ccashwell/agentic-hr

progressive-discipline

Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.

workplace-investigations

Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.

candidate-experience

Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.

career-leveling

Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.

change-management

Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.

coaching-skills

Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.

compensation-philosophy

Use when articulating or revising a comp philosophy — covers market positioning, geo strategy, mix, transparency, and differentiation.

culture-articulation

Use when articulating or revising company values and culture — covers behavioral anchoring, decision-priority hierarchy, and operationalization.

difficult-conversations

Use when preparing for or training on difficult conversations — performance issues, terminations, conflict, harassment reports, RIFs.

employee-handbooks

Use when writing or revising employee handbooks — covers content, plain language, legal review, and update cadence.

engagement-survey-design

Use when designing engagement surveys, pulse surveys, or listening systems — covers question selection, cadence, anonymity, and closing the loop.

equity-design

Use when designing equity grant programs — covers grant philosophy, vesting, exercise windows, refresh, and exit considerations.

feedback-frameworks

Use when designing feedback rituals or training managers on giving and receiving feedback — covers SBI, Radical Candor, conditions for effective feedback.

goal-setting-okrs

Use when designing goal-setting frameworks (OKRs, SMART, Locke-Latham) — covers cadence, level integration, and common failures.

hiring-rubrics-scorecards

Use when designing scorecards, rubrics, and debrief mechanics for structured hiring.

inclusion-belonging

Use when designing inclusion programs, belonging measurement, or evaluating cultural inclusion practices.

offer-strategy

Use when constructing offers — covers leveling, package construction, equity, sign-on, negotiation, and pay equity at offer.

onboarding-design

Use when designing onboarding programs — covers ramp vs. orientation, manager preparation, 30/60/90 milestones, and remote variants.

one-on-ones

Use when designing or improving 1:1 practices — covers cadence, agendas, manager-vs-report ownership, and common failures.

org-design-principles

Use when designing or redesigning organizational structures — covers configurations, decision rights, Conway's Law, and team topologies.

pay-bands-market-data

Use when setting or revising pay bands — covers band structure, market data sources, compa-ratios, and band integrity.

pay-equity-analysis

Use when running pay equity audits — covers method, privilege, axes to examine, remediation, and counsel involvement.

people-analytics

Use when designing people analytics programs — covers data hygiene, the 6–8 reports that matter, and pitfalls in measurement.

people-strategy-roadmap

Use when building a people strategy roadmap — covers stage-appropriate sequencing, the strategy-on-a-page template, and prioritization.

performance-calibration

Use when running calibration sessions — covers panel composition, bias patterns, distribution norms, and facilitation.

performance-management-systems

Use when designing, auditing, or migrating a performance management system — covers cycles, ratings, separation of conversations, and stage fit.

psychological-safety

Use when building or assessing psychological safety on teams — covers Edmondson's research, leader behaviors, and diagnostic signals.

reference-checking

Use when designing reference check processes — covers question selection, structured calls, fairness, and integrating references into the hiring decision.

spans-and-layers

Use when auditing or designing manager spans and organizational layers — covers diagnostics, healthy ranges, and reorg patterns.

structured-interviewing

Use when designing or auditing interview loops — covers job analysis, behavioral and case interviewing, work samples, scorecards, and calibration.

work-sample-tests

Use when designing work samples or job auditions for hiring — covers scope, scoring, fairness, and role-specific patterns.

workforce-planning

Use when building or reviewing a headcount plan — covers connecting plan to strategy, ramp time, build/buy/borrow, and capacity reconciliation.