| name | hr-people-operations |
| description | Talent acquisition, employee lifecycle, compensation, labor regulations, and organizational development. |
| tier | extended |
| applyTo | **/*hr*,**/*hiring*,**/*recruit*,**/*onboard*,**/*compensation*,**/*employee*,**/*talent*,**/*workforce* |
| currency | 2026-04-22T00:00:00.000Z |
HR & People Operations Skill
Talent acquisition, employee lifecycle, compensation, labor regulations, and organizational development.
Core Principle
People operations exists to build and sustain a high-performing, engaged workforce. Every process should serve two masters: the organization's strategic needs and the employee's experience. When they conflict, transparency wins.
Talent Acquisition
Hiring Pipeline
| Stage | Activities | Key Metrics |
|---|
| Sourcing | Job posting, referrals, headhunting, employer brand | Application rate, source quality |
| Screening | Resume review, phone screen, skills assessment | Screen-to-interview ratio |
| Interviewing | Structured interviews, panels, work samples | Interview-to-offer ratio |
| Selection | Reference checks, background checks, decision | Time-to-offer |
| Offer | Compensation package, negotiation, acceptance | Offer-to-acceptance ratio |
| Onboarding | Day 1 logistics, 30/60/90 plan, buddy system | 90-day retention |
Structured Interview Design
- Behavioral questions: "Tell me about a time when..." (STAR format: Situation, Task, Action, Result)
- Situational questions: "What would you do if..." (job-relevant scenarios)
- Technical assessments: Work samples > trivia questions
- Scoring rubric: Define 1–5 scale per competency before interviews begin
- Bias mitigation: Same questions, same order, diverse panel, blind resume review
Job Description Best Practices
- Lead with impact, not requirements
- Cap requirements at truly essential qualifications
- Include salary range (legally required in many jurisdictions)
- Use gender-neutral language
- Specify remote/hybrid/onsite clearly
Employee Lifecycle
Onboarding (First 90 Days)
| Week | Focus | Deliverables |
|---|
| Week 1 | Logistics & culture | IT setup, policy review, team introductions |
| Weeks 2–4 | Role immersion | Shadow sessions, first assignments, mentor pairing |
| Weeks 5–8 | Contribution | Independent work, first feedback cycle |
| Weeks 9–12 | Assessment | 90-day review, goal setting for next quarter |
Performance Management Cycle
- Goal Setting — SMART goals aligned to team/org objectives (quarterly or annual)
- Continuous Feedback — Regular 1:1s, real-time recognition
- Mid-Cycle Check-in — Progress assessment, goal adjustment
- Performance Review — Formal evaluation, calibration
- Development Planning — Growth areas, training, stretch assignments
- Compensation Review — Merit increases, promotions, equity adjustments
Performance Improvement Plan (PIP)
Job Requisition Template
requisition_id: "REQ-2026-0142"
title: "Senior Software Engineer"
department: "Engineering"
hiring_manager: "Jane Smith"
level: "L5"
compensation:
salary_min: 145000
salary_max: 185000
equity: "Standard L5 band"
bonus_target: "10%"
requirements:
must_have:
- "5+ years software engineering experience"
- "Strong TypeScript/React proficiency"
nice_to_have:
- "Azure cloud experience"
- "Team lead experience"
interview_process:
- stage: "Recruiter screen"
duration: 30
- stage: "Hiring manager call"
duration: 45
- stage: "Technical panel"
duration: 180
- stage: "Executive chat"
duration: 30
target_start_date: "2026-07-01"
| Element | Detail |
|---|
| Specific deficiencies | Measurable, observable behaviors |
| Expected standard | Clear success criteria |
| Support provided | Training, coaching, resources |
| Timeline | 30–90 days typical |
| Check-in cadence | Weekly minimum |
| Consequences | Documented escalation path |
Compensation & Benefits
Total Rewards Framework
| Component | Examples |
|---|
| Base salary | Market-rate cash compensation |
| Variable pay | Bonus, commission, profit sharing |
| Equity | Stock options, RSUs, ESPP |
| Benefits | Health, dental, vision, life, disability |
| Retirement | 401(k) match, pension, deferred comp |
| Time off | PTO, holidays, parental leave, sabbatical |
| Development | Tuition reimbursement, conference budget, L&D |
| Perks | Remote stipend, wellness, meals, transit |
Pay Equity Analysis
- Compare compensation across demographic groups for same role/level/location
- Regression analysis controlling for tenure, performance, education
- Address gaps proactively — don't wait for complaints
- Document methodology and cadence (annual minimum)
Salary Band Structure
| Level | Band Width | Typical Structure |
|---|
| Individual Contributor | ±15–20% of midpoint | Quartile progression with tenure/performance |
| Manager | ±20–25% of midpoint | Premium for people leadership scope |
| Director+ | ±25–30% of midpoint | Wider bands, more equity-heavy |
Labor Law Essentials
US Federal (Key Statutes)
| Law | Covers |
|---|
| FLSA | Minimum wage, overtime, exempt vs. non-exempt |
| Title VII | Discrimination (race, color, religion, sex, national origin) |
| ADA | Disability accommodation |
| FMLA | 12 weeks unpaid leave (50+ employees) |
| ADEA | Age discrimination (40+) |
| WARN Act | 60-day notice for mass layoffs (100+ employees) |
| NLRA | Right to organize, collective bargaining |
| OSHA | Workplace safety standards |
Classification Risks
| Issue | Risk | Mitigation |
|---|
| Misclassifying employees as contractors | Back taxes, penalties, benefits liability | Use IRS 20-factor test, ABC test |
| Exempt vs. non-exempt errors | Unpaid overtime claims | Apply FLSA duties test per role |
| Intern classification | Wage claims | DOL primary beneficiary test |
Employee Relations
Investigation Framework
- Receive complaint — Document, acknowledge, no retaliation warning
- Plan investigation — Scope, timeline, investigator selection
- Gather evidence — Interviews (complainant, respondent, witnesses), documents
- Analyze findings — Credibility assessment, policy application
- Determine outcome — Substantiated/unsubstantiated, corrective action
- Document & close — Investigation memo, communication to parties
- Follow up — Monitor for retaliation, verify corrective action
Separation Types
| Type | Employer-Initiated | Key Requirements |
|---|
| Voluntary resignation | No | Exit interview, knowledge transfer |
| Involuntary termination | Yes | Documentation trail, final paycheck timing |
| Layoff/RIF | Yes | WARN compliance, severance, COBRA |
| Mutual separation | Shared | Separation agreement, release of claims |
HR Analytics
Key Metrics Dashboard
| Metric | Formula | Healthy Range |
|---|
| Turnover rate | Separations / Avg headcount × 100 | <15% annual |
| Time to fill | Days from requisition to acceptance | <45 days |
| Cost per hire | Total recruiting costs / Hires | Industry-dependent |
| Employee engagement | Survey score (eNPS or Likert) | eNPS >30 |
| Absenteeism rate | Absent days / Available days × 100 | <3% |
| Promotion rate | Internal promotions / Total headcount | 8–15% annual |
AI in HR — Guardrails
- Resume screening algorithms must be audited for bias (NYC Local Law 144 requires annual audit)
- Never use AI to make final hiring/firing decisions without human review
- Candidate data is PII — apply data minimization and retention limits
- Sentiment analysis on employee communications raises ethical concerns — disclose and consent
