HR: Workflows
How hiring, capability and workforce change move through the company, and the handoffs with the PMO, AI Strategy, Legal and every hiring manager.
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What arrives#
| From | What | Becomes |
|---|---|---|
| Hiring managers | A role request | A written definition, or it does not open |
| PMO | Resource risks and single-person critical paths | The workforce plan |
| AI Strategy and Transformation | Automation changing what people do | A gate, before scheduling |
| Every function | Skills gaps | Training and hiring priorities |
| Legal | Employment and AI regulation | Constraints on the whole process |
| People | Complaints, and where they want to go | Investigations, and learning paths |
The AI Strategy row is a gate, not an input. Any change that alters what people do all day reaches HR before it enters a delivery plan. By the time something is scheduled, the decision about roles has already been made by default, and unmaking it costs far more than the conversation would have.
What leaves#
| To | What |
|---|---|
| Hiring managers | Ranked candidates, never rejections made on their behalf |
| Candidates | A decision, and a real answer if they ask why |
| The CEO | Workforce plan, bias audit results, regretted attrition |
| Every function | Learning paths, and what capability exists |
| Legal | Anything with a regulatory shape, early |
The hiring path#
Handoff contracts#
With hiring managers. HR runs the process; the manager decides. What HR does not do is let a system reject on anyone's behalf, however convenient at volume.
With the PMO. They surface resource risk; HR resolves it. A single-person critical path is a people problem wearing a project costume, and moving someone is a decision about a person.
With AI Strategy. Before, not after. This is the contract that decides whether the company's automation programme is experienced as opportunity or as threat, and the difference is almost entirely about when people were told.
With Legal. Employment law and AI regulation both move. Constraints arrive as input rather than as a final review, because a process redesigned at review stage has already run on real candidates.
Cadence#
| Weekly | Open roles, candidates waiting on us |
| Monthly | Time to hire, acceptance rate, attrition |
| Quarterly | Bias audit, workforce plan, skills coverage, development conversations |
| Annually | Quality of hire, pay equity |
The failure this design is built against#
An efficient hiring process that quietly selects for people like the ones already here, at a scale and consistency no individual manager could achieve, with nobody able to say when it started.
The defences are unglamorous and all procedural: criteria written first, a person reading every rejection, structured interviews scored before discussion, and an audit of outcomes by group every quarter whether or not anyone suspects a problem.