kienbui1995/hr-people-ops

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:

1. Application screen (resume + cover letter or work sample)
2. Recruiter screen (30 min: culture, motivation, basics)
3. Technical screen (60 min: skills assessment)
4. Team interview (60–90 min: depth + cross-functional)
5. 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