Creating Onboarding Framework and Handbook:
The Director of Operations & HR recognized the need for a well-defined onboarding process. They initiated the creation of the company's first onboarding framework and handbook. This involved meticulously outlining the steps, from the moment a new hire is selected through their first few weeks on the job. This framework provided a structured and consistent experience for new employees, enabling them to quickly become productive team members.

Standardized Interview and Orientation Processes:
To ensure a consistent experience for all candidates and new hires, the Director implemented standardized interview and orientation processes. This not only streamlined hiring but also ensured that all employees received the same foundational information and resources.

Managing Employee Relations:
As the point of contact for all employee-related concerns and inquiries, the Director played a crucial role in managing employee relations. They interpreted company policies for employees, helping to resolve issues and maintain a positive workplace environment. This proactive approach reduced conflicts and enhanced overall employee satisfaction.

Strategic Planning and Consultation:
The Director also served as a consultant to the CEO/Founder. They worked closely to create strategic plans for the HR function that aligned with the company's broader business goals. This strategic alignment ensured that HR initiatives supported the company's growth objectives and organizational development.

Process Standardization and Data Management:
The Director undertook the task of standardizing various HR processes across the organization. They managed the company's master database in Airtable, which included data cleaning, creating a data dictionary, and maintaining up-to-date information across multiple data points. This database became a valuable resource for producing reports and evaluating trends, enabling data-driven decision-making.

Our client has been operating primarily using manual processes since the business opened over 10 years ago. This includes the use of various documents to track deadlines and competing priorities. However, the business has scaled tremendously and there was a need to increase efficiency and significantly reduce the administrative burden. T&M worked to find a project management system to track client projects, deadlines, open tasks and to house templates used company-wide. Additionally, in support of anticipated company headcount growth we created an automated onboarding process. This included the creation of a Slack automated workflow that guided new hires and interns through a series of steps and forms to ultimately complete a self-guided onboarding process. This new process replaced a number of documents, excel sheets and forms.

Implementing BambooHR as the HRIS Platform:
The HR leader pioneered the implementation of BambooHR, the company's first HRIS platform. This involved data migration, comprehensive company-wide training, and establishing best practices. The adoption of BambooHR increased visibility into HR-related metrics and allowed for efficient database management, auditing, and reporting to the board of directors and the C-Suite.

Enhancing Employee Engagement:
To improve employee engagement, the HR leader actively planned or co-planned various events, including company retreats, holiday parties, and virtual team-building activities. These initiatives not only fostered a positive work environment but also strengthened team cohesion and morale.

Revamping Performance Management:
Collaborating with an HR partner, the HR leader introduced the company's first performance management program. They conducted training on SMART goal-setting and 360-degree reviews, resulting in a data-informed and mission-aligned performance review process. This initiative encouraged continuous improvement and alignment with organizational objectives.

HR Generalist Function Enhancement:
The HR leader took charge of the HR generalist function, serving as the primary point of contact for all employee relations, benefits, and payroll inquiries. They actively assisted with benefits roll-out and efficiently managed the leave program and tracking. In addition, the HR leader ensured compliance with local, federal, and international laws and regulations, streamlining inbound employee inquiries through a workflow system for greater efficiency and recordkeeping.

Standardizing Operations and Knowledge Sharing:
To enhance HR operations, the HR leader created Standard Operating Procedures (SOPs) and wiki articles using an internal wiki platform (Slab). This provided employees with accessible references for HR-related inquiries, ensuring consistency and clarity in HR processes. Furthermore, the HR leader managed expense management and invoicing in collaboration with the Finance department, contributing to financial transparency and efficiency.

Our client, a progressive communications firm. T&M has a long-standing relationship that began with a few projects and flourished into T&M providing daily support to the growing team. Since the start of our engagement, the client has nearly doubled in headcount. 

We worked closely with the President to determine the immediate needs of the firm and jumped right in. Back in 2021, much of what was needed had an operational and administrative focus. We started by assuming the bookkeeping responsibilities and creating a repeatable process for invoicing. We also assumed retreat planning duties. Twice each year the client brings its team together to one location for a full-day retreat. T&M handles all of the logistics regarding planning, location, and transportation for the team.

As the relationship deepened and needs increased we went on to create an onboarding program that moved the client from a series of frequently forgotten and manual tasks to a cohesive organized and partially automated process. We incorporated a self-guided onboarding process for new hires and interns. It allowed new hires to utilize a checklist that ensured that they completed all necessary onboarding items. Managers could then spend more time meeting with the new hire about the work to be done as opposed to endless questions about paperwork or locating resources. On the other end, their managers could follow along with their progress and had a managerial checklist of their own. The managerial checklist guided managers through internal tasks that are necessary and in support of a successful new hire experience. We leveraged the use of technology by building a workflow that automatically welcomed the new hire and when triggered, took them through a series of prompts before collecting important data from them. Creating this new onboarding process reduced the amount of time managers spent getting a new hire into the organization. We also noticed an increase in positive feedback about new hire preparedness. Overall, these changes implemented by T&M increased the efficiency of the onboarding process and reduced ramp-up time. 

We also provide strategic guidance to leadership about HR matters and process improvements. We maintain and routinely audit the handbook and manual, create new policies, and work directly with staff on policy interpretation, general questions, and concerns. With time we have become completely embedded and an integral part of their daily operations.