AI HR Prompts

**Role:** You are a senior talent acquisition specialist and interview design expert with deep knowledge of structured interviewing methodologies and competency-based assessment. **Task:** Design a structured interview question set for the candidate profile described below. **Input:** - Job title: [job_title] - Seniority level: [seniority_level] - Number of questions: [number] - Key competency 1: [key_competency_1] - Key competency 2: [key_competency_2] - Key competency 3: [key_competency_3] **Output format:** ### Interview Question Set: [job_title] ([seniority_level]) **Assessment matrix:** | # | Question type | Competency assessed | Difficulty | |---|---------------|---------------------|------------| [Map all [number] questions to competencies and difficulty levels] --- For each question, use this structure: **Q[number]: [question text]** - **Type:** [Behavioral / Technical / Situational] - **Competency assessed:** [key_competency_1/2/3] - **What a strong answer demonstrates:** [2-3 specific indicators] - **Red flags:** [1-2 warning signs in weak answers] - **Follow-up probe:** [One follow-up question to dig deeper] --- **Scoring rubric:** | Rating | Description | |--------|-------------| | 1 — Does not meet | [criteria] | | 2 — Partially meets | [criteria] | | 3 — Meets | [criteria] | | 4 — Exceeds | [criteria] | **Constraints:** - Distribute questions across all three competencies: [key_competency_1], [key_competency_2], [key_competency_3] - Include at least 1 behavioral, 1 technical, and 1 situational question - Calibrate difficulty and expected depth to [seniority_level] — do NOT ask junior-level questions for senior candidates or vice versa - Use the STAR method framing (Situation, Task, Action, Result) for behavioral questions - Do NOT include illegal or inappropriate questions (e.g., age, marital status, religion, disability, national origin) - Do NOT include brainteasers or trick questions — every question must assess a stated competency - Keep each question under 40 words for clarity during live interviews

**Role:** You are a senior HR business partner with expertise in performance management systems and constructive feedback delivery. **Context:** This template will be used by a manager to conduct a formal performance review. The language must be objective, evidence-based, and forward-looking — never punitive or vague. **Task:** Generate a structured performance review template for the employee described below. **Input:** - Employee name: [employee_name] - Department: [department] - Job title: [job_title] - Review period: [review_period] - Core competency 1: [competency_1] - Core competency 2: [competency_2] **Output format:** ### Performance Review: [employee_name] **Role:** [job_title] | **Department:** [department] | **Period:** [review_period] --- **Section 1: Key Achievements** [3-5 bullet points — each citing a specific, observable accomplishment during [review_period]. Use format: "[What was achieved] — [measurable impact or outcome]"] [MANAGER INPUT NEEDED — replace bracketed examples with actual achievements] **Section 2: Competency Assessment** | Competency | Rating (1-5) | Evidence / Examples | |------------|:------------:|---------------------| | [competency_1] | [MANAGER INPUT NEEDED] | [Cite specific behaviors or deliverables] | | [competency_2] | [MANAGER INPUT NEEDED] | [Cite specific behaviors or deliverables] | **Rating scale:** 1 = Below expectations | 2 = Partially meets | 3 = Meets expectations | 4 = Exceeds | 5 = Exceptional **Section 3: Areas for Development** [1-3 areas — each framed as a growth opportunity, not a deficiency. Use format: "[Skill or behavior to develop] — [Why it matters for their growth] — [Suggested action or resource]"] **Section 4: Goals for Next Period** | # | Goal | Success metric | Timeline | Support needed | |---|------|----------------|----------|----------------| | 1 | [SMART goal] | [Measurable indicator] | [Date] | [Resources, training, mentorship] | | 2 | [SMART goal] | [Measurable indicator] | [Date] | [Resources, training, mentorship] | **Section 5: Employee Self-Assessment** (to be completed by employee) [Leave blank — employee fills in before the review meeting] **Section 6: Manager Summary** [2-3 sentences: overall assessment, recognition of strengths, and the single most impactful development focus for the next period] [MANAGER INPUT NEEDED] **Scope:** - In scope: structured review template with achievements, competency ratings, development areas, SMART goals, and manager summary - Out of scope: compensation adjustment recommendations, promotion decisions, calibration across teams, disciplinary documentation **Constraints:** - Clearly mark all sections requiring human input with [MANAGER INPUT NEEDED] - Use objective, behavior-based language — no subjective adjectives (e.g., "bad attitude," "great person") - Frame development areas as growth opportunities, not criticisms - Goals must follow SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) - Do NOT include comparative language about other employees - Do NOT include language that could be interpreted as discriminatory or retaliatory - Keep total template under 600 words excluding placeholder text - IMPORTANT: This is a template. Ensure compliance with your organization's performance management policy and applicable employment regulations before use.

**Role:** You are a senior people operations manager specializing in employee onboarding programs that accelerate time-to-productivity and strengthen retention. **Task:** Create a structured onboarding checklist for the new hire described below. **Input:** - Job title: [job_title] - Company name: [company_name] - Department: [department] - Specific training required: [specific_training] **Output format:** ### Onboarding Checklist: [job_title] — [department] **Phase 1: Pre-Arrival (1-2 weeks before start)** | # | Task | Owner | Due | Status | |---|------|-------|-----|--------| [5-7 items: IT setup, workspace preparation, account provisioning, welcome materials, paperwork, team notification, buddy assignment] **Phase 2: Day 1 — Orientation** | # | Task | Owner | Time | Status | |---|------|-------|------|--------| [6-8 items: welcome meeting, office tour or virtual walkthrough, IT setup verification, key introductions, HR paperwork, security and access, first-day essentials] **Phase 3: Week 1 — Foundation** | # | Task | Owner | Due | Status | |---|------|-------|-----|--------| [5-7 items: team introductions, key stakeholder meetings, role expectations review, tool training, [specific_training] enrollment, initial assignments] **Phase 4: 30-Day Checkpoint** | Focus area | Expected milestone | Check-in method | |------------|-------------------|-----------------| [3-4 milestones: role clarity, relationship building, initial deliverables, training progress] **Phase 5: 60-Day Checkpoint** | Focus area | Expected milestone | Check-in method | |------------|-------------------|-----------------| [3-4 milestones: independent work, cross-team collaboration, deepening skills] **Phase 6: 90-Day Review** | Focus area | Expected milestone | Check-in method | |------------|-------------------|-----------------| [3-4 milestones: full productivity, performance against role expectations, development plan, onboarding feedback] **Constraints:** - Assign a clear owner (HR, manager, IT, buddy) to every task — no unowned items - Sequence tasks logically — dependencies must be completable in order - Include [specific_training] explicitly in the Week 1 phase - Do NOT overload Day 1 — limit to orientation essentials; spread learning across Week 1 - Do NOT include generic filler tasks — every item should be actionable and role-relevant - Keep each phase concise: maximum 8 items per phase - Include a feedback mechanism at the 90-day mark for the new hire to evaluate the onboarding experience **Scope:** - In scope: 6-phase onboarding checklist (pre-arrival through 90-day review) with tasks, owners, and milestones - Out of scope: training content creation, IT provisioning execution, buddy program design, HR paperwork templates

**Role:** You are a senior HR policy writer with expertise in employment law and clear, accessible policy communication. **Context:** This section will be published in the official employee handbook of [company_name]. It must be written in plain language that any employee can understand, while maintaining legal defensibility. The policy will apply in [industry_or_location], where specific regulations may govern this topic. **Task:** Write an employee handbook section on the policy topic described below. **Input:** - Company name: [company_name] - Policy topic: [policy_topic] - Specific aspect 1: [specific_aspect_1] - Specific aspect 2: [specific_aspect_2] - Industry or location: [industry_or_location] **Output format:** ### [policy_topic] **Effective date:** [INSERT DATE] **Applies to:** [Specify employee groups — all employees, specific departments, etc.] **Last reviewed:** [INSERT DATE] **1. Purpose** [2-3 sentences: why this policy exists, what it aims to achieve, and how it supports the organization and its employees] **2. Scope** [Who is covered, when the policy applies, and any exclusions] **3. Policy Statement** [Core policy language covering [specific_aspect_1] and [specific_aspect_2]. Write in clear, declarative sentences. Each paragraph should address one rule or expectation.] **4. Examples** | Situation | Acceptable | Unacceptable | Why | |-----------|------------|--------------|-----| [3-4 concrete scenarios illustrating how the policy applies in practice] **5. Employee Responsibilities** [3-5 bullet points: what is expected of employees under this policy] **6. Manager Responsibilities** [3-5 bullet points: what is expected of managers in enforcing and supporting this policy] **7. Consequences of Non-Compliance** [Graduated consequences: verbal warning, written warning, further action. State that consequences are applied consistently and proportionally.] **8. Reporting & Resources** [How employees can ask questions, report concerns, or request accommodations. Include placeholders for specific contacts.] **Constraints:** - Write in plain language at an 8th-grade reading level — avoid legal jargon unless defining a required term - Define any legal or technical terms at first use - Use "will" for obligations, "may" for discretionary actions — be consistent - Do NOT include provisions that conflict with common employment law principles (e.g., at-will employment disclaimers, anti-retaliation protections) - Flag any section that requires jurisdiction-specific legal review with [LEGAL REVIEW NEEDED — verify compliance with [industry_or_location] regulations] - Do NOT present this policy as exhaustive — include: "This policy does not cover every possible situation. Contact HR for guidance on matters not addressed here." - Keep the total section between 500-800 words - IMPORTANT: This is a draft template. Have employment counsel review before publication to ensure compliance with applicable federal, state/provincial, and local laws. **Scope:** - In scope: single handbook section with purpose, scope, policy statement, examples, responsibilities, consequences, and reporting - Out of scope: full employee handbook, legal compliance audit, policy enforcement procedures, HR system configuration

**Role:** You are a senior HR business partner with experience conducting termination conversations with dignity and legal compliance. **Context:** This script will be used by a manager or HR representative in a live termination meeting. The language must be legally defensible and emotionally appropriate. **Task:** Create a termination conversation script for the scenario described below. **Input:** - Employee name: [employee_name] - Job title: [job_title] - Termination reason: [termination_reason] - Specific benefit to address: [specific_benefit] - Specific concern to address: [specific_concern] **Output format:** ### Opening (1-2 minutes) [Direct, compassionate opening that states the purpose of the meeting without small talk] ### Decision Statement [Clear, concise statement of the termination decision with reason — 2-3 sentences maximum] ### Logistics - Final paycheck: [timing and method] - Benefits: [specific_benefit] continuation details - Company property return: [process] - Access and systems: [deactivation timeline] ### Handling Difficult Responses | If they say/do... | Respond with... | |---|---| | [emotional reaction] | [empathetic, redirecting response] | | [challenge to decision] | [firm but respectful response] | | [questions about reason] | [factual, non-defensive response] | | [specific_concern] | [prepared, empathetic response addressing this concern directly] | ### Closing [Dignified closing with clear next steps and contact information for follow-up] **Constraints:** - Use neutral, non-discriminatory language throughout - Do NOT include language that could imply the decision is negotiable - Do NOT include performance details beyond what is needed to explain the decision - Do NOT use euphemisms that obscure the message (say "your employment is ending," not "we're making changes") - Keep the script under 500 words — brevity shows respect for their time - Adapt tone to be direct yet compassionate — preserve the employee's dignity - IMPORTANT: This is a draft template. Flag any section that should be reviewed by employment counsel before use with [LEGAL REVIEW NEEDED]. Consult legal/HR counsel and verify compliance with local labor laws before use in any termination meeting. **Scope:** - In scope: termination conversation script with opening, decision statement, logistics, difficult response handling, and closing - Out of scope: severance package calculation, legal documentation, unemployment filing guidance, outplacement services

**Role:** You are a senior HR operations specialist with expertise in employment documentation and offer letter compliance. **Context:** This letter will be sent as a formal employment offer and may be treated as a contractual document. The language must be precise, legally appropriate, and welcoming. **Task:** Draft a formal offer letter for the candidate described below. **Input:** - Candidate name: [candidate_name] - Job title: [job_title] - Company name: [company_name] - Start date: [start_date] - Annual salary: [salary_amount] - Key benefit to highlight: [key_benefit] - Reporting manager: [manager_name] - Contingency requirements: [background_check_or_other] **Output format:** [company_name] letterhead [Date] Dear [candidate_name], **Subject: Offer of Employment — [job_title]** **Section 1: Offer Statement** [1-2 sentences: express enthusiasm, state the position offered, and confirm employment type (full-time/part-time/contract)] **Section 2: Compensation** - Annual salary: [salary_amount], paid [frequency — e.g., bi-weekly/monthly] - [key_benefit]: [brief description of this specific benefit] - Additional benefits: [summary reference to benefits package — do not enumerate all benefits here] **Section 3: Role Details** - Start date: [start_date] - Reporting to: [manager_name] - Work location: [INSERT — on-site/remote/hybrid and location] - Working hours: [INSERT — standard working hours] **Section 4: Contingencies** This offer is contingent upon satisfactory completion of: - [background_check_or_other] - [Any additional contingencies — INSERT or remove if none] **Section 5: Acceptance & Next Steps** - Acceptance deadline: [INSERT — typically 5-7 business days from offer date] - How to accept: [sign and return / digital signature / email confirmation] - Pre-boarding contact: [INSERT — name and email for questions] **Section 6: At-Will Statement / Employment Terms** [LEGAL REVIEW NEEDED — insert jurisdiction-appropriate employment terms statement] **Closing** [Warm, professional closing expressing anticipation of their contribution] Sincerely, [Hiring manager or HR representative name] [Title] [company_name] **Constraints:** - Use warm but precise language — this is both a welcome and a legal document - Do NOT include compensation details beyond what is specified — do not invent bonus structures, equity, or benefits not provided in the input - Do NOT include non-compete or restrictive covenant language unless explicitly requested - Clearly mark all sections requiring company-specific input with [INSERT] - Flag the at-will/employment terms section with [LEGAL REVIEW NEEDED] — employment terms vary significantly by jurisdiction - Keep the letter to one page (approximately 350-500 words) - IMPORTANT: This is a draft. Have employment counsel review before sending to ensure compliance with applicable federal, state/provincial, and local employment laws. **Scope:** - In scope: formal offer letter with compensation, role details, contingencies, acceptance instructions, and employment terms - Out of scope: benefits enrollment documents, background check processing, relocation package, employment contract drafting

**Role:** You are a senior talent acquisition specialist with expertise in candidate experience management and employer brand preservation. **Context:** This email will be sent to a candidate who invested time and effort in your hiring process. How rejections are communicated directly impacts employer reputation and future candidate pipelines. The tone must convey genuine respect. **Task:** Write a rejection email for the candidate described below. **Input:** - Candidate name: [candidate_name] - Job title: [job_title] - Interview stage reached: [interview_stage] - Specific feedback reason (if appropriate to share): [specific_reason] - Company name: [company_name] **Output format:** **Subject line:** Your application for [job_title] at [company_name] Dear [candidate_name], **Paragraph 1: Acknowledgment** [Thank them specifically for the time and effort invested through [interview_stage]. Reference something concrete about the process to show it was not a form email.] **Paragraph 2: Decision** [State the decision directly — do not bury it. If [specific_reason] is appropriate to share, include brief, constructive feedback. If not appropriate, state that the decision was based on alignment with current needs.] **Paragraph 3: Forward-looking close** [Encourage future applications genuinely — only if the candidate would realistically be considered. Provide a specific action if possible (e.g., "follow our careers page," "connect on LinkedIn"). Wish them well.] [Professional sign-off] [Name, title, company_name] **Constraints:** - Total email: 120-180 words — concise respects their time - Send within 3-5 business days of the decision - Do NOT use hollow phrases ("after careful consideration" without substance, "we were impressed but...") - Do NOT provide detailed feedback that could expose the company to legal risk — keep [specific_reason] high-level and constructive - Do NOT leave ambiguity about the decision — be clear that the role has been filled or they are not advancing - Do NOT use a generic template feel — personalize to [candidate_name] and [interview_stage] - Tone: respectful, empathetic, and honest — treat the candidate as you would want to be treated - Preserve dignity — assume this email may be shared publicly (e.g., on Glassdoor or social media) **Scope:** - In scope: one rejection email with acknowledgment, decision statement, optional constructive feedback, and forward-looking close - Out of scope: candidate pipeline management, employer brand strategy, feedback survey design, ATS configuration

**Role:** You are an organizational development facilitator specializing in team dynamics and experiential learning design. **Task:** Design a team-building activity for the team described below, with a focus on achieving a specific developmental objective — not just entertainment. **Input:** - Team name: [team_name] - Team size: [team_size] - Objective: [objective] - Duration: [duration] - Format: [in_person_or_remote] - Budget: [budget_amount] **Output format:** ### Activity: [Activity Name] **Objective:** [objective] | **Format:** [in_person_or_remote] | **Duration:** [duration] | **Budget:** [budget_amount] --- **1. Activity Overview** [3-4 sentences: what participants will do, how it connects to [objective], and why this format is effective for [team_size] people] **2. Pre-Activity Preparation** | Item | Details | Owner | |------|---------|-------| [3-5 preparation items: materials, setup, communications, technology requirements] **3. Activity Flow** | Time | Phase | Activity | Facilitator notes | |------|-------|----------|-------------------| [Break [duration] into timed segments: opening and framing (5-10 min), main activity, and debrief. Each segment should have clear instructions.] **4. Facilitation Tips** [4-5 bullet points: how to handle low engagement, dominant participants, remote participation challenges, and how to keep the activity connected to [objective]] **5. Debrief Questions** [4-5 reflection questions that connect the activity experience back to [objective] and daily teamwork. Frame as open-ended questions, not yes/no.] **6. Follow-Up Actions** [2-3 concrete actions the team or manager can take after the activity to sustain the impact] **Constraints:** - Design the activity for exactly [team_size] participants — do not default to generic group sizes - Ensure the activity is accessible and inclusive — account for physical abilities, introvert/extrovert balance, and cultural sensitivity - Stay within [budget_amount] — itemize costs if materials are needed - If [in_person_or_remote] is remote, all activities must work with standard video conferencing tools (no specialized software) - Do NOT suggest activities that require alcohol, are physically risky, or could make participants uncomfortable - Do NOT design pure entertainment — every activity element must connect to [objective] - Keep facilitation instructions clear enough for a non-professional facilitator to run **Scope:** - In scope: one team-building activity with preparation checklist, timed activity flow, facilitation tips, debrief, and follow-up actions - Out of scope: team effectiveness assessment, annual team development plan, event venue booking, catering arrangements

**Role:** You are a senior HR business partner and certified workplace mediator with expertise in de-escalating interpersonal conflicts while preserving professional relationships and psychological safety. **Context:** This framework will be used by a manager or HR representative to mediate a workplace conflict. The situation is likely emotionally charged, and the approach must prioritize fairness, neutrality, and dignity for all parties. **Task:** Develop a conflict resolution plan for the situation described below. **Input:** - Conflict description: [conflict_description] - Party 1: [party_1] - Party 2: [party_2] - Department: [department] - Specific issue to address: [specific_issue] **Output format:** ### Conflict Resolution Plan: [department] --- **Phase 1: Initial Assessment (Before any meetings)** | Step | Action | Purpose | |------|--------|---------| [3-4 steps: review documentation, identify the core issue vs. symptoms, assess severity, determine whether mediation is appropriate or whether escalation is needed] **Phase 2: Individual Conversations** **Meeting with [party_1]:** - Opening statement: [neutral framing that explains the purpose without assigning blame] - Key questions to ask: [3-4 open-ended questions to understand their perspective] - What to listen for: [specific signals related to [specific_issue]] **Meeting with [party_2]:** - Opening statement: [same neutral framing — consistency is critical] - Key questions to ask: [3-4 open-ended questions] - What to listen for: [specific signals related to [specific_issue]] **Phase 3: Mediated Discussion** **Ground rules to establish before starting:** [4-5 ground rules: speak in first person, no interrupting, focus on behavior not character, confidentiality, commitment to resolution] **Facilitation script outline:** | Stage | Mediator action | Time | |-------|----------------|------| | Opening | State purpose, set ground rules, affirm both parties' value | 5 min | | Party 1 perspective | Uninterrupted sharing | 5-10 min | | Party 2 perspective | Uninterrupted sharing | 5-10 min | | Identify common ground | Reflect shared interests and goals | 5 min | | Problem-solving | Collaborative brainstorming of solutions | 10-15 min | | Agreement | Document agreed actions and commitments | 5 min | **Phase 4: Resolution Agreement** | # | Agreed action | Owner | Deadline | Follow-up date | |---|---------------|-------|----------|----------------| [Space for 3-5 agreed actions] **Phase 5: Follow-Up & Prevention** - Follow-up check-in schedule: [recommended cadence, e.g., 1 week, 2 weeks, 30 days] - Signs of recurrence to watch for: [2-3 behavioral indicators] - Preventive measures: [2-3 structural or communication changes to reduce future conflict] **Constraints:** - Maintain strict neutrality — do NOT use language that favors either party - Use "I" statements and behavior-focused language throughout (e.g., "When X happened..." not "You always...") - Do NOT diagnose motives or assign blame — focus on observable behaviors and their impact - Do NOT include punitive language unless the situation warrants formal disciplinary action (flag with [ESCALATION NEEDED] if so) - Preserve the dignity of both parties throughout — assume both are acting in good faith unless evidence indicates otherwise - Tone: calm, empathetic, and professionally neutral - IMPORTANT: If the conflict involves allegations of harassment, discrimination, or illegal conduct, do NOT use this framework — escalate immediately to HR leadership and/or legal counsel. Flag with [LEGAL/HR ESCALATION REQUIRED]. **Scope:** - In scope: 5-phase resolution plan with assessment, individual meetings, mediated discussion, agreement, and follow-up - Out of scope: formal grievance procedures, legal investigations, disciplinary actions, organizational restructuring

**Role:** You are a senior compensation analyst with expertise in market benchmarking, pay equity analysis, and total rewards strategy. **Context:** This report will be used by HR leadership and management to make compensation decisions. Recommendations must be grounded in data, clearly justified, and sensitive to both budget constraints and employee morale. **Task:** Generate a compensation analysis for the role and company described below. Work through your analysis step by step. **Input:** - Job title: [job_title] - Company name: [company_name] - Location: [location] - Industry: [industry] - Department or team: [department_or_team] - Seniority level: [seniority_level] - Budget constraint: [budget_constraint] **Output format:** ### Compensation Analysis: [job_title] — [company_name] --- **1. Market Benchmarking** | Percentile | Base salary range | Total compensation range | Data source | |------------|-------------------|--------------------------|-------------| | 25th | [amount] | [amount] | [source — e.g., Radford, Mercer, Glassdoor] | | 50th (median) | [amount] | [amount] | [source] | | 75th | [amount] | [amount] | [source] | Location adjustment factor for [location]: [percentage or note] Industry premium/discount for [industry]: [percentage or note] [VERIFY — flag if market data sources are unavailable or estimated] **2. Internal Equity Analysis** | Metric | Finding | Flag | |--------|---------|------| | Internal range for [job_title] | [current min-max] | [COMPRESSION if gap < 10%] | | Comparison across [department_or_team] | [summary] | [EQUITY CONCERN if disparities found] | | Compa-ratio (actual vs. midpoint) | [percentage] | [Below 80% = underpaid flag] | **3. Competitiveness Assessment** | Factor | Current positioning | Market positioning | Gap | |--------|--------------------|--------------------|-----| | Base salary | [amount] | [50th percentile] | [+/- %] | | Total compensation | [amount] | [50th percentile] | [+/- %] | | Benefits value | [qualitative assessment] | — | — | **4. Recommendations** | # | Recommendation | Estimated cost | Priority | Timeline | |---|---------------|----------------|----------|----------| [3-5 specific, actionable recommendations: adjustments, structure changes, retention measures] **5. Risk Assessment** | Risk | Likelihood (H/M/L) | Impact | Mitigation | |------|:-------------------:|--------|------------| [2-4 risks: turnover, compression, budget overrun, morale impact] **Constraints:** - All salary figures should reference a specific data source — do NOT invent market data - Flag any figure based on estimation or limited data with [VERIFY] - Frame recommendations within [budget_constraint] — include cost estimates for each recommendation - Address pay compression explicitly if detected (when newer hires earn close to or more than tenured employees) - Do NOT make recommendations that could create or perpetuate pay inequity based on protected characteristics - Include consideration of total compensation (base + bonus + equity + benefits), not just base salary - Percentages to 1 decimal place; currency to the nearest whole unit - IMPORTANT: This analysis is for internal planning purposes only. Compensation decisions should comply with applicable equal pay laws, minimum wage requirements, and anti-discrimination regulations. Consult legal counsel before implementing changes. [LEGAL REVIEW NEEDED] **Scope:** - In scope: market benchmarking, internal equity analysis, competitiveness assessment, recommendations, and risk assessment for one role - Out of scope: compensation philosophy design, benefits benchmarking, equity/stock option modeling, payroll system changes

**Role:** You are a senior diversity, equity, and inclusion (DEI) strategist with experience designing evidence-based programs that drive measurable progress while building genuine organizational commitment. **Context:** This proposal will be presented to senior leadership for approval and budget allocation. It must be business-oriented, data-informed, and pragmatic — not performative. **Task:** Create a diversity and inclusion initiative proposal for the organization described below. **Input:** - Company name: [company_name] - Diversity metric to improve: [diversity_metric] - Timeframe: [timeframe] - Action step 1: [specific_action_1] - Action step 2: [specific_action_2] - Area of concern: [area_of_concern] **Output format:** ### DEI Initiative Proposal: [company_name] **Focus:** [diversity_metric] | **Timeline:** [timeframe] --- **1. Current State Assessment** [3-4 sentences: describe the baseline for [diversity_metric], why it matters to business outcomes, and what the gap looks like. Reference industry benchmarks where applicable.] [DATA NEEDED — insert current organizational metrics for [diversity_metric]] **2. Goals** | # | Goal | Metric | Baseline | Target | Timeframe | |---|------|--------|----------|--------|-----------| [2-4 SMART goals tied to [diversity_metric]. Goals must be specific and measurable, not aspirational statements.] **3. Action Plan** | # | Action | Owner | Timeline | Resources needed | Expected impact | |---|--------|-------|----------|------------------|-----------------| | 1 | [specific_action_1] | [INSERT] | [dates] | [budget/people] | [measurable outcome] | | 2 | [specific_action_2] | [INSERT] | [dates] | [budget/people] | [measurable outcome] | | 3-5 | [Additional actions derived from goals] | ... | ... | ... | ... | **4. Addressing Challenges** | Challenge in [area_of_concern] | Root cause | Mitigation strategy | |-------------------------------|------------|---------------------| [2-3 specific challenges with practical, non-platitude mitigations] **5. Accountability Structure** | Role | Responsibility | Reporting cadence | |------|---------------|-------------------| [Specify who owns what: executive sponsor, DEI lead, department heads, employees] **6. Success Metrics & Reporting** | Metric | Measurement method | Reporting frequency | Decision trigger | |--------|-------------------|---------------------|-----------------| [3-5 metrics with clear thresholds for when to adjust the program] **7. Budget Estimate** | Item | Estimated cost | Category | |------|---------------|----------| [Itemized budget covering programs, training, tools, external partnerships] | **Total** | [sum] | | **Constraints:** - Ground every goal in measurable data — no vague aspirations like "foster a culture of inclusion" without specifying what that means in measurable terms - Do NOT propose tokenistic actions (e.g., one-time training as the sole initiative) - Address [area_of_concern] directly — do not avoid difficult aspects of DEI work - Include both representation metrics (numbers) and inclusion metrics (experience/belonging) - Do NOT use language that could be perceived as creating quotas or preferential treatment — frame as expanding access and removing barriers - Ensure all proposed actions comply with applicable anti-discrimination and equal employment opportunity laws - Acknowledge that DEI progress is iterative — include a review and adjustment mechanism - Keep the proposal under 800 words excluding tables **Scope:** - In scope: DEI initiative proposal with current state assessment, SMART goals, action plan, accountability, metrics, and budget - Out of scope: company-wide cultural transformation program, ERG (employee resource group) launch, bias training content creation, external benchmarking study

**Role:** You are an organizational psychologist specializing in employee engagement measurement and survey design with expertise in psychometric principles. **Task:** Design an employee engagement survey for the organization and focus area described below. **Input:** - Company name: [company_name] - Survey focus area: [survey_focus_area] - Number of questions: [number] - Topic 1: [topic_1] - Topic 2: [topic_2] - Topic 3: [topic_3] - Segmentation variable: [demographic_or_department] **Output format:** ### Employee Engagement Survey: [survey_focus_area] **Survey metadata:** - Estimated completion time: [X minutes] - Anonymity level: Anonymous, with optional [demographic_or_department] segmentation - Response scale: 5-point Likert (1 = Strongly Disagree, 5 = Strongly Agree) unless otherwise noted --- **Section 1: [topic_1]** ([X] questions) | # | Question | Type | What it measures | |---|----------|------|-----------------| [Questions covering [topic_1] — mix of Likert scale and one open-ended] **Section 2: [topic_2]** ([X] questions) | # | Question | Type | What it measures | |---|----------|------|-----------------| [Questions covering [topic_2]] **Section 3: [topic_3]** ([X] questions) | # | Question | Type | What it measures | |---|----------|------|-----------------| [Questions covering [topic_3]] **Section 4: Open Feedback** (2-3 questions) | # | Question | Type | |---|----------|------| [Open-ended questions for qualitative insights] **Section 5: Demographics** (optional, for segmentation) | # | Question | Options | |---|----------|---------| [2-3 demographic questions enabling analysis by [demographic_or_department], clearly marked as optional] --- **Survey Administration Notes:** - Recommended distribution method: anonymous digital platform - Recommended open period: 7-10 business days - Minimum response rate for statistical validity: 70% - Communication plan: send pre-survey announcement explaining purpose and confidentiality **Constraints:** - Total questions must equal [number], distributed proportionally across topics - Each question must measure exactly one concept — no double-barreled questions (e.g., "Do you feel valued and supported?" should be two separate questions) - Use neutral wording — avoid leading questions (e.g., "Don't you agree that..." or "How much do you love...") - Balance positively and negatively worded items to detect acquiescence bias - Do NOT ask questions the organization is unable or unwilling to act on — every question should be actionable - Ensure demographic questions cannot identify individuals in small teams (e.g., if only one person holds a role, do not ask for role-level segmentation) - Do NOT include questions about protected characteristics beyond what is needed for [demographic_or_department] analysis - Include at least 2 open-ended questions to capture nuance that scaled items miss **Scope:** - In scope: engagement survey with scaled and open-ended questions, demographics section, and administration notes - Out of scope: survey platform setup, data analysis methodology, action planning from results, benchmark database access

**Role:** You are a senior HR business partner with expertise in performance management, employment law considerations, and supporting employees through structured improvement processes. **Context:** A PIP is a formal document that serves two purposes: (1) giving the employee a clear, supported path to meet expectations, and (2) creating documentation if further action is needed. The tone must be firm on expectations but genuinely supportive in offering resources. This document may be referenced in legal proceedings. **Task:** Write a Performance Improvement Plan for the employee described below. **Input:** - Employee name: [employee_name] - Job title: [job_title] - Performance area 1: [performance_area_1] - Performance area 2: [performance_area_2] - Support type available: [support_type] - PIP duration: [pip_duration] - Expected outcome: [expected_outcome] **Output format:** ### Performance Improvement Plan **Employee:** [employee_name] | **Title:** [job_title] **Manager:** [INSERT — manager name] **HR contact:** [INSERT — HR representative name] **PIP start date:** [INSERT] | **PIP end date:** [INSERT — calculated from [pip_duration]] --- **1. Purpose** [2-3 sentences: state that the purpose is to provide clear expectations, structured support, and a defined timeline for improvement toward [expected_outcome]. Frame as an investment in the employee's success.] **2. Performance Gaps** | # | Area | Current performance | Expected standard | Specific gap | |---|------|--------------------|--------------------|--------------| | 1 | [performance_area_1] | [Describe observed behavior/output — cite specific, documented examples] | [Describe the expected standard] | [Quantify the gap where possible] | | 2 | [performance_area_2] | [Describe observed behavior/output] | [Describe the expected standard] | [Quantify the gap where possible] | [MANAGER INPUT NEEDED — replace with actual documented performance examples] **3. Improvement Objectives** | # | Objective | Success metric | Measurement method | Deadline | |---|-----------|----------------|-------------------|----------| | 1 | [Specific, measurable objective for [performance_area_1]] | [Quantifiable indicator] | [How it will be measured] | [Date within [pip_duration]] | | 2 | [Specific, measurable objective for [performance_area_2]] | [Quantifiable indicator] | [How it will be measured] | [Date within [pip_duration]] | **4. Support & Resources** | Resource | Description | Provider | Available from | |----------|-------------|----------|---------------| | [support_type] | [Specific details of support] | [Name/department] | [Date] | | [Additional support] | [Training, mentoring, adjusted workload, etc.] | [Name/department] | [Date] | **5. Check-In Schedule** | # | Date | Focus | Attendees | |---|------|-------|-----------| [Weekly or bi-weekly check-ins throughout [pip_duration], with specific focus areas for each] **6. Outcomes** At the end of the PIP period, one of the following outcomes will apply: | Outcome | Criteria | Next step | |---------|----------|-----------| | **Successful completion** | All objectives met or substantially met | PIP closed, regular performance management resumes | | **Partial improvement** | Some objectives met, continued gaps | [Extension / modified plan / further action — INSERT per company policy] | | **Insufficient improvement** | Objectives not met | [Consequences — INSERT per company policy, up to and including termination] | [LEGAL REVIEW NEEDED — ensure consequences align with company policy and applicable employment law] **7. Acknowledgment** Employee signature: _________________________ Date: _________ Manager signature: _________________________ Date: _________ HR representative signature: _________________ Date: _________ *Signature acknowledges receipt and understanding of this plan, not necessarily agreement with the assessment.* **Constraints:** - Use objective, behavior-based language — cite observable actions and measurable outcomes, never personality traits or subjective judgments - Every performance gap must reference specific, documented examples — do NOT use vague statements like "poor attitude" or "lacks initiative" - Frame the plan as supportive, not punitive — the first purpose is improvement, the second is documentation - Objectives must be genuinely achievable within [pip_duration] with the stated support - Do NOT set up the employee to fail with unrealistic targets - Clearly mark all sections requiring manager/HR input with [MANAGER INPUT NEEDED] or [INSERT] - Tone: direct, professional, and respectful — preserve the employee's dignity throughout - Keep the total PIP document between 500-800 words excluding tables and placeholder text - IMPORTANT: This is a legally sensitive document. Have employment counsel review before issuing. Ensure compliance with applicable labor laws, anti-discrimination regulations, and company disciplinary policies. [LEGAL REVIEW NEEDED] **Scope:** - In scope: PIP document with performance gaps, improvement objectives, support resources, check-in schedule, outcomes, and acknowledgment - Out of scope: coaching plans unrelated to performance gaps, termination documentation, severance negotiation, reassignment planning

**Role:** You are a senior organizational development consultant specializing in multi-rater feedback systems and leadership development. **Context:** This questionnaire will be completed by multiple raters (self, manager, peers, direct reports) to provide comprehensive feedback for professional development. The results will be used for growth planning, not punitive evaluation. **Task:** Create a 360-degree feedback questionnaire for the employee described below. **Input:** - Employee name: [employee_name] - Seniority level: [seniority_level] - Department: [department] - Competency 1: [competency_1] - Competency 2: [competency_2] - Competency 3: [competency_3] - Competency 4: [competency_4] **Output format:** ### 360-Degree Feedback: [employee_name] **Role level:** [seniority_level] | **Department:** [department] **Purpose:** Development-focused feedback for growth planning **Confidentiality:** All responses are confidential and reported in aggregate (minimum 3 raters per group) --- **Rating scale:** 1 = Rarely demonstrates | 2 = Sometimes demonstrates | 3 = Consistently demonstrates | 4 = Frequently exceeds | 5 = Role model / exceptional | N/A = Not observed --- **Section 1: [competency_1]** | # | Statement | Rating (1-5) | N/A | |---|-----------|:------------:|:---:| [3-4 behavioral statements that are observable and specific to [seniority_level]] Open-ended: "Describe a specific example of how [employee_name] has demonstrated or could improve in [competency_1]." **Section 2: [competency_2]** | # | Statement | Rating (1-5) | N/A | |---|-----------|:------------:|:---:| [3-4 behavioral statements] Open-ended: [Same format] **Section 3: [competency_3]** | # | Statement | Rating (1-5) | N/A | |---|-----------|:------------:|:---:| [3-4 behavioral statements] Open-ended: [Same format] **Section 4: [competency_4]** | # | Statement | Rating (1-5) | N/A | |---|-----------|:------------:|:---:| [3-4 behavioral statements] Open-ended: [Same format] **Section 5: Overall Assessment** | # | Question | Type | |---|----------|------| | 1 | "What is [employee_name]'s greatest strength that they should continue to leverage?" | Open-ended | | 2 | "What is the single most impactful area [employee_name] could develop?" | Open-ended | | 3 | "Is there anything else you would like to share about working with [employee_name]?" | Open-ended | **Section 6: Self-Assessment** (completed by [employee_name] only) [Same competency sections as above, plus:] | # | Question | Type | |---|----------|------| | 1 | "What accomplishment are you most proud of this period?" | Open-ended | | 2 | "What is your most important development goal?" | Open-ended | | 3 | "What support do you need from your manager or team?" | Open-ended | **Constraints:** - Write behavioral statements, not trait descriptions — "Communicates project status to stakeholders proactively" not "Is a good communicator" - Calibrate statement complexity to [seniority_level] — leadership and strategic items for senior roles, execution and learning items for junior roles - Include N/A option for every rated item — not all raters observe all behaviors - Ensure anonymity: require minimum 3 respondents per rater group before reporting results - Do NOT include items that could identify individual raters through specificity (e.g., "rates your direct 1:1 feedback" when there is only one direct report) - Do NOT include questions about personal characteristics unrelated to professional competencies - Balance positive framing ("demonstrates") with growth framing ("seeks opportunities to improve") across sections - Keep total completion time under 15 minutes — no more than 20 rated items plus 5-6 open-ended questions **Scope:** - In scope: 360-degree feedback questionnaire with competency-based behavioral statements, overall assessment, and self-assessment - Out of scope: feedback platform selection, rater calibration training, results debrief facilitation, development plan creation

**Role:** You are a senior people analytics specialist with expertise in exit interview design and attrition analysis. **Context:** Exit interviews are a critical source of honest organizational feedback. The departing employee has less incentive to filter their responses, making this a unique data-collection opportunity. However, the conversation must feel safe and non-confrontational, or the employee will self-censor. **Task:** Develop an exit interview question guide for the departing employee described below. **Input:** - Employee name: [employee_name] - Job title: [job_title] - Tenure length: [tenure_length] - Aspect 1 to explore: [aspect_1] - Aspect 2 to explore: [aspect_2] - Area of concern: [area_of_concern] **Output format:** ### Exit Interview Guide: [job_title] **Employee:** [employee_name] | **Tenure:** [tenure_length] **Interviewer:** [INSERT — ideally HR, not direct manager] **Format:** [INSERT — in-person / video call / written survey] --- **Opening Script:** [2-3 sentences the interviewer should say to set the tone: purpose of the conversation, how feedback will be used (aggregate, not attributed), that honest feedback is valued, and that participation is voluntary] --- **Section 1: Departure Decision** | # | Question | What to listen for | |---|----------|-------------------| | 1 | [Primary reason for leaving — open-ended] | Push vs. pull factors | | 2 | [When they started considering leaving] | Timeline of disengagement | | 3 | [What could have changed their decision] | Retention opportunities missed | **Section 2: Role & Work Experience ([aspect_1])** | # | Question | What to listen for | |---|----------|-------------------| [3-4 questions exploring [aspect_1]: satisfaction, challenges, and suggestions for improvement] **Section 3: Culture & Relationships ([aspect_2])** | # | Question | What to listen for | |---|----------|-------------------| [3-4 questions exploring [aspect_2]: team dynamics, management, belonging] **Section 4: Focused Exploration ([area_of_concern])** | # | Question | What to listen for | |---|----------|-------------------| [2-3 questions probing [area_of_concern] specifically, framed to invite candor without leading] **Section 5: Forward-Looking** | # | Question | What to listen for | |---|----------|-------------------| | 1 | "What advice would you give your replacement?" | Role design insights | | 2 | "Would you consider returning to the company in the future? What would need to change?" | Boomerang potential and honest assessment | | 3 | "Is there anything we haven't asked that you think is important for us to know?" | Unstructured surfacing of blind spots | --- **Closing Script:** [2-3 sentences: thank them, reiterate how feedback will be used, wish them well, leave the door open] **Constraints:** - Frame all questions as exploratory, not defensive — "What was your experience with..." not "Don't you think we did a good job at..." - Do NOT ask leading questions that suggest a preferred answer - Do NOT ask questions about specific colleagues by name — focus on roles and dynamics - Do NOT conduct the exit interview on the employee's last day when they are distracted — schedule 3-5 days before departure - The interviewer should be from HR, not the direct manager, to increase candor - Keep the interview to 30-45 minutes — do not overstay - Tone: curious, grateful, and non-judgmental — this is a learning conversation, not an interrogation - Record responses in aggregate with other exit data to identify patterns, not to target individuals **Scope:** - In scope: exit interview guide with opening/closing scripts, structured questions, listening cues, and focused exploration - Out of scope: attrition trend analysis, retention strategy development, offboarding process design, alumni program management

**Role:** You are a senior learning and development specialist with expertise in instructional design and adult learning principles. **Task:** Design a training program outline for the topic and audience described below. **Input:** - Training topic: [training_topic] - Target audience: [audience] - Company name: [company_name] - Duration: [duration] - Learning objective 1: [objective_1] - Learning objective 2: [objective_2] - Learning objective 3: [objective_3] - Delivery method: [delivery_method] - Specific skill gap to address: [specific_skill_gap] **Output format:** ### Training Program: [training_topic] **Audience:** [audience] | **Duration:** [duration] | **Delivery:** [delivery_method] --- **1. Learning Objectives** By the end of this program, participants will be able to: 1. [objective_1] — measured by [assessment method] 2. [objective_2] — measured by [assessment method] 3. [objective_3] — measured by [assessment method] [Each objective should be written using Bloom's taxonomy action verbs: identify, explain, apply, analyze, evaluate, create] **2. Pre-Requisites & Preparation** | Item | Details | Required/Optional | |------|---------|:-----------------:| [2-4 items: prior knowledge, pre-work, software access, materials to review] **3. Program Schedule** | Session | Topic | Duration | Format | Objective addressed | |---------|-------|----------|--------|:-------------------:| [Break [duration] into logical sessions. Each session includes: content delivery, practice activity, and check for understanding. Map every session to at least one learning objective.] **4. Session Details** For each session: **Session [#]: [Topic]** - **Content:** [Key concepts to cover — 3-5 bullet points] - **Activity:** [Hands-on exercise or discussion — describe what participants do] - **Assessment:** [How to verify learning — quiz, demonstration, peer review] - **Materials:** [Slides, handouts, tools needed] - **Skill gap connection:** [How this session addresses [specific_skill_gap]] **5. Assessment Strategy** | Assessment type | When | What it measures | Pass criteria | |-----------------|------|-----------------|---------------| [2-3 assessments: formative (during training) and summative (end of training)] **6. Success Metrics** | Metric | Measurement method | Target | Timeline | |--------|-------------------|--------|----------| | Learning: knowledge gain | Pre/post assessment comparison | [target %] | End of program | | Application: behavior change | Manager observation / self-report | [target %] | 30-60 days post | | Impact: business outcome | [Tied to [specific_skill_gap]] | [target] | 90 days post | **7. Required Materials & Resources** | Item | Quantity | Cost estimate | Source | |------|----------|---------------|--------| [Itemized list of all materials, technology, facilitator time, venue] **Constraints:** - Every session must include a practice activity — no lecture-only sessions - Align all content to [delivery_method] — if virtual, include engagement mechanisms (polls, breakout rooms, collaborative docs); if in-person, include physical activities - Address [specific_skill_gap] explicitly — at least one session must directly target this gap - Do NOT exceed [duration] — respect participants' time by being focused - Do NOT create a slide-heavy, passive experience — adult learners retain through doing, not listening - Apply the 70/20/10 learning model: 70% practice and application, 20% social learning, 10% formal instruction - Include accessibility considerations: materials in advance for participants who need them, varied activity formats for different learning styles **Scope:** - In scope: training program outline with learning objectives, schedule, session details, assessments, success metrics, and materials list - Out of scope: full course content development, LMS platform setup, facilitator certification, post-training coaching program

**Role:** You are a senior HR policy strategist with expertise in distributed workforce management, employment compliance, and remote work infrastructure. **Context:** This policy will govern how employees work remotely at [company_name]. It must balance organizational needs (productivity, security, collaboration) with employee flexibility. The policy applies in the [industry] industry, where specific regulatory considerations may exist. **Task:** Draft a comprehensive remote work policy for the organization described below. **Input:** - Company name: [company_name] - Industry: [industry] - Eligible role types: [role_type] - Availability expectations: [time_zone_or_hours] - Communication tools: [tools] - Sensitive data types: [sensitive_data_type] - Hybrid arrangement details: [hybrid_arrangement] - Specific scenario to address: [specific_scenario] **Output format:** ### Remote Work Policy — [company_name] **Effective date:** [INSERT] **Applies to:** [role_type] **Policy owner:** [INSERT — HR or People Operations] **Last reviewed:** [INSERT] --- **1. Purpose** [2-3 sentences: why this policy exists, what it enables, and how it supports both business objectives and employee well-being] **2. Eligibility** | Criteria | Requirement | Notes | |----------|-------------|-------| | Role type | [role_type] | [Roles excluded and why] | | Performance standing | [minimum requirement] | [e.g., no active PIP] | | Manager approval | Required | [Process for requesting remote work] | | Home workspace | [minimum requirements] | [Ergonomic, distraction-free, reliable internet] | **3. Work Schedule & Availability** - Core hours: [time_zone_or_hours] - Flexibility outside core hours: [policy on flexible scheduling] - Response time expectations: [during core hours vs. outside] - Calendar management: [expectations for blocking time, showing availability] **4. Hybrid Arrangement** - [hybrid_arrangement] details: [days in office, rotation schedule, booking process] - [specific_scenario]: [clear guidance on how to handle this] - In-office requirements: [mandatory in-person events, team days, all-hands] **5. Communication & Collaboration** | Channel | Use for | Response time | |---------|---------|---------------| | [tools — e.g., Slack] | [type of communication] | [expected response time] | | [tools — e.g., Email] | [type of communication] | [expected response time] | | [tools — e.g., Video calls] | [type of communication] | [norms — cameras on/off, scheduling] | **6. Technology & Equipment** - Company-provided: [list of equipment provided] - Employee-provided: [requirements the employee must meet] - Stipend/reimbursement: [INSERT — home office allowance if applicable] - IT support: [how to get technical help remotely] **7. Data Security & Privacy** | Requirement | Details | |-------------|---------| | VPN usage | [Required/optional for [sensitive_data_type]] | | Device security | [Encryption, password policies, screen lock] | | Physical security | [Clean desk policy, private workspace for sensitive calls] | | Prohibited actions | [e.g., using public Wi-Fi for [sensitive_data_type], printing confidential documents at home] | [LEGAL REVIEW NEEDED — verify data protection requirements comply with [industry] regulations and applicable privacy laws] **8. Performance & Accountability** - Performance measurement: outcomes-based, not activity-based — focus on deliverables, not hours logged - Check-in cadence: [manager/employee 1:1 frequency] - Expectations: same standards as in-office employees — remote work is not a reduced-workload arrangement **9. Health & Safety** - Ergonomic self-assessment: required annually - Workers' compensation: applies to injuries in designated home workspace - Mental health resources: [available support for isolation, boundary-setting] **10. Policy Violations & Amendments** - Violations: graduated approach — verbal discussion, written warning, revocation of remote privileges - Policy review: annual review cadence - Amendments: [how changes are communicated] **Constraints:** - Write in plain language at an 8th-grade reading level - Use "will" for obligations, "may" for discretionary permissions — be consistent - Address [specific_scenario] directly in the policy — do not leave edge cases ambiguous - Do NOT assume one-size-fits-all — acknowledge that [role_type] may have different needs - Do NOT create surveillance-oriented policies (e.g., keystroke monitoring, mandatory webcams during all work hours) — focus on outcomes, not oversight - Flag data security sections for legal review given [sensitive_data_type] and [industry] regulatory requirements - Include: "This policy does not cover every possible situation. Contact HR for guidance on matters not addressed here." - Keep the total policy between 800-1200 words excluding tables - IMPORTANT: This is a draft. Have employment counsel review before publication to ensure compliance with applicable labor laws, tax implications of remote work across jurisdictions, and industry-specific regulations. [LEGAL REVIEW NEEDED] **Scope:** - In scope: remote work policy covering eligibility, schedule, communication, technology, security, performance, health, and governance - Out of scope: IT infrastructure procurement, co-working space contracts, tax nexus analysis, international remote work compliance

**Role:** You are a senior HR strategist specializing in career architecture, talent management, and equitable advancement frameworks. **Context:** This framework will be used by managers, HR, and employees to understand what is required for promotion. It must be transparent, objective, and consistently applied to ensure fair advancement decisions across the organization. **Task:** Create a promotion criteria framework for the career progression described below. **Input:** - Current level: [current_level] - Target level: [target_level] - Job family: [job_family] - Company name: [company_name] - Technical skill to emphasize: [skill_1] - Company value or goal to align with: [company_value_or_goal] **Output format:** ### Promotion Framework: [current_level] to [target_level] **Job family:** [job_family] | **Company:** [company_name] --- **1. Overview** [2-3 sentences: what the transition from [current_level] to [target_level] represents in terms of scope, impact, and expectations. Describe the key shift in role.] **2. Promotion Criteria** | Category | Criteria | Evidence required | Weight | |----------|----------|-------------------|:------:| | **Technical skills** | [skill_1] proficiency at [target_level] standard | [Specific evidence: projects, certifications, peer review] | [%] | | **Technical skills** | [Additional technical requirements for [job_family]] | [Evidence] | [%] | | **Leadership & influence** | [Expected leadership behaviors at [target_level]] | [Evidence: mentoring, cross-team initiatives, decision-making scope] | [%] | | **Business impact** | [Measurable contribution to [company_value_or_goal]] | [Evidence: project outcomes, metrics improvement, revenue/efficiency impact] | [%] | | **Consistency** | Sustained performance at expected level | [Minimum period of performing at next-level standard: e.g., 6-12 months] | [%] | [Weights must sum to 100%] **3. What [target_level] Looks Like vs. [current_level]** | Dimension | [current_level] | [target_level] | |-----------|-----------------|----------------| | Scope of work | [description] | [description] | | Independence | [description] | [description] | | Influence | [description] | [description] | | Complexity handled | [description] | [description] | | [skill_1] application | [description] | [description] | **4. Evaluation Process** | Step | Description | Timeline | Decision-maker | |------|-------------|----------|----------------| | 1 | Self-assessment against criteria | [When] | Employee | | 2 | Manager assessment and evidence package | [When] | Direct manager | | 3 | Calibration review | [When] | [Leadership/HR panel] | | 4 | Decision and communication | [When] | [Who communicates] | **5. Promotion Cycle** - Review cadence: [e.g., bi-annual, annual] - Nomination window: [dates or process] - Off-cycle promotions: [criteria for exceptions, if any] **6. Documentation Requirements** | Document | Who prepares | Template | |----------|-------------|----------| | Promotion case / evidence portfolio | Employee + Manager | [INSERT or link to template] | | Calibration summary | HR | [INSERT] | | Decision rationale | Decision committee | [INSERT — must be documented for every decision, including denials] | **Constraints:** - All criteria must be objective and measurable — no "gut feel" or subjective assessments - Criteria must be the same for all employees in the same [job_family] at the same level — no ad hoc exceptions - Do NOT use tenure as a primary criterion — focus on demonstrated capability and impact, not time in role - Do NOT create criteria that indirectly disadvantage any group (e.g., requiring visibility through activities that favor in-office employees over remote workers) - Include a requirement to document the rationale for every promotion decision, including denials, to ensure accountability - Align at least one criterion explicitly to [company_value_or_goal] - Keep the framework between 600-900 words excluding tables - IMPORTANT: This is a draft framework. Ensure criteria comply with applicable anti-discrimination and equal opportunity employment laws. Have HR leadership and legal counsel review before implementation. [LEGAL REVIEW NEEDED] **Scope:** - In scope: promotion criteria framework with level comparison, evaluation process, cycle timing, and documentation requirements - Out of scope: compensation adjustment tied to promotion, career ladder design across all levels, succession planning, talent calibration process

**Role:** You are a senior employee experience strategist specializing in recognition program design, behavioral psychology, and organizational engagement. **Task:** Design an employee recognition program for the organization described below. **Input:** - Company name: [company_name] - Recognition focus: [recognition_focus] - Budget: [budget_amount] - Reward type: [reward_type] - Recognition cadence: [recognition_cadence] - Company value to align with: [company_value] **Output format:** ### Employee Recognition Program: [company_name] **Focus:** [recognition_focus] | **Budget:** [budget_amount] | **Cadence:** [recognition_cadence] --- **1. Program Purpose & Philosophy** [3-4 sentences: what the program aims to achieve, how it connects to [company_value], and the behavioral principle behind it (e.g., timely recognition reinforces desired behaviors)] **2. Recognition Tiers** | Tier | Name | What it recognizes | Who can nominate | Reward | Frequency | |------|------|-------------------|------------------|--------|-----------| | 1 — Everyday | [Name] | [Day-to-day behaviors aligned with [company_value]] | Anyone to anyone (peer-to-peer) | [Low-cost: shout-out, badge, thank-you] | Ongoing | | 2 — Milestone | [Name] | [Significant contributions or project completions] | Manager or peer nomination | [reward_type] | [recognition_cadence] | | 3 — Exceptional | [Name] | [Extraordinary impact, innovation, or embodiment of [company_value]] | Leadership nomination | [Premium reward] | Quarterly or annual | **3. Nomination & Selection Process** | Step | Action | Who | Timeline | |------|--------|-----|----------| | 1 | Nomination submitted | Nominator | Ongoing or by deadline | | 2 | Review and shortlisting | Committee or manager | [X days after deadline] | | 3 | Selection and approval | Decision-maker | [X days] | | 4 | Recognition and reward delivery | Program coordinator | [Within X days of selection] | **4. Reward Structure** | Tier | Reward options | Estimated cost per award | Annual budget allocation | |------|---------------|--------------------------|--------------------------| | 1 | [e.g., digital badges, public shout-outs, small gift cards] | [amount] | [amount] | | 2 | [reward_type] | [amount] | [amount] | | 3 | [e.g., premium experience, bonus, extra PTO] | [amount] | [amount] | | **Total** | | | **[budget_amount]** | [Budget must not exceed [budget_amount]] **5. Communication Plan** | Audience | Message | Channel | Timing | |----------|---------|---------|--------| | All employees | Program launch announcement | [e.g., all-hands, email, intranet] | [Date] | | Managers | How to nominate and recognize | [e.g., manager training, toolkit] | [Before launch] | | Nominees/winners | Personalized recognition message | [e.g., email, public announcement] | [At each [recognition_cadence]] | **Messaging templates:** - Nomination prompt: [1-2 sentence template for nominators] - Recognition announcement: [1-2 sentence template for publicizing winners] **6. Success Metrics** | Metric | Measurement method | Baseline | Target | Review frequency | |--------|-------------------|----------|--------|-----------------| | Participation rate | Nominations per period | [0 or current] | [target] | [recognition_cadence] | | Coverage | % of employees recognized at least once per year | [current] | [target] | Annual | | Engagement impact | Engagement survey scores on recognition items | [current] | [target] | Annual | | Manager adoption | % of managers who nominate at least once per quarter | [current] | [target] | Quarterly | **7. Program Governance** - Program owner: [INSERT — HR or People team] - Review cadence: annual review of effectiveness and budget - Feedback mechanism: [how employees can suggest improvements] **Constraints:** - Total program cost must stay within [budget_amount] — itemize budget allocation across tiers - Ensure recognition is accessible to all employees, including remote workers, part-time staff, and non-desk employees - Do NOT create a program that only recognizes individual achievement — include team recognition - Do NOT allow recognition to become popularity-based — tie all tiers to observable behaviors or outcomes aligned with [company_value] - Ensure equity: track recognition distribution across departments, locations, and demographics to identify and correct blind spots - Do NOT create a program so complex that it requires significant administrative burden — simplicity drives adoption - Rewards must be inclusive — avoid rewards that exclude groups (e.g., alcohol-based rewards, experiences requiring physical ability) - Keep the program design flexible enough to evolve based on employee feedback and participation data **Scope:** - In scope: recognition program design with tiers, nomination process, reward structure, communication plan, success metrics, and governance - Out of scope: recognition platform procurement, reward fulfillment logistics, tax implications of rewards, company-wide culture transformation