This Claude skill serves as a comprehensive HR and talent management consultant, providing expert frameworks to optimize the entire employee lifecycle. It offers actionable tools for strategic workforce planning, structured interview design, performance management using OKRs, and compensation strategy. By leveraging industry-standard methodologies like the STAR method, 9-box grid, and RACI matrices, it helps organizations build high-performing cultures, ensure pay equity, and implement data-driven DEI programs to improve retention and organizational efficiency.

When should I use hr-talent?

hr-talent is useful in the following scenarios: • Talent Acquisition & Interviewing: Designing competency-based interview rubrics and STAR-method scorecards to standardize hiring and reduce unconscious bias. • Performance & Goal Setting: Implementing OKR frameworks and annual performance cycles, including mid-year check-ins and calibration sessions to align team goals. • Compensation & Rewards Strategy: Developing total rewards philosophies and conducting pay equity analyses to ensure market competitiveness and internal fairness. • Organizational Design: Defining role accountabilities using RACI matrices and optimizing spans of control for different management levels to improve decision-making speed. • Succession Planning & DEI: Identifying high-potential talent using the 9-box assessment and tracking diversity metrics across hiring, promotion, and retention to build an inclusive workforce.

name	hr-talent
description	HR and talent management expertise for talent acquisition, performance management, compensation strategy, organizational design, culture building, succession planning, and D&I programs. Use when hiring, managing performance, designing organizations, or building culture.

HR & Talent Expert

Comprehensive HR frameworks for talent acquisition, performance management, and organizational development.

Talent Acquisition

Strategic Workforce Planning

WORKFORCE PLANNING PROCESS:

1. DEMAND ANALYSIS
   - Business strategy alignment
   - Headcount projections (growth, attrition, productivity)
   - Skills gap analysis
   - Scenario modeling

2. SUPPLY ANALYSIS
   - Current workforce inventory
   - Skills assessment
   - Retirement projections
   - Internal mobility potential

3. GAP ANALYSIS
   - Quantity gaps (headcount)
   - Quality gaps (skills, capabilities)
   - Location gaps (geographic)
   - Timeline gaps (when needed)

4. ACTION PLANNING
   - Build (develop internally)
   - Buy (external hiring)
   - Borrow (contingent, partnerships)
   - Bot (automation)

Recruiting Metrics

Metric	Formula	Benchmark
Time to Fill	Days from req open to offer accept	30-45 days
Time to Hire	Days from first contact to start	25-35 days
Cost per Hire	Total recruiting costs / Hires	$3,000-$5,000
Quality of Hire	Performance + Retention + Time to Productivity	80%+
Offer Acceptance Rate	Offers accepted / Offers made	85%+
Source Effectiveness	Hires by source / Applications by source	Varies
Diversity Hiring	Diverse hires / Total hires	Target-based

Interview Framework

STRUCTURED INTERVIEW DESIGN:

COMPETENCY-BASED:
- Define success profile
- Identify critical competencies
- Develop behavioral questions (STAR)
- Create scoring rubric

INTERVIEW SCORECARD:
| Competency | Weight | 1-5 Rating | Notes |
|------------|--------|------------|-------|
| Technical skills | 30% | | |
| Problem solving | 20% | | |
| Leadership | 20% | | |
| Culture fit | 15% | | |
| Communication | 15% | | |

STAR METHOD:
S - Situation: Context and background
T - Task: Responsibility and objective
A - Action: Steps taken personally
R - Result: Outcomes and learnings

Performance Management

Performance Framework

ANNUAL CYCLE:

Q1: Goal Setting
- Cascade from corporate objectives
- SMART goal creation
- Development goal inclusion
- Manager-employee alignment

Q2: Mid-Year Check-in
- Progress review
- Goal adjustment
- Feedback exchange
- Development discussion

Q3: Continuous Feedback
- Ongoing conversations
- Real-time recognition
- Course correction
- Skill development

Q4: Annual Review
- Performance assessment
- Calibration sessions
- Compensation decisions
- Development planning

Goal Setting (OKR Framework)

OBJECTIVE: Qualitative description of what you want to achieve
- Inspirational
- Time-bound
- Action-oriented

KEY RESULTS: Quantitative measures of success
- Specific and measurable
- Aggressive but achievable
- Outcome-based (not task-based)

EXAMPLE:
Objective: Build a world-class engineering team
KR1: Increase eng hiring from 10 to 25/quarter
KR2: Improve offer acceptance rate from 70% to 85%
KR3: Reduce new hire 6-month attrition from 15% to 5%
KR4: Achieve 4.5/5.0 team engagement score

Performance Calibration

Rating	Distribution	Definition
Exceptional	5-10%	Consistently exceeds, role model
Exceeds	20-25%	Above expectations, strong performer
Meets	55-65%	Achieves expectations, solid contributor
Needs Improvement	10-15%	Below expectations, support needed
Unsatisfactory	0-5%	Significantly below, action required

Compensation Strategy

Total Rewards Philosophy

COMPENSATION ELEMENTS:

BASE SALARY
- Market positioning (P25, P50, P75)
- Pay grades and ranges
- Geographic differentials
- Compression management

SHORT-TERM INCENTIVE
- Annual bonus
- Performance metrics (corporate, business, individual)
- Target and maximum payouts
- Threshold requirements

LONG-TERM INCENTIVE
- Stock options
- Restricted stock units (RSUs)
- Performance shares
- Vesting schedules

BENEFITS
- Health and welfare
- Retirement (401k match, pension)
- Time off
- Perquisites

Market Positioning Strategy

Percentile	Philosophy	When to Use
P75+	Lead	Critical skills, war for talent
P50-P75	Competitive	Key roles, retention focus
P50	Market	Standard positions
P25-P50	Lag	Offset by other rewards

Pay Equity Analysis

ANALYSIS FRAMEWORK:

1. STATISTICAL ANALYSIS
   - Regression analysis controlling for:
     - Job level/grade
     - Performance rating
     - Tenure
     - Geography
     - Education/credentials

2. COHORT ANALYSIS
   - Same job, same location
   - Compa-ratio comparisons
   - Progression analysis

3. ROOT CAUSE INVESTIGATION
   - Starting salary disparities
   - Promotion rate differences
   - Merit increase patterns
   - Hire mix analysis

4. REMEDIATION
   - Adjustment budgets
   - Process improvements
   - Policy changes
   - Monitoring systems

Organizational Design

Organization Structure Models

Structure	Best For	Advantages	Disadvantages
Functional	Stable, efficiency-focused	Expertise, efficiency	Silos, slow decisions
Divisional	Diverse products/markets	Accountability, responsiveness	Duplication, competition
Matrix	Complex, multiple priorities	Flexibility, resource sharing	Conflict, complexity
Flat	Innovation, speed	Agility, empowerment	Scale limitations
Network	Partnerships, outsourcing	Flexibility, cost	Control, coordination

Span of Control Guidelines

Level	Typical Span	Factors
Executive	5-8 direct reports	Complexity, strategy time
Director	6-10 direct reports	Team maturity, role complexity
Manager	8-15 direct reports	Task similarity, systems
Supervisor	15-25+ direct reports	Routine work, clear processes

Role Design (RACI Matrix)

R - Responsible: Does the work
A - Accountable: Final decision authority
C - Consulted: Provides input
I - Informed: Kept updated

| Activity | Role A | Role B | Role C | Role D |
|----------|--------|--------|--------|--------|
| Task 1 | A | R | C | I |
| Task 2 | A/R | C | | I |
| Task 3 | A | R | R | C |

Culture & Engagement

Culture Framework

CULTURE ELEMENTS:

VALUES: Core beliefs guiding behavior
- What we stand for
- How we make decisions
- What we reward and recognize

NORMS: Unwritten rules of behavior
- How we communicate
- How we collaborate
- How we handle conflict

SYMBOLS: Visible representations
- Physical space design
- Dress code
- Rituals and ceremonies

PRACTICES: How work gets done
- Meeting culture
- Decision-making processes
- Recognition programs

Employee Engagement Survey

Category	Sample Questions	Target
Engagement	"I would recommend this company"	80%+
Purpose	"My work makes a difference"	85%+
Development	"I have growth opportunities"	70%+
Manager	"My manager supports me"	80%+
Recognition	"I feel valued for my contributions"	75%+
Wellbeing	"I can maintain work-life balance"	70%+

eNPS (Employee Net Promoter Score)

CALCULATION:
eNPS = % Promoters (9-10) - % Detractors (0-6)

SCORING:
70+ Excellent
50-69 Great
30-49 Good
10-29 Average
<10 Needs Work

ACTION PLANNING:
- Segment by team, location, tenure
- Identify drivers through comments
- Create targeted improvement plans
- Close the loop with employees

Succession Planning

Succession Framework

9-BOX ASSESSMENT:

                    PERFORMANCE
                    Low     Medium    High
POTENTIAL   High    Enigma  Rising    High
                            Star      Potential
            Medium  Under   Core      High
                    Performer Performer Performer
            Low     Poor    Effective Solid
                    Fit     Performer Performer

Succession Planning Process

1. IDENTIFY CRITICAL ROLES
   - Business impact
   - Difficulty to fill
   - Single points of failure
   - Strategic importance

2. ASSESS TALENT
   - Current performance
   - Future potential
   - Readiness timeline
   - Risk of departure

3. DEVELOP SUCCESSORS
   - Individual development plans
   - Stretch assignments
   - Mentoring/coaching
   - Formal training

4. REVIEW AND UPDATE
   - Annual talent reviews
   - Emergency succession
   - Pipeline health metrics

Readiness Assessment

Timeline	Characteristics	Development Focus
Ready Now	Can perform immediately	Retention, engagement
Ready 1-2 Years	Needs minor development	Targeted experiences
Ready 3-5 Years	High potential, gaps exist	Accelerated development
Long-term	Early career potential	Foundational development

Diversity, Equity & Inclusion

DEI Strategy Framework

DIMENSIONS OF DIVERSITY:
- Identity: Race, gender, age, disability, LGBTQ+
- Experience: Background, education, industry
- Cognitive: Thinking styles, perspectives

EQUITY FOCUS AREAS:
- Hiring practices
- Promotion rates
- Compensation parity
- Access to opportunities
- Voice and representation

INCLUSION INDICATORS:
- Belonging scores
- Retention by demographic
- Participation rates
- Psychological safety

DEI Metrics Dashboard

Metric	Measurement	Cadence
Representation	% by demographic across levels	Quarterly
Hiring	Application, interview, offer by demographic	Monthly
Promotion	Promotion rate by demographic	Annual
Retention	Turnover by demographic	Quarterly
Pay Equity	Adjusted pay gaps	Annual
Inclusion	Survey scores by demographic	Semi-annual

Inclusive Hiring Practices

BIAS REDUCTION:
- [ ] Diverse interview panels
- [ ] Structured interviews
- [ ] Skills-based assessments
- [ ] Blind resume review
- [ ] Diverse candidate slates
- [ ] Inclusive job descriptions
- [ ] Equitable sourcing
- [ ] Interview training

HR Analytics

Key HR Metrics

Category	Metric	Formula
Turnover	Voluntary Turnover	Voluntary terms / Avg headcount
	Regrettable Turnover	High performer terms / High performers
	First Year Turnover	<1 yr terms / New hires
Retention	Retention Rate	(Start HC - Terms) / Start HC
Engagement	eNPS	Promoters% - Detractors%
Development	Internal Fill Rate	Internal hires / Total hires
Productivity	Revenue per Employee	Revenue / FTE
Cost	HR Cost per Employee	Total HR cost / FTE

hr-talent

When & Why to Use This Skill

Use Cases