Hr Operations

name: hr-operations description: Manage hiring pipelines, analyze compensation data, create performance review templates, and design onboarding checklists. Use when building HR processes, conducting comp analysis, designing review cycles, or structuring employee onboarding. tags: [hr, hiring, compensation, performance-management]

HR Operations

Operational HR framework for hiring pipeline management, compensation analysis, performance reviews, and employee onboarding. Covers the process-oriented side of people operations — not strategic workforce planning (which is the CHRO agent's domain).

Use this skill when

• Designing or analyzing a hiring pipeline (stages, conversion rates, time-to-fill)
• Conducting compensation benchmarking and pay band analysis
• Creating performance review templates and calibration processes
• Building employee onboarding checklists (pre-start through 90 days)
• Calculating HR metrics (attrition, eNPS, cost-per-hire)
• Designing org-level review cycles

Do not use this skill when

• Setting company-wide people strategy or culture (use CHRO agent directly)
• Planning OKRs or goal-setting frameworks (use brainstorm-okrs)
• Running employee engagement surveys (use CHRO agent for strategy)
• Handling legal employment matters (use legal-contract-review for contract aspects)

Instructions

1. Identify the HR operation — hiring, compensation, performance, or onboarding.
2. Apply the relevant framework from the sections below.
3. Use templates to standardize output across the organization.
4. Track metrics using the HR Metrics Framework for ongoing measurement.

Hiring Pipeline Dashboard

Pipeline Stages & Benchmarks

Pipeline Health Metrics

Pipeline Report Template

## Hiring Pipeline — [Period]

**Open Requisitions:** [X] | **Hires This Period:** [X] | **Avg Time-to-Fill:** [X] days

| Role | Stage | Days in Stage | Recruiter | Hiring Manager | Notes |
|------|-------|--------------|-----------|----------------|-------|
| | | | | | |

### Funnel Conversion (Period)
| Stage Transition | Volume | Conversion | Benchmark | Delta |
|-----------------|--------|------------|-----------|-------|
| Sourced → Screened | | % | 25% | |
| Screened → Phone | | % | 50% | |
| Phone → Assessment | | % | 40% | |
| Assessment → Onsite | | % | 60% | |
| Onsite → Offer | | % | 80% | |
| Offer → Accepted | | % | 85% | |

Compensation Analysis Framework

Market Benchmarking Process

Pay Band Design

Total Compensation Modeling

Internal Equity Analysis

## Compensation Equity Review — [Department/Team]

| Employee | Role | Level | Tenure | Base | Total Comp | Market % | Compa-Ratio | Flag |
|----------|------|-------|--------|------|------------|----------|-------------|------|
| | | | | $ | $ | P[X] | X.XX | |

**Compa-Ratio:** Employee pay / Pay band midpoint (1.0 = at midpoint)
- <0.85 = Below range (retention risk)
- 0.85-1.15 = Within range (healthy)
- >1.15 = Above range (review justification)

Performance Review Templates

Self-Assessment Template

## Self-Assessment — [Name] — [Review Period]

### Accomplishments
1. [Achievement with quantified impact]
2. [Achievement with quantified impact]
3. [Achievement with quantified impact]

### Areas for Growth
1. [Skill or behavior to develop]
2. [Skill or behavior to develop]

### Goals for Next Period
1. [Specific, measurable goal]
2. [Specific, measurable goal]

### Career Aspirations
[Where I want to grow in the next 12-24 months]

Manager Assessment Template

## Manager Assessment — [Employee Name] — [Review Period]

### Performance Summary
**Overall Rating:** [Exceeds / Meets / Developing / Below]

### Key Accomplishments
1. [With business impact]
2. [With business impact]

### Strengths
- [Strength with evidence]
- [Strength with evidence]

### Development Areas
- [Area with specific examples and improvement plan]
- [Area with specific examples and improvement plan]

### Rating Justification
[Evidence-based narrative — avoid recency bias, include full period]

### Compensation Recommendation
- Merit increase: [X]%
- Promotion: [Yes/No — if yes, to what level]
- Equity refresh: [Yes/No — amount]

Calibration Process

Rating Distribution Guidance (avoid forced ranking):

Employee Onboarding Checklist

Pre-Start (Before Day 1)

• IT equipment ordered and configured (laptop, monitors, peripherals)
• Software accounts provisioned (email, Slack, GitHub, HRIS, etc.)
• Building access / badge arranged
• Welcome email sent with Day 1 logistics
• Manager prep: 30/60/90 plan drafted, buddy assigned
• Onboarding calendar populated (orientation, training, 1:1s)

Week 1: Orientation

• HR orientation (benefits enrollment, policies, compliance training)
• Manager 1:1: goals, expectations, communication preferences
• Team introductions and stakeholder meetings
• Buddy assigned and first buddy check-in
• Dev environment / tooling setup (engineering roles)
• Review team norms, rituals, and documentation

Day 30: Foundation

• Completed all required compliance training
• Attended at least one cross-functional meeting
• Delivered first small contribution (PR, analysis, design, etc.)
• Manager 1:1 review: progress check, blockers, feedback
• 30-day survey: onboarding experience feedback

Day 60: Contribution

• Independently handling core responsibilities
• Building relationships beyond immediate team
• Participated in team planning/sprint activities
• Manager 1:1: development conversation, skill gaps identified
• Buddy check-in: social integration and cultural acclimation

Day 90: Integration

• Fully productive at expected level for tenure
• Probation review completed (if applicable)
• Manager 1:1: formal 90-day review, goal-setting for next quarter
• 90-day survey: onboarding effectiveness
• Onboarding formally concluded — transition to steady-state 1:1 cadence

HR Metrics Framework

Common Mistakes

• Compensation decisions without market data — internal perception of "fair pay" often diverges from market reality; always benchmark
• Performance reviews without clear criteria — vague criteria lead to bias; use rubrics tied to level expectations
• Onboarding that ends after Day 1 — orientation is not onboarding; the 30/60/90 framework is the minimum
• Hiring pipeline without source attribution — if you don't know which sources produce the best hires, you can't optimize
• Forced ranking — forces managers to label good performers as poor; use guided distribution instead
• Ignoring span of control — managers with 15+ reports cannot coach effectively; restructure before it becomes a retention issue

Additional Resources

• Related skill: brainstorm-okrs (goal-setting alignment for performance reviews)
• Radford / Pave / Levels.fyi — compensation benchmarking data
• SHRM — HR operations best practices