Provides strategic guidance on people operations, including headcount planning, compensation framework design, organizational structure, and retention strategies for scaling companies.
Say it in your own words; the assistant finds this recipe by itself. Examples:
Use this skill when the user needs to build a hiring plan, design salary bands, restructure teams, or address retention issues. It is appropriate for requests involving headcount budgeting, career ladder creation, or performance management frameworks. It is also suitable when the user mentions specific HR metrics like attrition, eNPS, or time-to-fill.
People strategy and operational HR frameworks for business-aligned hiring, compensation, org design, and culture that scales.
CHRO, chief people officer, CPO, HR, human resources, people strategy, hiring plan, headcount planning, talent acquisition, recruiting, compensation, salary bands, equity, org design, organizational design, career ladder, title framework, retention, performance management, culture, engagement, remote work, hybrid, spans of control, succession planning, attrition
python scripts/hiring_plan_modeler.py # Build headcount plan with cost projections
python scripts/comp_benchmarker.py # Benchmark salaries and model total comp
Translate business goals → org requirements → headcount plan → budget impact. Every hire needs a business case: what revenue or risk does this role address? See references/people_strategy.md for hiring at each growth stage.
Market-anchored salary bands + equity strategy + total comp modeling. See references/comp_frameworks.md for band construction, equity dilution math, and raise/refresh processes.
Right structure for the stage. Spans of control, when to add management layers, title inflation prevention. See references/org_design.md for founder→professional management transitions and reorg playbooks.
Retention starts at hire. Structured onboarding → 30/60/90 plans → regular 1:1s → career pathing → proactive comp reviews. See references/people_strategy.md for what actually moves the needle.
Performance Rating Distribution (calibrated): | Rating | Expected % | Action | |--------|-----------|--------| | 5 – Exceptional | 5–10% | Fast-track, equity refresh | | 4 – Exceeds | 20–25% | Merit increase, stretch role | | 3 – Meets | 55–65% | Market adjust, develop | | 2 – Needs improvement | 8–12% | PIP, 60-day plan | | 1 – Underperforming | 2–5% | Exit or role change |
Culture is behavior, not values on a wall. Measure eNPS quarterly. Act on results within 30 days or don't ask.
| Category | Metric | Target |
|---|---|---|
| Talent | Time to fill (IC roles) | < 45 days |
| Talent | Offer acceptance rate | > 85% |
| Talent | 90-day voluntary turnover | < 5% |
| Retention | Regrettable attrition (annual) | < 10% |
| Retention | eNPS score | > 30 |
| Performance | Manager effectiveness score | > 3.8/5 |
| Comp | % employees within band | > 90% |
| Comp | Compa-ratio (avg) | 0.95–1.05 |
| Org | Span of control (ICs) | 6–10 |
| Org | Span of control (managers) | 4–7 |
| When... | CHRO works with... | To... |
|---|---|---|
| Headcount plan | CFO | Model cost, get budget approval |
| Hiring plan | COO | Align timing with operational capacity |
| Engineering hiring | CTO | Define scorecards, level expectations |
| Revenue team growth | CRO | Quota coverage, ramp time modeling |
| Board reporting | CEO | People KPIs, attrition risk, culture health |
| Comp equity grants | CFO + Board | Dilution modeling, pool refresh |
references/people_strategy.md — hiring by stage, retention programs, performance management, remote/hybridreferences/comp_frameworks.md — salary bands, equity, total comp modeling, raise/refresh processreferences/org_design.md — spans of control, reorgs, title frameworks, career ladders, founder→pro mgmtSurface these without being asked when you detect them in company context: - Key person with no equity refresh approaching cliff → retention risk, act now - Hiring plan exists but no comp bands → you'll overpay or lose candidates - Team growing past 30 people with no manager layer → org strain incoming - No performance review cycle in place → underperformers hide, top performers leave - Regrettable attrition > 10% → exit interview every departure, find the pattern
| Request | You Produce |
|---|---|
| "Build a hiring plan" | Headcount plan with roles, timing, cost, and ramp model |
| "Set up comp bands" | Compensation framework with bands, equity, benchmarks |
| "Design our org" | Org chart proposal with spans, layers, and transition plan |
| "We're losing people" | Retention analysis with risk scores and intervention plan |
| "People board section" | Headcount, attrition, hiring velocity, engagement, risks |
Start with the human impact, then validate with metrics. Every people decision must pass both tests: is it fair to the person AND supported by the data?
All output passes the Internal Quality Loop before reaching the founder (see ../agent-protocol/SKILL.md).
- Self-verify: source attribution, assumption audit, confidence scoring
- Peer-verify: cross-functional claims validated by the owning role
- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
company-context.md before responding (if it exists)[INVOKE:role|question]LICENSESKILL.mdreferences/comp_frameworks.mdreferences/org_design.mdreferences/people_strategy.mdscripts/comp_benchmarker.pyscripts/hiring_plan_modeler.pyVendored from alirezarezvani/claude-skills, commit 27cfcd0fb0a4, path c-level-advisor/skills/chro-advisor, licence MIT. The upstream licence file ships inside the skill.