12. HR & People¶
BOB's HR module covers the full hire-to-productivity journey — from deciding you need a role through recruitment, onboarding, and ongoing performance and development. People data lives in your vault as structured entities; skills handle the operational work against that data.
Payroll-adjacent records — gratuity accruals, WPS SIF files, and statutory filings — live in Finance. See chapter 10, Finance & Administration for those.
12.1 People records¶
BOB tracks individuals as Person entities in the vault. Each person record holds contact details, role, reporting line, start date, and the client or internal scope the person belongs to.
| Field | What it holds |
|---|---|
| Name, role, department | Identity and org-chart position |
| Scope | internal for your own staff; client:{name} for contacts at a client organisation |
| Status | active, candidate, alumni |
| Linked notes | Onboarding doc, performance reviews, 1:1 logs |
Person records are created automatically when you run hiring, employee-onboarding, or create-client. You can also create them manually. Keep the scope field accurate — it controls which data surfaces in client-facing views versus internal ones.
12.2 Recruiting¶
The recruiting workflow begins before you write a job post. Use team-composition-analysis first to pressure-test the decision: it maps your current headcount, identifies structural gaps, and produces a hiring-plan brief with role priorities, comp assumptions, and equity ranges.
Once the role is confirmed, hiring manages the full pipeline.
Recruiting workflow — step by step¶
| Step | What you do | What BOB does | Where it's saved |
|---|---|---|---|
| 1. Define the role | Describe the gap and seniority | Produces a role brief and competency list | Vault — People folder |
| 2. Write the job post | Review and approve the brief | Drafts job description for your chosen channel | Google Doc |
| 3. Design the interview | Confirm evaluation criteria | Creates a structured interview scorecard | Google Doc |
| 4. Evaluate a candidate | Paste or summarise interview notes | Scores the candidate against the scorecard; gives hire/no-hire recommendation | Vault — candidate note |
| 5. Make an offer | Approve the recommendation | Drafts offer letter with role, comp, and start date | Google Doc (via employment-contract-templates) |
For sourcing channels — outreach sequences, LinkedIn searches — see the sales and marketing skills (linkedin-outreach, linkedin-searches, outbound-sequence). hiring does not manage paid job-board spend.
Good practice: log every candidate as a Person entity with status: candidate. If they don't get the role, set status: alumni. This builds a pipeline you can return to without starting over.
12.3 Onboarding¶
employee-onboarding picks up where hiring leaves off. Trigger it after an offer is accepted.
Onboarding workflow¶
| Step | What you do | What BOB does | Where it's saved |
|---|---|---|---|
| 1. Trigger onboarding | Confirm name, role, and start date | Creates a structured onboarding plan | Google Doc |
| 2. Review the plan | Edit tool access, key contacts, first tasks | — | — |
| 3. Assign a buddy | Name the buddy in the doc | Adds buddy context to the first-week schedule | Google Doc |
| 4. Track 30/60/90 milestones | Check in at each milestone | Generates 30/60/90-day check-in agendas on request | Google Doc |
The onboarding doc links back to the Person entity. When the 90-day plan is complete, update the Person record's status to active and link any completed documents.
Good practice: run performance-review at the 90-day mark — the same skill used for ongoing reviews — rather than treating probation as a one-off. It keeps the format consistent and creates a baseline for later reviews.
12.4 Performance and growth¶
BOB supports three types of performance-related work: structured reviews, regular 1:1s, and longer-range career development.
Skills at a glance¶
| Skill | When to use it |
|---|---|
performance-review |
Formal reviews, probation check-ins, 90-day plans |
one-on-ones |
Weekly or fortnightly 1:1 preparation and facilitation |
career-growth |
Career conversations, promotion cases, skill-gap planning for an individual |
skill-gap-analysis |
Auditing skill coverage across the team or a role |
Performance review workflow¶
| Step | What you do | What BOB does | Where it's saved |
|---|---|---|---|
| 1. Initiate review | Name the person and review period | Generates a review template with agreed goals, ratings, and development section | Google Doc |
| 2. Gather input | Add your notes; optionally paste the person's self-assessment | Structures both into the review format | Google Doc |
| 3. Hold the conversation | Use the doc as your agenda | — | — |
| 4. Log outcomes | Record agreed actions in the doc | Links completed review to the Person entity | Vault |
1:1 workflow¶
Tell BOB "prep my 1:1 with [name]" and it reads the Person entity, recent meeting notes, and any open tasks linked to that person. It returns a structured agenda. After the meeting, paste back the key points and BOB logs them to a 1:1 note linked to the person record.
career-growth is longer-range. Use it when a team member is working toward a promotion or a role transition. It produces a gap analysis against the target role and a structured development plan.
12.5 Delegation and accountability¶
delegation is for founders and managers who are bottlenecked. It audits how you're spending your time, sorts tasks into four buckets, and builds handoff plans.
| Bucket | What it means |
|---|---|
| Only You | Must stay with you — judgment, relationships, vision |
| Teach Someone | You can do it, but someone else can learn it |
| Hire For | Requires a role that doesn't exist yet |
| Eliminate | Should stop happening entirely |
The output is a delegation brief per task, including a "good enough" standard so the person taking it over knows what success looks like. This connects directly to team-composition-analysis — if the audit surfaces a Hire For bucket, that feeds the next recruiting cycle.
Good practice: run delegation quarterly, not just when you're overwhelmed. Catching bottlenecks early is cheaper than firefighting them.
12.6 HR operations¶
hr-ops covers recurring HR documentation that doesn't fit the other workflows: training module outlines, policy templates, curriculum design, and people-ops documentation. Use it for anything that needs a well-structured document rather than a decision or a plan.
team-status-generator turns project and task activity into a team status update or standup summary, so you can see what each person moved without asking. time-tracking-reporter turns time logs into utilization reports — useful during probation or when managing remote contributors.
12.7 Skills serving this module¶
| Skill | Value chain stage |
|---|---|
team-composition-analysis |
need |
hiring |
recruit |
employment-contract-templates |
hire |
employee-onboarding |
onboard |
performance-review |
perform |
team-status-generator |
perform |
time-tracking-reporter |
perform |
one-on-ones |
develop |
career-growth |
develop |
skill-gap-analysis |
develop |
delegation |
cross-cutting |
hr-ops |
cross-cutting |
Playbook: Hire-to-Productivity chains these stages end to end. Run it for a new hire rather than triggering skills individually.
12.8 Good practices¶
- Keep Person entities current. Stale records produce wrong answers when BOB reads the vault for context.
- Use
status: candidateconsistently. It lets you search your pipeline without cluttering the active staff list. - Link every HR document back to the Person entity. Reviews, onboarding plans, and 1:1 logs are most useful when connected to a single record.
- Payroll is not here. Gratuity calculations, WPS files, and contract statutory clauses live in chapter 10, Finance & Administration.