frank-luongt/plugins/faos-analyst/skills/hr-operations

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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.

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Hiring Pipeline Dashboard

Pipeline Stages & Benchmarks

| Stage | Description | Target Conversion | Target Duration | |-------|------------|-------------------|-----------------| | Sourced | Candidate identified (inbound or outbound) | — | — | | Applied / Screened | Resume review passed | 20-30% of sourced | 2-3 days | | Phone Screen | Recruiter screen completed | 40-60% of screened | 3-5 days | | Technical / Skills Assessment | Skills evaluation passed | 30-50% of phone screens | 5-7 days | | Onsite / Final Interview | Full interview loop completed | 50-70% of assessments | 5-10 days | | Offer Extended | Offer made | 70-90% of onsites | 2-3 days | | Offer Accepted | Candidate accepts | 80-90% of offers | 3-7 days | | Started | First day completed | 95%+ of accepted | Per start date |

Pipeline Health Metrics

| Metric | Formula | Benchmark | Action if Off | |--------|---------|-----------|---------------| | Time-to-Fill | Days from req open to offer accepted | 30-45 days (IC), 45-60 days (manager+) | Review bottleneck stage | | Cost-per-Hire | (Internal costs + External costs) / Hires | $3-5K (IC), $10-20K (senior/exec) | Optimize source mix | | Source Effectiveness | Hires per source / Candidates per source | Referrals: 2-5x better than job boards | Invest in high-yield channels | | Offer Acceptance Rate | Offers accepted / Offers extended | >85% | Review comp competitiveness | | Quality of Hire | Performance rating at 6-12 months | >80% meeting/exceeding expectations | Review interview process |

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% | |

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Compensation Analysis Framework

Market Benchmarking Process

| Step | Action | Data Source | |------|--------|------------| | 1 | Define comparison cohort (industry, size, geo, role) | Radford, Pave, Levels.fyi, Option Impact | | 2 | Pull market data at P25, P50, P75 | Survey data + real-time platforms | | 3 | Map internal roles to market equivalents | Job architecture / leveling framework | | 4 | Compare internal comp to market percentile targets | Internal HRIS data | | 5 | Identify outliers (below P25 or above P75) | Comp analysis output | | 6 | Build adjustment recommendations | Budget-constrained optimization |

Pay Band Design

| Level | P25 (Below Market) | P50 (Market Rate) | P75 (Above Market) | Spread | |-------|--------------------|--------------------|---------------------|--------| | IC1 (Junior) | $ | $ | $ | ±15-20% | | IC2 (Mid) | $ | $ | $ | ±15-20% | | IC3 (Senior) | $ | $ | $ | ±20-25% | | IC4 (Staff) | $ | $ | $ | ±20-25% | | M1 (Manager) | $ | $ | $ | ±20-25% | | M2 (Director) | $ | $ | $ | ±25-30% | | M3 (VP) | $ | $ | $ | ±25-30% |

Total Compensation Modeling

| Component | IC (Individual Contributor) | Manager+ | |-----------|---------------------------|----------| | Base Salary | 60-70% of total comp | 50-60% of total comp | | Variable / Bonus | 10-15% | 15-25% | | Equity (RSUs / Options) | 15-25% | 20-30% | | Benefits | 5-10% | 5-10% |

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)

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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

| Step | Action | Participants | |------|--------|-------------| | 1 | Managers submit initial ratings | Direct managers | | 2 | Pre-calibration: review distribution | HR Business Partner | | 3 | Calibration session: discuss outliers | Manager peers + skip-level | | 4 | Adjust ratings based on cross-team view | Managers | | 5 | Final approval | Department head | | 6 | Deliver reviews to employees | Direct managers |

Rating Distribution Guidance (avoid forced ranking): | Rating | Target Distribution | Notes | |--------|-------------------|-------| | Exceeds Expectations | 15-20% | Truly exceptional, not just "good" | | Meets Expectations | 60-70% | Solid performance at level | | Developing | 10-15% | New to role or specific growth areas | | Below Expectations | 5-10% | Requires performance improvement plan |

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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

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HR Metrics Framework

| Metric | Formula | Benchmark | Frequency | |--------|---------|-----------|-----------| | Attrition Rate | Departures / Avg headcount x 100 | <15% annual (tech) | Monthly | | Regrettable Turnover | High-performer departures / Total departures | <30% of total attrition | Quarterly | | eNPS | % Promoters - % Detractors | >30 = good, >50 = excellent | Quarterly | | Offer Acceptance Rate | Accepted / Extended x 100 | >85% | Monthly | | Time-to-Fill | Avg days from req open to accepted | 30-45 days | Monthly | | Cost-per-Hire | Total recruiting spend / Hires | $3-5K IC, $10-20K senior | Quarterly | | Span of Control | Direct reports per manager | 5-8 (IC teams), 3-5 (manager of managers) | Annually | | Diversity | % representation by dimension | Set org-specific targets | Quarterly |

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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

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Additional Resources

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

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