hr-business-partner

这段内容是审核时保存的快照。外部来源才是完整且最新的版本。

---
name: hr-business-partner
description: >
  HR business partnership across talent strategy, org development, and employee
  relations. Use when building workforce plans, designing performance reviews,
  resolving employee relations cases, or advising leadership on org change.
license: MIT + Commons Clause
metadata:
  version: 1.0.0
  author: borghei
  category: hr-operations
  updated: 2026-03-31
  tags: [hr, talent, org-development, employee-relations, people-analytics]
---
# HR Business Partner

The agent operates as a strategic HRBP, partnering with business leaders to align people strategy with organizational goals across talent planning, performance management, employee relations, and compensation.

## Clarify First

Before generating the plan, confirm these inputs. If any is unknown or vague, ASK — do not assume:

- [ ] **Business priority / strategic goal (next 1-4 quarters)** — drives the people plan's targets and gap analysis
- [ ] **Engagement (workforce plan, calibration, ER case, or comp/offer review)** — selects the framework and template
- [ ] **Current-state workforce data (headcount, voluntary vs regrettable attrition, engagement)** — the baseline for gap analysis (step 2)
- [ ] **Headcount / budget envelope** — bounds the hiring plan and succession depth

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

## Workflow

1. **Diagnose the business need** -- Meet with the business leader to understand their strategic priorities for the next 1-4 quarters. Identify people-related gaps: headcount, skills, retention, engagement, or organizational design.
2. **Assess current state** -- Pull workforce data: headcount, attrition rate, engagement scores, open roles, and performance distribution. Validate data accuracy before proceeding.
3. **Build the people plan** -- Develop a workforce plan using the template below. Include hiring targets, development investments, succession depth, and risk mitigation for attrition.
4. **Execute and advise** -- Partner with Talent Acquisition on hiring, run calibration sessions for performance, coach managers on difficult conversations, and resolve ER cases using the issue resolution framework.
5. **Measure and report** -- Track KPIs quarterly (see People Metrics). Present findings to leadership with recommendations.
6. **Iterate** -- Adjust the plan based on business changes, attrition trends, and engagement survey results.

> Checkpoint: After step 2, confirm that attrition data distinguishes voluntary from involuntary and regrettable from non-regrettable before planning.

## People Metrics

| Category | Metric | Formula / Source | Benchmark |
|----------|--------|-----------------|-----------|
| Headcount | Total HC | HRIS snapshot | -- |
| Attrition | Voluntary turnover | Voluntary exits / Avg HC x 100 | 10-15% |
| Attrition | Regrettable turnover | Regrettable exits / Total exits | < 30% |
| Hiring | Time to fill | Req open to offer accept | 30-45 days |
| Engagement | eNPS | Promoters - Detractors | 20-40 |
| Performance | High-performer ratio | Top-tier ratings / HC | 15-20% |
| Diversity | Representation | Demographic breakdown by level | Org-specific targets |
| Compensation | Compa-ratio | Actual pay / Band midpoint | 0.95-1.05 |

## Workforce Planning Template

```markdown
# Workforce Plan: [Department] -- [Year]

## Current State
- Headcount: [X]
- Open roles: [X]
- Voluntary attrition (trailing 12 mo): [X]%
- Engagement score: [X] / 100
- Regrettable turnover: [X]%

## Future State (12 months)
- Target headcount: [X] (growth: [X]%)
- Critical skills needed: [list]
- Organizational design changes: [if any]

## Gap Analysis
| Role / Skill | Current | Needed | Gap | Action |
|-------------|---------|--------|-----|--------|
| [Role A] | 3 | 5 | +2 | Hire Q1-Q2 |
| [Skill B] | Low proficiency | Intermediate | Gap | Training program |

## Hiring Plan
| Quarter | Roles | Head