Hr People Operations

---
name: hr-people-operations
description: "Talent acquisition, employee lifecycle, compensation, labor regulations, and organizational development."
lastReviewed: 2026-04-30
---

# 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

1. **Goal Setting** — SMART goals aligned to team/org objectives (quarterly or annual)
2. **Continuous Feedback** — Regular 1:1s, real-time recognition
3. **Mid-Cycle Check-in** — Progress assessment, goal adjustment
4. **Performance Review** — Formal evaluation, calibration
5. **Development Planning** — Growth areas, training, stretch assignments
6. **Compensation Review** — Merit increases, promotions, equity adjustments

### Performance Improvement Plan (PIP)

### Job Requisition Template

```yaml
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

1. **Receive complaint** — Document, acknowledge, no retaliation warning
2. **Plan investigation** — Scope, timeline, investigator selection
3. **Gather evidence** — Interviews (complainant, respondent, witnesses), documents
4. **Analyze findings** — Credibility assessment, policy application
5. **Determine outcome** — Substantiated/unsubstantiated, corrective action
6. **Document & close** — Investigation memo, communication to parties
7. **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