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Use when building a people strategy roadmap — covers stage-appropriate sequencing, the strategy-on-a-page template, and prioritization.
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SOC 職業分類に基づく
Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
| name | people-strategy-roadmap |
| description | Use when building a people strategy roadmap — covers stage-appropriate sequencing, the strategy-on-a-page template, and prioritization. |
A people strategy that's right at one stage is wrong at another. Importing enterprise programs into early-stage companies, or leaving scaleups stuck on early operating models, are the dominant failure modes.
Stage matters. So does business strategy, capital, and founder worldview.
When the founder asks "what's our people strategy?" the answer should fit on a page:
## People Strategy [Year/Quarter]
### Business Context
[2 sentences: stage, strategy, key business priorities]
### People Mission
[1 sentence: what the people function is here to do, in service of the business]
### Top 3 People Priorities (this year)
1. [Priority] — [why it matters, expected outcome]
2. [Priority] — [why it matters, expected outcome]
3. [Priority] — [why it matters, expected outcome]
### What We Will Build (this quarter)
- [Specific program / system / hire]
- [Specific program / system / hire]
- [Specific program / system / hire]
### What We Will Not Build (this quarter)
- [Things someone might expect us to build, with reasons]
### How We'll Know It's Working
- [Specific metric — adoption, fairness, business outcome]
- [Specific metric]
- [Specific metric]
### Open Questions
- [Things the leadership team needs to align on]
Priority order:
| Stage | Headcount | Top Investments |
|---|---|---|
| Pre-PMF | 1–10 | Hire well, pay on time, basic offer letters |
| PMF Hunt | 10–30 | First management layer, structured hiring, basic comp bands |
| Early Scale | 30–80 | Performance system v1, comp framework, manager basics, HRIS |
| Scale | 80–250 | Calibration, leveling, real comp cycle, manager development |
| Scaleup | 250–1000 | Pay equity, succession, specialized programs, systematic L&D |
| Late Stage | 1000+ | Bench strength, executive succession, organizational design at scale |
A surprising amount of high-quality consulting is "stop doing this":
Be willing to recommend killing programs.
A typical roadmap structure:
| Quarter | Focus | Deliverables |
|---|---|---|
| Q1 | Diagnose + foundation | Maturity heatmap, top priorities, philosophy docs (comp, performance) |
| Q2 | Build core programs | Program designs (e.g., performance, hiring) + manager training |
| Q3 | Pilot and roll out | Pilot results; calibration cycles; comp cycle |
| Q4 | Measure and iterate | Outcome data; refresh; next-year planning |
Adjust based on engagement scope.
For a first-meeting visual:
8 dimensions × 1–5 score × stage-appropriate target:
Heatmap surfaces:
people-strategy-architect agentpeople-orchestrator agentchange-management skillworkforce-planning skill