Standard operating procedures · Human Resources
The Human Resources procedure manual
36 written procedures across 11 teams, made of 235 numbered steps. 47 of those steps are a person deciding and 188 are agent work … more
Procedures
36
Median 6 steps long.
Numbered steps
235
Every one carries exactly one actor.
Decision points
47
20% of this function's steps stop for a person.
Agent steps
188
25 of them on the shared spine.
Named agents
106
Registered against the teams inside this function.
Units a week
122,363
Across every procedure in this manual.
Who this manual belongs to
Accountability above the procedures
Accountable
Chief Human Resources Officer
The end of the escalation path for every procedure in this manual. more
Chief of staff
HR Chief of Staff
Holds the operating rhythm of the function: the cadence these procedures are reviewed on and the queue of changes waiting to be made to them.
Autonomy across this function
69% now · 78% target
This is the function’s declared autonomy, not a reading taken from the procedures. Measured off the procedures themselves, 80% of the steps in this manual run without a person. The two are different questions and they do not have to agree.
The service level
Case resolution time
cycle-time · target 36 hrs · Rolling 30 days, 90th percentile
Attainment is 97.6% against a target of 36 hrs.
Case raised to case closed, excluding cases awaiting the employee.
Governance gates on this function
4 declared
These are rules about the function as a whole, not about one procedure. more
| Gate | What trips it | Who releases it | Clock | Waivable |
|---|---|---|---|---|
Candidate rejection on substantive assessment approval | Any rejection based on capability judgment rather than administrative criteria | Hiring manager | 2 business days | No |
Offer terms and compensation approval | Any offer, compensation change or exception to the published band | HR business partner and compensation lead | 2 business days | No |
Performance or disciplinary action approval | Any rating, performance plan, disciplinary step or termination | Manager and HR business partner | 3 business days | No |
Adverse-impact testing oversight | Monthly outcome testing across all agent-supported selection processes | CHRO and employment counsel | Monthly | No |
Run any procedure in this manual
36 to choose from
This is a run, not a forecast. One unit enters the procedure and is walked station by station in the recorded order, each station taking exactly the dwell the estate records for it, held by whoever the estate says holds it. The clock you watch is worked time: the sum of the time the work is actually being done. Pick a procedure on the left and press run. Happy means nothing goes wrong: no station raises an exception, no gate sends the unit back, no rework loop fires and nothing sits in a queue between stations. Viable means the path is the one the estate already permits: the lanes are the recorded lanes, every decision that stops for a person still stops for that person, and no step is moved unless the owning team has autonomy ceiling left to cover it. It is a floor for how fast this procedure can go while staying inside its own rules, not a promise about any particular Tuesday.
Nothing has happened yet. more
- The lanes are the recorded lanes. 2 of the 8 stations stop for a person and every one of them still does on this run.
- Every one of the 2 decisions is still taken by the people who hold them. The happy path is that each one is released first time, not that it is skipped.
- The owning team is held to a 66% autonomy ceiling and this run sits at 70% unattended, inside it.
- 3 systems are attributed across the stations, and 0 of them are connected. Nothing in this run has been watched executing against a real system of record.
Nothing moves. 70% of the worked time already runs unattended and the owning team is held to a 66% ceiling, so the next decision cannot be handed over until somebody raises that ceiling.
- 02 Works council clear — Handing this over would put 83% of the worked time in the unattended lane, past the 66% ceiling this team is held to.
- 06 Leader readout — The last decision on the line. Something on every procedure ends with a person, so this one is never offered.
This is a run, not a forecast. more
Happy means nothing goes wrong: no station raises an exception, no gate sends the unit back, no rework loop fires and nothing sits in a queue between stations. more
The second clock is the allowance. more
A decision may be handed to the agent lane only if two things hold … more
The run reads the station rows only. more
What this run does not model: arrival patterns, contention between procedures for the same person, shift patterns, weekends, learning curves, and the cost of anything. more
Strategic Workforce Planning
3 procedures · 22 steps · 3 decisions
Runs the line
Workforce Planning Orchestrator
Accountable
VP Workforce Strategy
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns plan scenario work end to end inside Human Resources. more
Why the ceiling sits there
Planning is judgment work. more
The 4 rules every procedure in this team runs inside
Strategic Workforce Planning Decision Envelope
activeHR1-POL-200 · Envelope · v3.6 · approved by VP Workforce Strategy
Agents in this lane may act without a human when the plan scenario sits inside the stated value, risk and confidence envelope. more
Strategic Workforce Planning Evidence Standard
supersededHR1-POL-201 · Evidence · v5.6 · approved by VP Workforce Strategy
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Strategic Workforce Planning Escalation Rule
activeHR1-POL-202 · Escalation · v2.3 · approved by VP Workforce Strategy
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
Strategic Workforce Planning Autonomy Ceiling
activeHR1-POL-203 · Ceiling · v5.7 · approved by VP Workforce Strategy
The ceiling for this lane is 62 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR1A | Annual Plan BuildA | 9 | 1 | 89% | 89 | ||
| HR1B | Quarterly Re-forecastA | 6 | 1 | 83% | 69 | ||
| HR1C | Build-Buy-Borrow PositionJ | 7 | 1 | 86% | 1 |
Talent Acquisition
4 procedures · 27 steps · 3 decisions
Runs the line
Talent Acquisition Orchestrator
Accountable
VP Talent Acquisition
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns requisition work end to end inside Human Resources. more
Why the ceiling sits there
Sourcing, screening and scheduling reach A4. The hiring decision itself never does more
The 4 rules every procedure in this team runs inside
Talent Acquisition Decision Envelope
under reviewHR2-POL-200 · Envelope · v1.7 · approved by VP Talent Acquisition
Agents in this lane may act without a human when the requisition sits inside the stated value, risk and confidence envelope. more
Talent Acquisition Evidence Standard
activeHR2-POL-201 · Evidence · v4.3 · approved by VP Talent Acquisition
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Talent Acquisition Escalation Rule
activeHR2-POL-202 · Escalation · v5.5 · approved by VP Talent Acquisition
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
Talent Acquisition Autonomy Ceiling
activeHR2-POL-203 · Ceiling · v2.1 · approved by VP Talent Acquisition
The ceiling for this lane is 78 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR2A | Req-to-OfferT | 11 | 2 | 82% | 4,224 | ||
| HR2B | Talent Pool NurtureT | 5 | 0 | 100% | 8,087 | ||
| HR2C | Agency & Vendor ManagementT | 5 | 0 | 100% | 3,470 | ||
| HR2D | Hiring Doctrine ReviewJ | 6 | 1 | 83% | 4 |
Onboarding
3 procedures · 18 steps · 1 decisions
Runs the line
Onboarding Orchestrator
Accountable
Director, Employee Experience
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns onboarding case work end to end inside Human Resources. more
Why the ceiling sits there
The highest-autonomy people process in the enterprise. more
The 2 rules every procedure in this team runs inside
Onboarding Decision Envelope
activeHR3-POL-200 · Envelope · v2.1 · approved by Director, Employee Experience
Agents in this lane may act without a human when the onboarding case sits inside the stated value, risk and confidence envelope. more
Onboarding Evidence Standard
activeHR3-POL-201 · Evidence · v3.1 · approved by Director, Employee Experience
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR3A | Offer-to-ProductiveT | 9 | 1 | 89% | 6,488 | ||
| HR3B | Rehire & BoomerangT | 4 | 0 | 100% | 7,461 | ||
| HR3C | Bulk Cohort OnboardingT | 5 | 0 | 100% | 4,544 |
HR Business Partnering
3 procedures · 19 steps · 5 decisions
Runs the line
HRBP Orchestrator
Accountable
VP HR Business Partnering
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns case work end to end inside Human Resources. more
Why the ceiling sits there
Tier-1 policy questions are fully agentic. more
The 2 rules every procedure in this team runs inside
HR Business Partnering Decision Envelope
activeHR4-POL-200 · Envelope · v5.9 · approved by VP HR Business Partnering
Agents in this lane may act without a human when the case sits inside the stated value, risk and confidence envelope. more
HR Business Partnering Evidence Standard
activeHR4-POL-201 · Evidence · v1.4 · approved by VP HR Business Partnering
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR4A | Manager Support CaseT | 5 | 1 | 80% | 650 | ||
| HR4B | Org Design ChangeJ | 8 | 2 | 75% | 4 | ||
| HR4C | Employee Relations CaseT | 6 | 2 | 67% | 975 |
Performance Management
3 procedures · 19 steps · 6 decisions
Runs the line
Performance Orchestrator
Accountable
Director, Performance & Talent
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns review work end to end inside Human Resources. more
Why the ceiling sits there
Agents assemble evidence, scan for biased language and prepare calibration packs. more
The 4 rules every procedure in this team runs inside
Performance Management Decision Envelope
activeHR5-POL-200 · Envelope · v5.3 · approved by Director, Performance & Talent
Agents in this lane may act without a human when the review sits inside the stated value, risk and confidence envelope. more
Performance Management Evidence Standard
activeHR5-POL-201 · Evidence · v4.8 · approved by Director, Performance & Talent
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Performance Management Escalation Rule
activeHR5-POL-202 · Escalation · v3.4 · approved by Director, Performance & Talent
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
Performance Management Autonomy Ceiling
activeHR5-POL-203 · Ceiling · v4.3 · approved by Director, Performance & Talent
The ceiling for this lane is 55 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR5A | Goal CycleT | 5 | 1 | 80% | 7,378 | ||
| HR5B | Year-end & CalibrationT | 7 | 2 | 71% | 1,431 | ||
| HR5C | PIP LifecycleT | 7 | 3 | 57% | 4,311 |
Learning & Development
4 procedures · 23 steps · 4 decisions
Runs the line
L&D Orchestrator
Accountable
Director, Learning & Capability
Layers in play
strategy · observe · workflow · gbs
That team’s remit
Owns learning path work end to end inside Human Resources. more
Why the ceiling sits there
Path generation, assignment and tracking run autonomously. more
The 3 rules every procedure in this team runs inside
Learning & Development Decision Envelope
activeHR6-POL-200 · Envelope · v3.4 · approved by Director, Learning & Capability
Agents in this lane may act without a human when the learning path sits inside the stated value, risk and confidence envelope. more
Learning & Development Evidence Standard
activeHR6-POL-201 · Evidence · v5.0 · approved by Director, Learning & Capability
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Learning & Development Escalation Rule
activeHR6-POL-202 · Escalation · v4.5 · approved by Director, Learning & Capability
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR6A | Skill Gap-to-CapabilityT | 6 | 0 | 100% | 6,404 | ||
| HR6B | Compliance Training CycleT | 6 | 1 | 83% | 5,925 | ||
| HR6C | Content BuildT | 5 | 2 | 60% | 5,480 | ||
| HR6D | Capability Investment PositionJ | 6 | 1 | 83% | 5 |
Talent Mobility
3 procedures · 19 steps · 5 decisions
Runs the line
Mobility Orchestrator
Accountable
Director, Global Mobility
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns assignment work end to end inside Human Resources. more
Why the ceiling sits there
Internal matching is highly agentic. more
The 2 rules every procedure in this team runs inside
Talent Mobility Decision Envelope
activeHR7-POL-200 · Envelope · v3.5 · approved by Director, Global Mobility
Agents in this lane may act without a human when the assignment sits inside the stated value, risk and confidence envelope. more
Talent Mobility Evidence Standard
activeHR7-POL-201 · Evidence · v3.0 · approved by Director, Global Mobility
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR7A | Internal MoveT | 6 | 2 | 67% | 7,726 | ||
| HR7B | International AssignmentT | 8 | 2 | 75% | 5,577 | ||
| HR7C | Succession Slate RefreshA | 5 | 1 | 80% | 76 |
Total Rewards
4 procedures · 25 steps · 6 decisions
Runs the line
Total Rewards Orchestrator
Accountable
VP Total Rewards
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns comp action work end to end inside Human Resources. more
Why the ceiling sits there
Modeling, benchmarking and pay-equity scanning are fully agentic and run continuously. more
The 4 rules every procedure in this team runs inside
Total Rewards Decision Envelope
supersededHR8-POL-200 · Envelope · v3.9 · approved by VP Total Rewards
Agents in this lane may act without a human when the comp action sits inside the stated value, risk and confidence envelope. more
Total Rewards Evidence Standard
activeHR8-POL-201 · Evidence · v2.7 · approved by VP Total Rewards
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Total Rewards Escalation Rule
activeHR8-POL-202 · Escalation · v5.3 · approved by VP Total Rewards
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
Total Rewards Autonomy Ceiling
activeHR8-POL-203 · Ceiling · v3.6 · approved by VP Total Rewards
The ceiling for this lane is 68 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR8A | Annual Merit CycleT | 8 | 3 | 63% | 5,677 | ||
| HR8B | Off-cycle AdjustmentT | 5 | 1 | 80% | 7,798 | ||
| HR8C | Benefits RenewalT | 6 | 1 | 83% | 6,302 | ||
| HR8D | Rewards Philosophy PositionJ | 6 | 1 | 83% | 3 |
Exit Management
3 procedures · 24 steps · 6 decisions
Runs the line
Exit Orchestrator
Accountable
Director, Employee Relations
Layers in play
strategy · observe · workflow · gbs
That team’s remit
Owns exit case work end to end inside Human Resources. more
Why the ceiling sits there
Voluntary exits are near-touchless. more
The 3 rules every procedure in this team runs inside
Exit Management Decision Envelope
activeHR9-POL-200 · Envelope · v5.7 · approved by Director, Employee Relations
Agents in this lane may act without a human when the exit case sits inside the stated value, risk and confidence envelope. more
Exit Management Evidence Standard
activeHR9-POL-201 · Evidence · v4.4 · approved by Director, Employee Relations
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Exit Management Escalation Rule
activeHR9-POL-202 · Escalation · v2.2 · approved by Director, Employee Relations
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR9A | Voluntary ExitT | 8 | 0 | 100% | 2,382 | ||
| HR9B | Involuntary ExitT | 8 | 3 | 63% | 4,559 | ||
| HR9C | Reduction in ForceJ | 8 | 3 | 63% | 1 |
Culture & Engagement
3 procedures · 20 steps · 4 decisions
Runs the line
Culture Orchestrator
Accountable
Director, Culture & Engagement
Layers in play
strategy · policy · observe · workflow · gbs
That team’s remit
Owns listening cycle work end to end inside Human Resources. more
Why the ceiling sits there
Listening and synthesis are agentic. more
The 4 rules every procedure in this team runs inside
Culture & Engagement Decision Envelope
activeHR10-POL-200 · Envelope · v4.5 · approved by Director, Culture & Engagement
Agents in this lane may act without a human when the listening cycle sits inside the stated value, risk and confidence envelope. more
Culture & Engagement Evidence Standard
activeHR10-POL-201 · Evidence · v4.5 · approved by Director, Culture & Engagement
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
Culture & Engagement Escalation Rule
activeHR10-POL-202 · Escalation · v5.4 · approved by Director, Culture & Engagement
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
Culture & Engagement Autonomy Ceiling
activeHR10-POL-203 · Ceiling · v5.7 · approved by Director, Culture & Engagement
The ceiling for this lane is 66 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR10A | Engagement Survey CycleT | 8 | 2 | 75% | 1,046 | ||
| HR10B | Always-on ListeningA | 5 | 1 | 80% | 39 | ||
| HR10C | Culture InterventionJ | 7 | 1 | 86% | 4 |
HR AI-IT
3 procedures · 19 steps · 4 decisions
Runs the line
HR Tech Orchestrator
Accountable
Director, HR Technology
Layers in play
strategy · policy · observe · workflow
That team’s remit
Owns change work end to end inside Human Resources. more
Why the ceiling sits there
Data remediation and monitoring run autonomously. more
The 4 rules every procedure in this team runs inside
HR AI-IT Decision Envelope
activeHR11-POL-200 · Envelope · v4.0 · approved by Director, HR Technology
Agents in this lane may act without a human when the change sits inside the stated value, risk and confidence envelope. more
HR AI-IT Evidence Standard
activeHR11-POL-201 · Evidence · v4.3 · approved by Director, HR Technology
Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. more
HR AI-IT Escalation Rule
activeHR11-POL-202 · Escalation · v5.3 · approved by Director, HR Technology
Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. more
HR AI-IT Autonomy Ceiling
activeHR11-POL-203 · Ceiling · v5.2 · approved by Director, HR Technology
The ceiling for this lane is 74 on the platform scale. more
| Code | Procedure | Steps | Decisions | Who does the work | Agent % | A week | |
|---|---|---|---|---|---|---|---|
| HR11A | Data Quality RemediationT | 5 | 1 | 80% | 5,555 | ||
| HR11B | System Change ReleaseT | 7 | 1 | 86% | 4,876 | ||
| HR11C | Agent Onboarding & CertificationT | 7 | 2 | 71% | 3,742 |
Where this manual comes from
Nobody wrote these procedures. more
What it cannot claim
The twenty-four controls and eighteen exception classes in this platform are held at estate level … more
These procedures describe the modeled estate. more
Actions
What is waiting on a person
What a single function manual is for, and the three things worth checking the moment you open one.
governing rules bind the teams inside these functions
Every team carries between two and four rules covering evidence, envelope, escalation and ceiling. 395 are active. more
governance gates are declared across the function estate
A governance gate is a rule about the function, not about a single procedure: a threshold, a named approver and a clock. more
points separate the most and least agent-run function, Customer Service and Legal
Customer Service runs 90% of its steps without a person and Legal runs 76%. The gap is not a target and not a failing … more
Operations
What this desk is allowed to start
A surface that only reports is not operable. more
Trigger and bound
A function manual gathers every procedure the function owns, grouped by the team that runs it, with the orchestrator, the accountable human, the autonomy ceiling and the governing rules printed against each team. more
Live observability
What the record shows right now
How the manuals differ in size, by number of written procedures. more
Current distribution
211 procedures
Is policy and strategy coming to fruition
Whether the written intent is holding here
Holding on structure, not on assurance. more
Not holding on the record
Every manual is complete: 475 procedures with nothing unassigned, 154 teams each carrying an orchestrator and a named accountable human, and every step attributed to a lane. more