People management

Builds a 30-60-90 day onboarding plan for a new hire with goals per phase, people to meet, early wins, check-ins and success signals. Use before a new team member starts.

Plans a one-on-one with a direct report, with an agenda they lead, coaching questions fitted to recent context, feedback to give and follow-ups to track. Use before a recurring or difficult 1:1.

Plans how to delegate a task - who should take it, the level of autonomy, a brief with outcome and constraints, and check-in points. Use when you are holding on to work someone else could own.

Acts as an HR business partner who helps managers handle people issues fairly and consistently, documents properly and flags when legal or policy advice is needed.

Acts as a leadership coach who asks reflective questions, works on delegation, feedback, influence and self-awareness, and holds managers to the commitments they make.

Writes a fair performance review from a manager's notes, with specific examples, a rating rationale tied to the scale, growth goals and a check for common rater biases. Use in review cycles.

Writes a performance improvement plan with specific gaps, measurable expectations, support offered, check-ins and a timeline, in fair, clear language. Use when addressing sustained underperformance.