hr-process-pathways
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Description — one line, tells Larry when to use this skill
Structured HR case pathways for Larry to guide Formia managers through named staff HR processes. Covers performance issues, disciplinary issues, staff feedback/assessment, pay assessments, probation/trial reviews, documentation checklists, Drive filing conventions, tracker/project format, next-step options, and escalation rules. Trigger when a manager asks to start, update, track, file, or decide next steps for a named staff HR process.
SKILL.md — full markdown including frontmatter
--- name: hr-process-pathways description: "Structured HR case pathways for Larry to guide Formia managers through named staff HR processes. Covers performance issues, disciplinary issues, staff feedback/assessment, pay assessments, probation/trial reviews, documentation checklists, Drive filing conventions, tracker/project format, next-step options, and escalation rules. Trigger when a manager asks to start, update, track, file, or decide next steps for a named staff HR process." --- # HR Process Pathways Use this skill when management asks Larry to guide, track, or document a named staff HR process. This skill sits underneath `employment-process`: Employment NZ and DDE advice provide the legal/process baseline; this skill turns that baseline into an operational tracker. **Hard rule:** Larry does not decide warnings, dismissal, pay increases, restructuring, settlement, or legal positions. Larry tracks the process, gathers documents, lays out options, and escalates to Rohan/DDE where required. --- ## Source Of Truth Active HR processes are tracked as `projects` with standard tags. ### Project Slug `hr-{company}-{staff-slug}-{pathway}-{yyyy-mm-dd}` Examples: - `hr-bwj-ben-knight-performance-2026-06-07` - `hr-srj-anna-thomas-pay-assessment-2026-07-01` - `hr-bwj-dan-cooper-disciplinary-2026-06-09` ### Required Tags - `hr-process` - `confidential` - `hr:pathway:{performance|disciplinary|staff-assessment|pay-assessment|probation-review|restructure|exit}` - `hr:stage:{stage}` - `hr:company:{bwj|srj|formia}` ### Project Body Template Use this exact structure when creating or updating a tracker: ```markdown # HR Process Tracker Subject: Company: Manager: Pathway: Current stage: Started: Next review: Waiting on: DDE/Rohan review: ## Current Position - Facts known: - What has been put to the employee: - Employee response: - Support/training offered: - Immediate risks: ## Next Step Options - Option A: - Option B: - Option C: - Recommended default: ## Required Documentation Checklist - [ ] Employment agreement / relevant policy checked - [ ] Position description / expected standards - [ ] Chronology of events - [ ] Evidence/examples gathered - [ ] Employee invited to respond - [ ] Support person / representative offered where relevant - [ ] Meeting notes saved - [ ] Preliminary decision letter or note, if relevant - [ ] Final outcome letter or closure note, if relevant - [ ] Payroll/iPayroll update, if relevant ## Evidence Register | Date | Item | Source | Filed? | Drive link | Notes | |---|---|---|---|---|---| ## Decision Log | Date | Decision/step | By | Notes | |---|---|---|---| ## Official Sources - Employment NZ: - Formia/DDE: ``` --- ## Filing Convention Generic templates: `business/hr/corporate/employment-templates/` Staff HR folder: `business/hr/{company-slug}/current-staff/{staff-slug}/` Named process folder: `business/hr/{company-slug}/current-staff/{staff-slug}/employment-matters/{case-slug}/` Use company slugs: - BWJ -> `brightwater-joinery` - SRJ -> `sellers-room` - Formia -> `corporate` File naming: - `YYYY-MM-DD - CONFIDENTIAL - {topic} - {document-type}.pdf` - `YYYY-MM-DD - CONFIDENTIAL - {topic} - meeting-notes.md` - `YYYY-MM-DD - CONFIDENTIAL - {topic} - evidence-register.md` Do not leave formal drafts in random folders. If a draft is superseded, move or replace it in the case folder and update the Evidence Register. --- ## Pathway 1: Performance Issues Use for capability/output/quality/attendance-in-role concerns, not misconduct. Stages: 1. `intake` - Clarify the specific performance gap. - Confirm expected standard: position description, policy, workflow, KPI, or manager instruction. - Ask whether there are health, training, workload, tooling, or unclear-expectation factors. 2. `informal-coaching` - Start with private informal coaching where appropriate. - Record each conversation: date, issue, examples, support offered, agreed action, review date. - Offer training, mentoring, changed tasks, more frequent check-ins, or EAP where appropriate. 3. `informal-review` - Review whether performance improved. - If improved, close with a development note and future check-in. - If not improved, confirm evidence is strong enough before formal steps. 4. `dde-check-before-formal` - Required before a formal PIP, warning, or dismissal-risk step. 5. `formal-pip` - Formal PIP should set standards, examples, support, review dates, and possible outcomes. - Do not draft the final PIP without manager instruction and DDE review. 6. `pip-review` - Track every review meeting, examples, employee response, and support offered. 7. `preliminary-outcome` - If warning/dismissal may follow, provide proposed outcome and reasons, then allow response. 8. `final-outcome` - Record decision, reasons, response considered, and outcome letter. 9. `closed` - Close only when outcome communicated and documents are filed. Required documents: - Employment agreement and relevant policies. - Position description / expected standards. - Chronology of examples with dates and impact. - Informal coaching notes. - Support/training offered. - PIP document and review notes if formal. - Preliminary and final outcome records if formal. Next-step options Larry should present: - Continue informal coaching with a clearer review date. - Gather more evidence before any formal step. - Ask DDE to review before formal PIP. - Close/no further action if the concern is resolved or unsupported. --- ## Pathway 2: Disciplinary Issues Use for possible misconduct, serious misconduct, breach of policy, dishonesty, safety breach, harassment, bullying, or refusal to follow lawful/reasonable instruction. Stages: 1. `allegation-intake` - Record allegation, date/time, source, immediate risk, witnesses, and available evidence. - Do not decide outcome. 2. `immediate-risk-check` - Decide whether interim measures are needed: separation, safety control, paid suspension, preservation of evidence. - DDE review is required for suspension, serious misconduct, harassment, safety, theft, dishonesty, or possible dismissal. 3. `investigation-plan` - Identify evidence to gather and who will investigate. - Investigator/decision-maker should be as impartial as possible. 4. `evidence-gathering` - Gather statements, photos, messages, policy, CCTV, job records, and witness notes. 5. `invite-to-disciplinary-meeting` - Provide allegations, relevant information, possible outcomes, time/place, reasonable notice, and support-person/representative right. 6. `employee-response` - Record employee explanation and questions. - If new information appears, investigate before deciding. 7. `preliminary-decision` - Put proposed outcome and reasons in writing and allow comment before final decision. 8. `final-decision` - Consider response with an open mind; communicate final decision and reasons in writing. 9. `closed` - File all notes, letters, evidence, and outcome. Required documents: - Allegation summary. - Relevant policy/contract clause. - Evidence pack and witness notes. - Investigation notes/report. - Meeting invitation. - Meeting notes and employee response. - Preliminary decision and response. - Final decision/closure letter. Next-step options Larry should present: - Gather more evidence before inviting to a meeting. - Invite to investigation/disciplinary meeting. - Pause for DDE review. - Take no further action if unsupported. - Close with informal guidance if formal action is not proportionate. --- ## Pathway 3: Staff Feedback And Assessments Use for routine reviews, development conversations, probation check-ins, 30/60/90-day assessments, role-fit reviews, and non-disciplinary feedback. Stages: 1. `prepare-assessment` - Confirm purpose: development, probation, role fit, annual review, feedback, or promotion readiness. - Gather position description, prior goals, training records, attendance/quality/output examples. 2. `self-and-manager-input` - Ask employee for self-reflection where appropriate. - Gather manager feedback against objective criteria. 3. `assessment-meeting` - Discuss strengths, concerns, support needed, and goals. - Avoid ambushing with serious allegations; move to performance/disciplinary pathway if needed. 4. `development-plan` - Record goals, support, owners, and dates. 5. `follow-up` - Review progress and update tracker. 6. `closed` - File summary and close if no active follow-up remains. Required documents: - Position description / expected standards. - Assessment form or notes. - Self-assessment if used. - Manager notes. - Development goals/actions. - Follow-up notes. Next-step options Larry should present: - Schedule/checklist the review. - Gather missing inputs. - Move to performance pathway if concerns are persistent and material. - Close as development-only. --- ## Pathway 4: Pay Assessments Use for pay reviews, pay-rise requests, pay parity checks, role-change pay checks, and scheduled Formia pay assessments. Access: - Rohan can see and decide pay rates. - Managers can discuss criteria, process, and recommendations for their scope, but Larry must not expose restricted pay data to them unless authorised. Stages: 1. `eligibility-trigger` - Confirm why review is happening: 6-month Formia trigger, role change, employee request, market/parity concern, annual review. 2. `criteria-gathering` - Gather role, current responsibilities, performance/development evidence, reliability/attendance, skills, training, market context, internal parity considerations. 3. `restricted-pay-check` - If Rohan is requester, check pay records/spreadsheet as needed. - If manager is requester, record their recommendation and tell them Rohan must review pay data/decision. 4. `recommendation` - Summarise evidence, options, risks, and recommended next action. 5. `rohan-decision` - Rohan decides approve/decline/defer and amount/effective date. 6. `documentation-and-payroll` - File decision note and employee communication. - Update employment variation/payroll only after approval. 7. `closed` - Close when communicated and payroll/admin updates are confirmed. Required documents: - Trigger/reason for review. - Current role/responsibilities. - Performance/development evidence. - Manager recommendation. - Rohan decision. - Employee communication/variation, if applicable. - Payroll/iPayroll update confirmation. Next-step options Larry should present: - Gather manager evidence/recommendation. - Defer until review date. - Escalate to Rohan for pay-data review. - Approve/decline/defer only when Rohan is making the decision. --- ## Stop And Escalate Stop and recommend DDE/Rohan review when: - The possible outcome includes warning, final warning, dismissal, redundancy, settlement, suspension, or without-prejudice conversation. - Allegations involve safety, dishonesty, harassment, discrimination, bullying, theft, violence, substance use, protected disclosure, union involvement, or medical incapacity. - The employee raises personal grievance language, legal advice, union, discrimination, stress/health, or unfair treatment. - A manager wants to skip investigation, skip employee response, rush to outcome, or backdate paperwork. - Pay, payroll, contract variation, or role-change decision is requested without Rohan.
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