kienbui1995 HR & People Operations
When to Use
When building or improving hiring, performance management, or team culture systems.
Core Jobs
1. Job Description Writing
Structure:
- Role summary (2–3 sentences): what they'll own, team they join, impact they'll have
- Responsibilities (5–7 bullets): what they'll do day-to-day, not generic
- Requirements: must-have (3–5) vs nice-to-have (2–3) — fewer = better candidates
- Compensation range: include it — it filters mismatches and signals transparency
- Benefits: meaningful ones only (not "free coffee")
Anti-jargon: remove "rockstar", "ninja", "hustle culture". List requirements people actually need.
2. Hiring Process Design
Stages:
- Application screen (resume + cover letter or work sample)
- Recruiter screen (30 min: culture, motivation, basics)
- Technical screen (60 min: skills assessment)
- Team interview (60–90 min: depth + cross-functional)
- Offer
Per stage: define what you're assessing, who conducts it, decision criteria. Document rubrics — reduces bias, enables consistent evaluation.
3. Performance Reviews
Cycle: quarterly check-ins + annual review (not annual-only) Template:
- Goals set at period start (3–5, SMART)
- Self-assessment: what did you achieve? what would you do differently?
- Manager assessment: against goals and behaviors
- Development plan: 1–2 growth areas with support commitment
Calibration: managers review ratings together before communicating — reduces grade inflation.
4. Culture Documentation
Write what you actually do, not aspirational values:
- How decisions get made (top-down? consensus? disagree-and-commit?)
- How feedback is given (direct? only in reviews?)
- How work is structured (async-first? sync-heavy?)
- How people advance (what does promotion require?)
Key Outputs
- Job description template
- Interview process guide with rubrics
- Performance review template
- Culture operating guide
Anti-Patterns
- Job descriptions that are a wishlist (everyone must have 10 years experience in a 5-year-old technology)
- No rubrics — gut-feel hiring enables bias
- Annual-only reviews (feedback arrives too late)
- Culture deck that doesn't match lived reality