Advisory
Some decisions are too consequential to work out alone and too specific for a template. Our advisory practice supports organisations through selected workforce, succession and organisational questions, drawing on experienced HR and management consultants who have handled these situations before in this market.
Each stands on its own. Clients often start with one and find the conversation moves into another, because workforce, succession and structural questions rarely stay separate for long.
Organisations planning workforce change
Planning and executing workforce reduction properly: what to do, in what order, and how to say it. Covers change planning, downsizing preparation, implementation sequencing, manager readiness, notification planning and communications. Where impacted employees need support, this coordinates directly with our Career Transition programmes.
Connects to Career Transition
Organisations protecting continuity
Identifying the roles the business cannot afford to leave vacant, assessing who is genuinely ready for them, and understanding where the risk sits. Builds pipelines and prepares high-potential talent against the requirement of the role rather than against other candidates.
Draws on Assessment & Leadership Development
Organisations changing shape
Organisational design, role and structure clarification, capability alignment and workforce structuring. Also team and leadership effectiveness where the issue is organisational rather than individual, and selected change and transformation support.
Selective, scoped case by case
Our consultants work with leadership, HR and project teams before anything is communicated, drawing on what we have seen work and fail across many programmes in this market.
Where impacted employees need support, our Career Transition programmes run alongside this work.
Most succession plans name a successor and stop. The useful part is what follows: the specific distance between this person and that role, and what will close it in the time available.
We help identify critical roles, assess leadership readiness, and set out where succession risk actually sits. Where development is needed, assessment provides the baseline and our leadership programmes provide the route.
Structure follows strategy in theory. In practice it usually follows history, personalities, and a reorganisation somebody ran four years ago.
We work with leadership teams on structural options, spans and layers, and decision rights, testing each against how the work flows rather than how the chart implies it should. Where the problem is a team rather than a structure, we say so.
It covers planning and executing workforce change properly: options analysis, downsizing preparation including mutual agreement and voluntary separation, implementation sequencing, manager notification training, on-site support on the day, communications, and trade union and labour authority engagement. Where impacted employees need support, it coordinates directly with Career Transition programmes.
Most succession plans name a successor and stop. The useful part is what follows: the specific distance between that person and the role, and what will close it in the time available. LHH Vietnam helps identify business-critical roles, assess readiness against role requirements, and map where succession risk actually sits.
We scope engagements to what the Vietnam team will own directly, and we say which parts those are before anything is signed. Where specialist input is needed, a known associate is brought in and named up front rather than appearing later. Advisory is deliberately selective, so the people who scope your work are the people who do it.
Describe what you are dealing with. If we can help, we will explain how.
