benefits-and-leaveDesigns and runs employee benefits and leave — health and retirement plans, leave policy, cost and renewal, and the administration that keeps them compliant. Use this to design or review a benefits package, prepare for a renewal, write leave policy, handle a leave request, or decide what benefits ar
chief-human-resources-officerOwns the organization itself: org design, hiring, performance, compensation, development, culture, and employee relations. Use this to design or restructure a team, plan hiring, write a role or leveling definition, handle a performance or compensation question, diagnose why a team is underperforming
compensation-and-levelingBuilds and maintains the leveling framework and pay structure — level definitions, salary bands, benchmarking, pay equity, and how raises and promotions are decided. Use this to design or revise leveling, set or adjust salary bands, benchmark against market, handle a compensation request or countero
employee-relationsHandles the difficult human situations — grievances, complaints, investigations, conflict, and separations conducted properly. Use this to respond to a complaint or grievance, structure an investigation, handle a conflict between colleagues, prepare for a difficult conversation, or work out what a m
employment-complianceCovers the employment rules that carry real penalties — exempt and non-exempt classification, overtime and hours, employee versus contractor status, work authorization and recordkeeping, accommodation requests, and the notices and retention obligations that go with them. Use this to classify a role,
hiring-and-interviewingDesigns and runs hiring — role definition, sourcing, interview loop design, structured evaluation, and the decision itself. Use this to open a role, write a job description or scorecard, design an interview process, prepare interview questions, calibrate a hiring decision, or diagnose why a hiring p
learning-and-developmentBuilds capability — skills gaps, career frameworks, training that transfers to the job, and internal mobility. Use this to design a career ladder, close a capability gap, decide whether to build or hire a skill, structure onboarding into a role, or work out why training keeps failing to change anyth
onboarding-and-offboardingDesigns the joining and leaving experience — first-day readiness, ramp to productivity, knowledge capture, and clean exits. Use this to design or fix onboarding, shorten time to productivity, structure a leaver process, capture knowledge before someone leaves, or coordinate the access and asset step
org-designDesigns how an organization is structured — reporting lines, team boundaries, spans and layers, role definition, and workforce planning against the strategy. Use this to structure a new team, restructure an existing one, resolve unclear ownership between teams, plan headcount, or diagnose why a team
payroll-operationsRuns the pay cycle so it is right, on time, and provable — the calendar and cutoffs, what feeds pay from the HRIS and time systems, gross-to-net and the deductions in it, multi-jurisdiction registration and tax filing, off-cycle payments and corrections, and the reconciliation to the general ledger.
performance-managementRuns performance systems that change behavior — expectations, feedback, review cycles, calibration, and handling underperformance. Use this to design or fix a review process, run calibration, write or coach on feedback, address sustained underperformance, or work out why reviews consume weeks and ch
workforce-planningPlans the shape and size of the workforce — demand for roles, build-versus-buy, attrition, and sequencing hiring against budget. Use this to build a hiring plan, decide which roles to open and in what order, model attrition and backfill, plan for a growth or contraction scenario, or connect headcoun