HR Consulting TurkeyThe HR function your Turkish operation does not have yet.
For companies opening in Turkey or running a local team without an HR department: salary benchmarking, job architecture, performance systems, and hiring processes that hold up under Turkish labour law.
Who it is for
Who this is for
Two kinds of companies ask us for this. The first is opening its first office in Turkey and has a country manager, an accountant and no HR. The second has grown past forty or fifty people locally and is discovering that what worked at fifteen no longer does.
Scope
Scope
Salary benchmarking
What the role actually pays in Turkey, expressed the way it has to be budgeted: net to the employee, gross on the contract, and total employer cost. The three numbers are far apart and the distance grows through the tax year.
Job architecture and levelling
Titles in Turkey inflate quickly — a 'manager' in one company is a specialist in another. We define the levels, the scope of each, and what a move between them requires.
Hiring process design
A repeatable process: competency definition, structured interview guides, scoring, reference protocol and an offer stage that does not fall apart. Built so that your local managers can run it without us.
Performance and development
Goal setting, review cycles and a development path that gives people an answer to 'where do I go from here' — the question that quietly drives most voluntary turnover.
Digital HR
Task and performance tooling for HR processes, so that a small local team is not running its people operations out of spreadsheets and a shared mailbox.
Training for managers
Most first-line managers in a growing company were promoted for technical strength and never trained to manage. Our academy programmes close that gap.
Local context
What Turkish employment law will ask of you
None of this is legal advice and we are not a law firm — take advice from Turkish counsel before you sign anything. But these are the four things that catch foreign employers out, and they are worth knowing before you build a budget.
Severance pay (kıdem tazminatı)
After one year of service, qualifying terminations trigger severance of 30 days' gross pay per year worked, subject to a statutory ceiling that is revised every January and July. It accrues quietly from day one and is a real balance-sheet item.
Notice periods (ihbar)
Statutory notice under Labour Law No. 4857 runs from two weeks under six months of service to eight weeks after three years. Pay in lieu is the normal route, and it is taxable.
Annual leave
A statutory minimum of 14 working days after one year of service, 20 days after five years and 26 days after fifteen — with a floor of 20 days for employees under 18 or over 50. Contracts can improve on this; they cannot go below it.
Employer cost on top of gross
Social security and unemployment insurance employer contributions sit above the gross salary, at a headline rate of roughly a fifth of the social-security base before any incentive discount. Budgeting on gross alone understates the cost of a hire by a meaningful margin.
Our calculators work these numbers precisely, on current Turkish parameters — severance, notice, annual leave, overtime and gross-to-net.
Before you budget
The employer's guide to hiring in Turkey
How pay is negotiated, what employment costs on top of gross salary, how long a search realistically takes and what ending a contract involves — in one place.
Building a team in Turkey from scratch?
Tell us what the operation looks like and what you are trying to build. We will tell you what it takes locally — and what it will cost.