The recurring work
Depending on the scope, this can include manager questions, employee-relations triage, payroll coordination, policy upkeep, and tracking upcoming obligations. Agree on response expectations and which matters require immediate escalation.
The project work
A handbook update, recruiting process, HR system rollout, or onboarding redesign has a beginning, a defined output, and an owner. Separate project work from the routine support so neither becomes invisible.
The strategic work
Leadership still needs time to consider capacity, reporting lines, manager capability, and the people implications of growth. Schedule those conversations rather than waiting for a problem to force them.
A sample monthly rhythm
- Early month: review open issues, deadlines, and the action register.
- Throughout the month: support agreed operational needs and advance the current project.
- Mid-month: discuss manager support, capacity, and any decisions requiring leadership.
- Month end: review completed work, unresolved risks, and next month’s priorities.
This is an example, not a standard package or promise of services. Investigation, legal, payroll, and other specialist work should be scoped explicitly.
How to know whether the arrangement is working
Look for clearer owners, fewer missed handoffs, documented progress, and decisions leadership understands. Agree on the measures at the start and revisit them as the organization changes.