[{"data":1,"prerenderedAt":493},["ShallowReactive",2],{"document-how-to-setup-an-hr-department-D12599":3},{"document":4,"label":23,"preview":11,"thumb":24,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":25,"breadcrumb":29,"related":37,"customDescModule":177,"customdescription":6,"mdFm":178,"mdProseHtml":492},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"How to Set Up an HR Department Standard Operating Procedure Department: Human Resources Purpose: When a company reach a certain level of growth and start to hire, the next step is to create an HR department. This department is responsible for managing employees' personal data and needs. They also take care of the hiring and evaluation of the performance of the employees. Frequency: When you need to Procedure: Determine who you need to hire, such as an HR manager. HR manager must create a staffing plan. HR staff must create job description. Create a computerized applicant tracking system and a recruiting system. Create a system for employee's management. Management or HR Manager must define the internal politics for employee replacement. Definition/Explanation: HR Manager: It's an individual within an organization responsible for hiring new employees, supervising employee evaluations, mediation between employees and bosses as necessary, and general overseeing of the personnel department. Staffing plan: The purpose of a staffing plan is to answer to questions like these: What position need to be fill? How much salary are those position worth? How many staff the business can afford?",null,"How to Setup an HR Department","2",513,"doc","https://templates.business-in-a-box.com/imgs/1000px/how-to-setup-an-hr-department-D12599.png","https://templates.business-in-a-box.com/imgs/250px/12599.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12599.xml",{"title":15,"description":6},"how to setup an hr department",[17,20],{"label":18,"url":19},"Business Plan Kit","/templates/business-plan-kit/",{"label":21,"url":22},"Business Procedures","/templates/business-procedures/","How to Setup an HR Department Template","https://templates.business-in-a-box.com/imgs/400px/12599.png",[26,17,20],{"label":27,"url":28},"Templates","/templates/",[30,31,34],{"label":27,"url":28},{"label":32,"url":33},"Human Resources","/templates/human-resources/",{"label":35,"url":36},"HR Operations & Records","/templates/hr-operations-and-records/",[38,42,46,50,54,58,62,66,70,74,79,83,87,104,119,132,147,161],{"label":39,"url":40,"thumb":41,"extension":10},"Checklist How To Setup an LLC","/template/checklist-how-to-setup-an-llc-D12995","https://templates.business-in-a-box.com/imgs/250px/12995.png",{"label":43,"url":44,"thumb":45,"extension":10},"How to Setup a Purchasing Process","/template/how-to-setup-a-purchasing-process-D12597","https://templates.business-in-a-box.com/imgs/250px/12597.png",{"label":47,"url":48,"thumb":49,"extension":10},"How to Setup a Shopping Cart","/template/how-to-setup-a-shopping-cart-D12598","https://templates.business-in-a-box.com/imgs/250px/12598.png",{"label":51,"url":52,"thumb":53,"extension":10},"How to Setup Online Payment","/template/how-to-setup-online-payment-D12600","https://templates.business-in-a-box.com/imgs/250px/12600.png",{"label":55,"url":56,"thumb":57,"extension":10},"HR Director Job Description","/template/hr-director-job-description-D13550","https://templates.business-in-a-box.com/imgs/250px/13550.png",{"label":59,"url":60,"thumb":61,"extension":10},"HR Coordinator Job Description","/template/hr-coordinator-job-description-D13549","https://templates.business-in-a-box.com/imgs/250px/13549.png",{"label":63,"url":64,"thumb":65,"extension":10},"HR Generalist Job Description","/template/hr-generalist-job-description-D13551","https://templates.business-in-a-box.com/imgs/250px/13551.png",{"label":67,"url":68,"thumb":69,"extension":10},"Human Resource Policy","/template/human-resource-policy-D13494","https://templates.business-in-a-box.com/imgs/250px/13494.png",{"label":71,"url":72,"thumb":73,"extension":10},"Strategic HR Plan","/template/strategic-hr-plan-D12690","https://templates.business-in-a-box.com/imgs/250px/12690.png",{"label":75,"url":76,"thumb":77,"extension":78},"Checklist_Trade Show Booth Setup","/template/checklist_trade-show-booth-setup-D1388","https://templates.business-in-a-box.com/imgs/250px/1388.png","xls",{"label":80,"url":81,"thumb":82,"extension":10},"Interview Guide Human Resources Manager","/template/interview-guide-human-resources-manager-D11593","https://templates.business-in-a-box.com/imgs/250px/11593.png",{"label":84,"url":85,"thumb":86,"extension":10},"Interview Guide Human Resources Assistant","/template/interview-guide-human-resources-assistant-D11592","https://templates.business-in-a-box.com/imgs/250px/11592.png",{"description":88,"descriptionCustom":6,"label":89,"pages":90,"size":91,"extension":10,"preview":92,"thumb":93,"svgFrame":94,"seoMetadata":95,"parents":96,"keywords":102,"url":103},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[97,99],{"label":32,"url":98},"human-resources",{"label":100,"url":101},"Company Policies","company-policies","employee handbook","/template/employee-handbook-D712",{"description":105,"descriptionCustom":6,"label":106,"pages":107,"size":9,"extension":10,"preview":108,"thumb":109,"svgFrame":110,"seoMetadata":111,"parents":113,"keywords":112,"url":118},"CHECKLIST NEW EMPLOYEE ONBOARDING Preparation Before the First Day: Offer Letter and Employment Agreement Review and finalize the offer letter. Ensure the employment agreement is signed and returned. Welcome Email Send a welcome email with important information. Include details like the start date, time, location, and dress code. Workspace Setup Prepare the employee's workspace, including a desk, computer, phone, and any necessary supplies. Access and Accounts Request IT to set up computer and system access. Create email, software, and network accounts. Training Materials Prepare any training materials, manuals, or guides. Day of Arrival: Welcome Call or Meeting Schedule a welcome call or meeting to introduce the employee to your team and discuss their expectations and goals. Answer any initial questions they may have. Account Setup Help the employee set up their account or profile on your platform. Provide assistance with initial configuration and customization. First Day Orientation: Meet and Greet Welcome the employee and introduce them to the team. Company Overview Provide an overview of the company's history, culture, and values. HR Documentation Complete any remaining HR paperwork, such as tax forms and benefits enrollment. Office Tour Give a tour of the office and introduce facilities, restrooms, kitchen areas, etc. Training and Development: Company Policies and Procedures Conduct an orientation on company policies, including the employee handbook. Safety Training Provide safety guidelines and emergency procedures. Benefits and Compensation: Benefits Enrollment","Checklist New Employee Onboarding","4","https://templates.business-in-a-box.com/imgs/1000px/checklist-new-employee-onboarding-D13617.png","https://templates.business-in-a-box.com/imgs/250px/13617.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13617.xml",{"title":112,"description":6},"checklist new employee onboarding",[114,116],{"label":18,"url":115},"business-plan-kit",{"label":21,"url":117},"business-procedures","/template/checklist-new-employee-onboarding-D13617",{"description":120,"descriptionCustom":6,"label":121,"pages":122,"size":9,"extension":10,"preview":123,"thumb":124,"svgFrame":125,"seoMetadata":126,"parents":128,"keywords":127,"url":131},"Employee Performance Review Standard Operating Procedure Department: Human Resources Purpose: Before doing the performance review, it's important that managers have already set up goals to their employees. Indeed, performance reviews are valuable for both the employee and the employer. It's a chance for managers to give praise for exceptional work and guidance for any shortcomings. Managers and supervisors should take this opportunity to have an open discussion about the future of the company and the potential for employee growth. Frequency: Quarterly Procedure: Set up goals for employees. Share with the employee how your organization will assess performance. Prepare the meeting. Establish the purpose of the performance review meeting conversation. Be specific and transparent in the meeting. Review the relevant parts of the performance review form. Discuss ideas for development/action plan. Agree upon specific actions to be taken by each of you. Summarize the performance review meeting conversation. Definition/Explanation: Goal: It is imperative that the employee knows exactly what is expected of his or her performance. Your periodic discussions about performance need to focus on these significant portions of the employee's job.","How to Review Employee Performance","3","https://templates.business-in-a-box.com/imgs/1000px/how-to-review-employee-performance-D12595.png","https://templates.business-in-a-box.com/imgs/250px/12595.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12595.xml",{"title":127,"description":6},"how to review employee performance",[129,130],{"label":18,"url":115},{"label":21,"url":117},"/template/how-to-review-employee-performance-D12595",{"description":133,"descriptionCustom":6,"label":134,"pages":135,"size":9,"extension":10,"preview":136,"thumb":137,"svgFrame":138,"seoMetadata":139,"parents":141,"keywords":140,"url":146},"","Organizational Chart","1","https://templates.business-in-a-box.com/imgs/1000px/organizational-chart-D12674.png","https://templates.business-in-a-box.com/imgs/250px/12674.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12674.xml",{"title":140,"description":6},"organizational chart",[142,143],{"label":18,"url":115},{"label":144,"url":145},"Management","business-management","/template/organizational-chart-D12674",{"description":148,"descriptionCustom":6,"label":149,"pages":135,"size":9,"extension":10,"preview":150,"thumb":151,"svgFrame":152,"seoMetadata":153,"parents":155,"keywords":154,"url":160},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: JOB OFFER FOR [DESCRIBE] Dear [CANDIDATE NAME]: Congratulations! [Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":154,"description":6},"job offer letter long",[156,157],{"label":32,"url":98},{"label":158,"url":159},"Hire an Employee","hire-employee","/template/job-offer-letter-long-D12769",{"description":162,"descriptionCustom":6,"label":163,"pages":164,"size":9,"extension":10,"preview":165,"thumb":166,"svgFrame":167,"seoMetadata":168,"parents":170,"keywords":169,"url":176},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":169,"description":6},"employment agreement_at will employee",[171,172,173],{"label":32,"url":98},{"label":158,"url":159},{"label":174,"url":175},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",false,{"seo":179,"reviewer":191,"legal_disclaimer":177,"quick_facts":195,"at_a_glance":197,"personas":201,"variants":225,"glossary":251,"sections":282,"how_to_fill":333,"common_mistakes":374,"faqs":399,"industries":427,"comparisons":444,"diy_vs_pro":455,"educational_modules":468,"related_template_ids_curated":471,"schema":479,"classification":481},{"meta_title":180,"meta_description":181,"primary_keyword":15,"secondary_keywords":182},"How to Setup an HR Department Template | BIB","Free HR department setup template covering structure, policies, recruiting, and compliance. Download in Word, edit online, or export as PDF.",[183,184,185,186,187,188,189,190],"hr department setup guide","how to build an hr department","hr department template","setting up hr department small business","hr department structure template","hr setup plan template","human resources department setup","hr department checklist",{"name":192,"credential":193,"reviewed_date":194},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":196,"legal_review_recommended":177,"signature_required":177},"advanced",{"what_it_is":198,"when_you_need_it":199,"whats_inside":200},"A How to Setup an HR Department guide is a structured operational document that walks a business through every step required to establish a functioning human resources function — from defining roles and compliance obligations to building recruiting workflows and employee record systems. This free Word download gives you a ready-to-edit framework you can tailor to your headcount, industry, and jurisdiction, then export as PDF to share with leadership or a new HR hire.\n","Use it when your business is scaling past 10–15 employees and informal people-management practices are no longer sufficient, when you are bringing on a first dedicated HR hire and need to define their mandate, or when an audit, investor, or acquirer reveals that your HR infrastructure has gaps that need to be documented and closed.\n","The guide covers HR function objectives, organizational structure and staffing, core policy development, recruiting and onboarding workflows, compensation and benefits administration, compliance and legal obligations, performance management, employee records and HRIS selection, and a phased implementation roadmap with milestones.\n",[202,206,210,214,218,222],{"title":203,"use_case":204,"icon_asset_id":205},"Founders and CEOs","Formalizing people operations before a Series A or significant headcount growth","persona-ceo",{"title":207,"use_case":208,"icon_asset_id":209},"Operations directors","Building an HR function from scratch alongside scaling business infrastructure","persona-operations-director",{"title":211,"use_case":212,"icon_asset_id":213},"First HR hires","Arriving at a company with no existing HR structure and needing a documented starting point","persona-hr-manager",{"title":215,"use_case":216,"icon_asset_id":217},"Small business owners","Transitioning from ad-hoc hiring and payroll to a compliant, repeatable HR process","persona-small-business-owner",{"title":219,"use_case":220,"icon_asset_id":221},"Management consultants","Delivering an HR readiness assessment and setup roadmap to a client organization","persona-consultant",{"title":223,"use_case":224,"icon_asset_id":209},"Private equity operating partners","Standardizing HR infrastructure across a portfolio company post-acquisition",[226,229,232,236,240,244,248],{"situation":227,"recommended_template":7,"slug":228},"Building HR from scratch at a startup with fewer than 25 employees","how-to-setup-an-hr-department-D12599",{"situation":230,"recommended_template":89,"slug":231},"Defining policies and rules of conduct for existing staff","employee-handbook-D712",{"situation":233,"recommended_template":234,"slug":235},"Documenting the hiring process for a specific open role","Recruitment Plan","recruitment-and-hiring-policy-D13762",{"situation":237,"recommended_template":238,"slug":239},"Outlining onboarding steps for a new hire's first 90 days","Employee Onboarding Checklist","checklist-new-employee-onboarding-D13617",{"situation":241,"recommended_template":242,"slug":243},"Setting pay bands and compensation structure for the organization","Compensation and Benefits Plan","compensation-and-benefits-policy-D13629",{"situation":245,"recommended_template":246,"slug":247},"Defining performance review cycles and rating criteria","Performance Review Template","how-to-review-employee-performance-D12595",{"situation":249,"recommended_template":134,"slug":250},"Creating an org chart to formalize reporting lines","organizational-chart-D12674",[252,255,258,261,264,267,270,273,276,279],{"term":253,"definition":254},"HRIS (Human Resources Information System)","Software that centralizes employee records, payroll data, time tracking, and HR workflows in a single platform.",{"term":256,"definition":257},"Headcount Plan","A forward-looking document that maps planned hiring by role, department, and quarter against budget and business milestones.",{"term":259,"definition":260},"Employer of Record (EOR)","A third-party organization that legally employs workers on behalf of a company, handling payroll, taxes, and compliance in jurisdictions where the company is not registered.",{"term":262,"definition":263},"Job Architecture","A structured framework that defines job families, levels, and titles across the organization to ensure consistent pay, career progression, and role expectations.",{"term":265,"definition":266},"Onboarding","The structured process of integrating a new employee into the organization — covering paperwork, system access, role training, and cultural orientation.",{"term":268,"definition":269},"HR Business Partner (HRBP)","An HR professional embedded with a specific business unit who aligns people strategy with operational goals rather than handling administrative HR tasks.",{"term":271,"definition":272},"Compliance Calendar","A scheduled list of recurring HR-related legal obligations — tax filings, benefits open enrollment, required training, and reporting deadlines — organized by due date.",{"term":274,"definition":275},"Pay Band","A defined salary range for a specific job level or title, with a minimum, midpoint, and maximum used to guide offers and compensation reviews.",{"term":277,"definition":278},"Attrition Rate","The percentage of employees who leave the organization in a given period, calculated as departures divided by average headcount.",{"term":280,"definition":281},"People Operations","A modern framing of HR that emphasizes data-driven, employee-experience-centered people management over traditional administrative compliance functions.",[283,288,293,298,303,308,313,318,323,328],{"name":284,"plain_english":285,"sample_language":286,"common_mistake":287},"HR Function Objectives and Scope","Defines what the HR department is responsible for, the business problems it is intended to solve, and the boundaries of its authority.","The HR function at [COMPANY NAME] is responsible for talent acquisition, employee relations, compliance, compensation, benefits administration, and people development for a workforce of [HEADCOUNT] across [LOCATIONS]. HR reports to [TITLE] and operates as a [CENTRALIZED / BUSINESS PARTNER] model.","Defining HR scope so broadly that it includes functions — like payroll processing or facilities — that belong to Finance or Operations, creating ownership conflicts and accountability gaps from day one.",{"name":289,"plain_english":290,"sample_language":291,"common_mistake":292},"Organizational Structure and Staffing Model","Outlines how the HR team itself will be structured — roles, reporting lines, headcount, and whether to use internal staff, fractional HR, or an outsourced PEO.","Phase 1 HR structure: 1 HR Generalist (reports to COO). Phase 2 (>50 employees): add HR Business Partner. Phase 3 (>100 employees): hire HR Director and split Talent Acquisition from HR Operations. PEO / EOR engaged for [STATES / COUNTRIES].","Hiring a senior HR Director before the foundational administrative infrastructure exists — resulting in an expensive leader spending most of their time on data entry and compliance paperwork instead of strategy.",{"name":294,"plain_english":295,"sample_language":296,"common_mistake":297},"Core Policy Development","Identifies the mandatory and recommended HR policies the company must have in place, with a timeline for drafting, reviewing, and communicating each one.","Priority policies for immediate development: (1) Equal Opportunity and Anti-Harassment, (2) Code of Conduct, (3) PTO and Leave, (4) Remote Work, (5) Expense Reimbursement. Secondary tier: Performance Improvement, Disciplinary Action, and Social Media Use. Target completion: [DATE].","Copying policy language verbatim from a competitor's public employee handbook without reviewing whether it meets the statutory requirements of the company's specific operating states or countries.",{"name":299,"plain_english":300,"sample_language":301,"common_mistake":302},"Recruiting and Hiring Workflow","Documents the end-to-end hiring process — from job requisition approval through offer letter — including tools, approval chains, and standard timelines.","Step 1: Hiring manager submits approved Job Requisition Form. Step 2: HR posts to [JOB BOARDS] within 3 business days. Step 3: Screening conducted by HR; slate of [X] finalists passed to hiring manager within [Y] days. Step 4: Structured interview panel of [X] interviewers. Step 5: Offer approval by [TITLE].","Designing a hiring process without documenting structured interview questions and scoring rubrics — making it impossible to defend hiring decisions against discrimination claims.",{"name":304,"plain_english":305,"sample_language":306,"common_mistake":307},"Onboarding Program","Defines what happens from the moment an offer is accepted through the end of the new hire's first 90 days, including paperwork, system access, training, and check-in milestones.","Day 1: I-9 and tax forms, system access provisioned, office/equipment setup. Week 1: role orientation with manager and cross-functional introductions. Day 30: check-in with HR and manager. Day 90: probationary performance conversation and goals set for remainder of year.","Treating onboarding as a one-day paperwork exercise. Employees who do not receive structured 30-60-90 day plans have significantly higher early attrition, which resets the entire hiring cost.",{"name":309,"plain_english":310,"sample_language":311,"common_mistake":312},"Compensation and Benefits Administration","Establishes the pay structure (bands, review cycles, merit increase budget) and the benefits program (health, retirement, PTO), and assigns responsibility for administration and renewal.","Pay bands by level: [LEVEL 1]: $[MIN]–$[MAX]; [LEVEL 2]: $[MIN]–$[MAX]. Annual merit review cycle: [MONTH]. Benefits renewal: [MONTH]. Open enrollment window: [X] weeks. Benefits broker: [NAME]. HRIS manages enrollment; payroll integration with [PAYROLL SYSTEM].","Setting pay bands once and never updating them — causing internal compression as new hires are offered market rates that exceed tenured employees at the same level.",{"name":314,"plain_english":315,"sample_language":316,"common_mistake":317},"Compliance and Legal Obligations","Maps the federal, state, and local employment law requirements the company must meet, assigns ownership, and creates a compliance calendar with recurring deadlines.","Federal obligations: FLSA classification review annually, FMLA administration (50+ employees), EEO-1 report (100+ employees, due [DATE]). State-specific: [STATE] paid leave law effective [DATE], [STATE] pay transparency posting requirement. Compliance calendar owner: [HR TITLE].","Treating compliance as a one-time setup task rather than an ongoing calendar item — missing state-level law updates (paid leave expansions, salary history bans, pay transparency requirements) that change annually.",{"name":319,"plain_english":320,"sample_language":321,"common_mistake":322},"Performance Management System","Defines how employee performance is evaluated — review frequency, rating scale, goal-setting methodology, and the link between performance ratings and compensation decisions.","Review cycle: annual review in [MONTH] plus mid-year check-in in [MONTH]. Rating scale: 1–5 (1 = Below Expectations, 3 = Meets Expectations, 5 = Exceptional). Goals framework: [OKR / SMART goals]. Ratings above 4 eligible for merit increase of [X]%; ratings below 2 trigger a PIP.","Implementing annual reviews with no mid-year check-in — meaning underperformance goes undocumented for six months and the annual review becomes the first formal notice, making performance management legally and practically difficult.",{"name":324,"plain_english":325,"sample_language":326,"common_mistake":327},"Employee Records and HRIS Selection","Establishes what employee data must be maintained, where it is stored, how long it is retained, and which HRIS platform will manage it.","Required records: I-9 (retained 3 years post-hire or 1 year post-termination, whichever is later), offer letters, performance reviews, disciplinary actions. HRIS evaluated: [OPTION A], [OPTION B], [OPTION C]. Selection criteria: payroll integration, compliance reporting, and cost per employee per month under $[X].","Storing employee records in a shared cloud folder without access controls — exposing sensitive compensation, medical, and disciplinary data to employees who have no legitimate need to see it.",{"name":329,"plain_english":330,"sample_language":331,"common_mistake":332},"Implementation Roadmap and Milestones","Translates the HR setup plan into a phased timeline with specific deliverables, owners, and completion dates so progress can be tracked and reported.","Phase 1 (Days 1–30): Hire HR Generalist, select HRIS, draft priority policies. Phase 2 (Days 31–60): Launch onboarding program, complete FLSA classification review, publish employee handbook. Phase 3 (Days 61–90): Roll out performance management framework, finalize pay bands, complete compliance calendar.","Launching all HR initiatives simultaneously without phasing them — overwhelming the HR function and resulting in half-built processes that are worse than nothing because employees believe they exist.",[334,339,344,349,354,359,364,369],{"step":335,"title":336,"description":337,"tip":338},1,"Define the scope and reporting structure of HR","Start by documenting what HR will and will not own — talent acquisition, compliance, payroll, and L&D are common inclusions; benefits brokerage and legal counsel are often excluded. Confirm who HR reports to and what budget they control.","If HR will report to Finance or the COO rather than a dedicated CHRO, document that explicitly — ambiguous reporting creates competing priorities that stall the department's effectiveness.",{"step":340,"title":341,"description":342,"tip":343},2,"Audit current people-management practices","Before building new processes, document what exists: how hiring is currently done, where employee records are stored, which policies have been communicated, and whether FLSA classifications have ever been reviewed.","An honest gap analysis at this stage takes one to two days and prevents you from building infrastructure on top of pre-existing compliance problems.",{"step":345,"title":346,"description":347,"tip":348},3,"Determine the HR staffing model","Decide whether to hire internal HR staff, engage a Professional Employer Organization (PEO), use fractional HR, or some combination. Map this decision against current headcount and 12-month growth projections.","A PEO typically costs 2–4% of total payroll but bundles compliance, benefits purchasing power, and HR administration — often the right choice for companies between 10 and 50 employees.",{"step":350,"title":351,"description":352,"tip":353},4,"Draft and prioritize core HR policies","Identify which policies are legally required in your operating jurisdictions versus which are best-practice additions. Draft the mandatory ones first and assign a reviewer for each before publishing.","Anti-harassment and equal opportunity policies are legally required in most US states once you have 15 employees — do not defer these past your first hiring push.",{"step":355,"title":356,"description":357,"tip":358},5,"Design the recruiting and onboarding workflows","Map the hiring process from job requisition to offer letter, assigning a step owner and target timeline for each stage. Then build the 30-60-90 day onboarding plan alongside it.","Measure time-to-fill for your first ten hires under the new process — this gives you baseline data to optimize against and demonstrates HR's operational impact to leadership.",{"step":360,"title":361,"description":362,"tip":363},6,"Set up the compensation structure and benefits program","Define pay bands for each job level using market data (e.g., Radford, Levels.fyi, or Bureau of Labor Statistics), then select a benefits broker and HRIS. Confirm that the payroll system integrates with your chosen HRIS before committing.","Get at least three benefits broker quotes — pricing and plan options vary significantly, and a good broker negotiates on your behalf at renewal.",{"step":365,"title":366,"description":367,"tip":368},7,"Build the compliance calendar","List every recurring federal, state, and local HR compliance obligation with its due date and assigned owner. Include EEO-1 reporting, I-9 audit cycles, benefits open enrollment, and any state-specific paid leave reporting.","Set calendar reminders 30 days before each deadline — most HR compliance failures are not ignorance but missed timing.",{"step":370,"title":371,"description":372,"tip":373},8,"Publish the implementation roadmap and assign owners","Break the full setup into three 30-day phases with specific deliverables, owners, and success metrics for each. Share the roadmap with the leadership team and schedule a monthly review to track progress.","Treat Phase 1 as non-negotiable minimums: HRIS selection, priority policies drafted, and onboarding checklist live. Everything else is Phase 2 or 3.",[375,379,383,387,391,395],{"mistake":376,"why_it_matters":377,"fix":378},"Building all HR processes simultaneously","Launching recruiting, onboarding, performance management, and compliance programs at once divides attention and produces half-built processes that employees encounter and distrust.","Use a phased roadmap: compliance and records in Phase 1, recruiting and onboarding in Phase 2, performance and compensation in Phase 3. Each phase builds on the last.",{"mistake":380,"why_it_matters":381,"fix":382},"Skipping the FLSA employee classification review","Misclassifying non-exempt employees as exempt — paying salaries to people who are legally entitled to overtime — creates back-pay liability that compounds with every pay period and can trigger Department of Labor investigations.","Conduct a classification audit of every current employee against the FLSA's duties test as one of the first HR department actions, before any new hires are made.",{"mistake":384,"why_it_matters":385,"fix":386},"Copying policy language from another company's handbook","Policies from a different company reflect a different set of operating states, headcount thresholds, and legal counsel — applying them verbatim can create obligations you cannot meet or omit protections you legally must provide.","Use a structured template as a starting point, then review every policy against the specific employment laws of every state or country where you have employees.",{"mistake":388,"why_it_matters":389,"fix":390},"Selecting an HRIS before confirming payroll integration","An HRIS that does not integrate with your payroll system forces manual data entry between the two platforms, which introduces payroll errors and eliminates most of the efficiency benefit of the HRIS.","List payroll system compatibility as a non-negotiable requirement in your HRIS evaluation scorecard and confirm integration in a demo before signing a contract.",{"mistake":392,"why_it_matters":393,"fix":394},"Treating onboarding as a one-day paperwork exercise","Employees without a structured 30-60-90 day plan report lower confidence in their role and leave at higher rates in their first year — resetting the entire cost of the hiring cycle.","Build a written onboarding plan that covers system access and paperwork on Day 1, role training and team introductions in Week 1, and check-in conversations at Day 30, 60, and 90.",{"mistake":396,"why_it_matters":397,"fix":398},"No compliance calendar with assigned owners","HR compliance deadlines — EEO-1 filings, I-9 reverification, benefits open enrollment, state paid leave reporting — are missed not because HR doesn't know about them but because no one was assigned to own each deadline.","Create a compliance calendar on Day 1 of the HR function with every recurring obligation, its due date, and a named owner. Review it in the first week of each quarter.",[400,403,406,409,412,415,418,421,424],{"question":401,"answer":402},"When should a company set up a formal HR department?","Most companies need a formal HR function when headcount reaches 15–25 employees. Below that threshold, a PEO or fractional HR consultant typically handles compliance and benefits more cost-effectively than an internal hire. At 15 employees, federal anti-discrimination laws (Title VII, ADA) apply; at 50, FMLA obligations begin. Waiting past these thresholds to formalize HR creates retroactive compliance exposure.\n",{"question":404,"answer":405},"What does an HR department do?","An HR department manages the full employee lifecycle — recruiting, onboarding, compensation and benefits, performance management, employee relations, compliance with employment law, and offboarding. In modern organizations, HR also owns people analytics, workforce planning, and organizational culture initiatives. The specific scope varies by company size and whether HR operates as a generalist function or with specialized HR business partners.\n",{"question":407,"answer":408},"How much does it cost to set up an HR department?","For a company of 20–50 employees, a minimal HR setup — one HR generalist plus an HRIS platform — typically costs $60,000–$90,000 per year in fully loaded compensation, plus $3–$8 per employee per month for HRIS software. A PEO alternative runs 2–4% of total payroll. Legal fees for policy review range from $1,500–$5,000 depending on the number of operating states. The cost of not having HR — a single employment lawsuit averages $125,000 to defend — typically exceeds the setup cost within 12 months.\n",{"question":410,"answer":411},"What HR policies are legally required?","In the US, legally required policies vary by employee count and operating state, but most companies with 15 or more employees must have a written anti-harassment and equal opportunity policy. FMLA notice requirements apply at 50 employees. Many states require written paid leave policies, meal and rest break notices, and pay transparency disclosures. The safest approach is to treat any policy required in your most demanding operating state as the baseline for all locations.\n",{"question":413,"answer":414},"Should a small business use a PEO instead of building an HR department?","For companies between 10 and 50 employees, a Professional Employer Organization (PEO) is often more cost-effective than hiring an internal HR team. A PEO co-employs your workforce, handling payroll, benefits purchasing, and compliance administration in exchange for 2–4% of total payroll. The main tradeoff is less control over benefits design and HR policy. As headcount grows past 75–100, the per-employee cost of a PEO typically exceeds the cost of an internal HR team.\n",{"question":416,"answer":417},"What is the first thing HR should do when set up?","The first action should be an audit of existing people-management practices: how employees are currently classified (exempt vs. non-exempt), where I-9 and personnel files are stored, and which policies — if any — have been communicated in writing. This gap analysis prevents building new processes on top of pre-existing compliance problems and typically takes one to two days to complete.\n",{"question":419,"answer":420},"What HRIS systems work best for small businesses?","The most commonly used HRIS platforms for small and mid-size businesses include BambooHR, Rippling, Gusto, and Namely. The right choice depends on whether you need payroll processing integrated with HR, how many states you operate in, and your budget. Confirm that any platform you evaluate integrates directly with your payroll provider and generates the compliance reports your operating states require before signing a contract.\n",{"question":422,"answer":423},"How long does it take to set up an HR department?","A functional HR department with core policies, an HRIS, and a basic recruiting and onboarding workflow can be stood up in 60–90 days with a dedicated first HR hire. The compliance calendar and pay band structure typically take an additional 30 days. A full performance management system and job architecture are usually Phase 3 items, completed in Months 4–6. Using a structured setup template compresses the planning phase by roughly four to six weeks.\n",{"question":425,"answer":426},"What is the difference between HR and people operations?","Traditional HR focuses primarily on compliance, administration, and policy enforcement. People operations — a term popularized by tech companies — emphasizes employee experience, data-driven workforce decisions, and aligning people strategy with business outcomes. In practice, both functions cover the same activities; the difference is one of emphasis and culture. Whichever label a company uses, the underlying infrastructure — HRIS, policies, compliance calendar, and performance management — is identical.\n",[428,432,436,440],{"industry":429,"icon_asset_id":430,"specifics":431},"Technology / SaaS","industry-saas","Remote-first workforce requires multi-state and international compliance from Day 1, equity compensation administration, and a people-operations model with strong HRIS data infrastructure.",{"industry":433,"icon_asset_id":434,"specifics":435},"Professional Services","industry-professional-services","Billable utilization targets create unique performance management requirements, and non-solicitation policies are critical given client-facing roles and high talent mobility.",{"industry":437,"icon_asset_id":438,"specifics":439},"Healthcare","industry-healthtech","Credentialing and licensure verification are prerequisites to onboarding, HIPAA training is a recurring compliance obligation, and clinical staff scheduling requires specific HRIS capabilities.",{"industry":441,"icon_asset_id":442,"specifics":443},"Manufacturing","industry-manufacturing","OSHA safety training documentation, shift-based scheduling with hourly overtime tracking, and union interaction protocols require HR policies distinct from white-collar environments.",[445,447,450,452],{"vs":89,"vs_template_id":231,"summary":446},"An employee handbook communicates existing HR policies to staff — it assumes the HR infrastructure already exists. The HR department setup guide builds that infrastructure. Use the setup guide first to define your policies, structure, and systems; then compile the handbook to communicate the results to employees.",{"vs":134,"vs_template_id":448,"summary":449},"organizational-chart-D13550","An org chart is a visual snapshot of current reporting lines across the organization. The HR setup guide determines how the HR function itself should be staffed and structured as part of a broader operational plan. The org chart is one output of the setup process, not a substitute for it.",{"vs":234,"vs_template_id":133,"summary":451},"A recruitment plan focuses exclusively on the process of filling a specific open role or cohort of roles. The HR department setup guide covers recruiting as one of eight to ten functional areas, alongside compliance, compensation, onboarding, and HRIS. Use the setup guide to build the recruiting function, then use a recruitment plan to execute within it.",{"vs":238,"vs_template_id":453,"summary":454},"employee-onboarding-checklist-D13384","An onboarding checklist is a tactical task list for integrating a specific new hire. The HR setup guide defines the onboarding program design — what the checklist should contain, who owns each step, and how it connects to the broader employee lifecycle. One builds the system; the other operates within it.",{"use_template":456,"template_plus_review":460,"custom_drafted":464},{"best_for":457,"cost":458,"time":459},"Founders, operations leaders, or first HR hires building the function from scratch at a company under 75 employees","Free","2–4 weeks (20–40 hours)",{"best_for":461,"cost":462,"time":463},"Companies operating in multiple states or internationally, or those with existing compliance gaps identified in an audit","$1,500–$5,000 for employment counsel to review policies and compliance calendar","3–5 weeks",{"best_for":465,"cost":466,"time":467},"Post-acquisition HR buildouts, heavily regulated industries (healthcare, financial services), or companies with 100+ employees and no existing HR infrastructure","$5,000–$20,000 for an HR consultant engagement","6–12 weeks",[469,470],"hr-compliance-basics-for-small-businesses","peo-vs-internal-hr-whats-right-for-your-company",[231,239,247,250,472,473,474,475,476,477,235,478],"job-offer-letter-long-D12769","employment-agreement_at-will-employee-D541","independent-contractor-agreement-D160","non-disclosure-agreement-nda-D12692","employee-dismissal-letter-D508","small-business-expense-report-D13396","barista-job-description-D13535",{"emit_how_to":480,"emit_defined_term":480},true,{"primary_folder":98,"secondary_folder":482,"document_type":483,"industry":484,"business_stage":485,"tags":486,"confidence":491},"hr-operations-and-records","guide","general","all-stages",[483,487,488,489,490],"compliance","onboarding","hr-setup","hr-operations",0.95,"\u003Ch2>What is a How to Setup an HR Department Guide?\u003C/h2>\n\u003Cp>A \u003Cstrong>How to Setup an HR Department\u003C/strong> guide is a structured operational document that maps every component a business needs to establish a functioning human resources function — from defining the HR team's scope and reporting structure to building compliant policies, recruiting workflows, compensation bands, and an employee records system. Unlike a single HR policy or an employee handbook, this guide covers the entire architecture of the HR function and sequences it into a phased implementation roadmap. It is designed to give a first HR hire, operations leader, or founder a concrete, actionable starting point rather than building from a blank page.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a structured HR setup plan, growing companies consistently hit the same four problems: compliance obligations go unmet because no one was assigned to track them, new hires arrive to a disorganized onboarding experience and leave within the first year, pay decisions are made inconsistently without defined bands, and leadership discovers the gaps only when a Department of Labor inquiry, employee complaint, or due-diligence process forces a scramble. The average cost of defending a single employment lawsuit in the US exceeds $125,000 — before any settlement — and most of the underlying situations that generate those claims are preventable with documented policies and consistent processes. This template gives you the structural framework to build a compliant, repeatable HR function in 60 to 90 days, so the cost of people operations scales with your headcount rather than your legal bills.\u003C/p>\n",1778773470633]