their interdependencies. A leadership workshop to work through the findings and agree a set of adjustments.
Outcome
A clearer organisational picture and a set of concrete next steps.
The company restructured three roles and clarified the scope of two departments within eight weeks of the workshop. The written architecture document became a reference point for a hiring cycle that followed. Leadership reported that the quality of their internal talent conversations improved measurably in the six months after the engagement.
Challenge
A 200-person technology company where performance reviews were happening but not being used.
The company ran annual performance reviews. Most managers found them uncomfortable and completed them quickly. Staff found them opaque. There was no cadence of conversation between the annual event. Decisions about development and promotion were being made through informal relationships rather than the formal system.
Engagement
Performance Conversations Refresh — four weeks.
Reviews of existing performance documentation. Interviews with ten managers and six staff members about how conversations were actually held. Written handbook covering cadence, structure, and supporting documents. Three workshops for managers, run across two cohorts. Staff companion brief for circulation.
Outcome
A functioning performance conversation system within one cycle.
The company moved from one annual review to a quarterly conversation cadence within three months of the engagement. Manager satisfaction with the performance conversation process, measured informally by the people team, improved substantially in the following two quarters. Two development decisions that had been deferred for over a year were made within the first new-cadence cycle.
Challenge
A 90-person manufacturing company with a high rate of early staff departures.
The company was losing a disproportionate number of staff in their first six months. Exit interviews were inconclusive. Management assumed salary was the driver; the people team suspected the onboarding experience but had no detailed picture of what was happening in the first 90 days.
Engagement
Onboarding Programme Review — three weeks.
Interviews with eight recent joiners, five managers, and the people team. Review of existing onboarding materials and first-week schedule. Written reading identifying three friction points in the first 30 days. Draft adjusted onboarding outline. Companion brief for the people team to use with leadership.
Outcome
A revised onboarding programme and a measurable reduction in early departures.
The company implemented the adjusted onboarding outline within six weeks. In the following two intake cycles, early departures fell by roughly 40% compared to the preceding year. The people team reported that the written reading had surfaced a clarity problem in how new staff understood their role scope — something that salary adjustments alone would not have addressed.
Address
295 Petchaburi Road
Khet Ratchathewi
Bangkok 10400
Office Hours
Monday – Friday
9:00 – 18:00 (ICT)
Credentials
Professional standing and track record.
6+
Years active
80+
Engagements
4.8
Avg. satisfaction
94%
Return rate
CIPD Associate Membership
Chartered Institute of Personnel and Development
SHRM Affiliate Member
Society for Human Resource Management
TMA Registered Practice
Thailand Management Association member since 2020
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