How to Use Claude for HR Teams:
Less Paper, More People Work

Write a complete job description for this role. I'll give you a brief and you'll build the full JD. Role: [job title] Team: [department and team] Reports to: [role or title] What this person will own: - [Primary responsibility 1] - [Primary responsibility 2] - [Primary responsibility 3] - [Other key responsibilities] What success looks like at 30 days: [specific] What success looks like at 6 months: [specific] What success looks like at 12 months: [specific] Must-have experience: [list — be honest about what you actually need vs. want] Nice-to-have: [list] Won't work here if: [honest description of who struggles in this role] Compensation: [range, or "competitive — to be discussed"] Location / remote policy: [fully remote / hybrid / in-office] Company: [1-2 sentences — what you do, stage, culture] What makes this role worth taking: [be specific — what's the actual opportunity] Write a job description that attracts people who are excellent at this specific role. Avoid: "rockstar," "self-starter," "wear many hats" (unless literally true), or any phrase that every other JD uses. Be honest about what's hard. Be specific about what's great.

Build an interview question bank for this role: [job title] The most important competencies for success in this role: 1. [Competency — e.g. "Ability to manage ambiguity and make decisions without perfect information"] 2. [Competency — e.g. "Cross-functional communication and influence without authority"] 3. [Competency — e.g. "Systems thinking — can see how their work connects to broader outcomes"] 4. [Add 1–2 more as relevant] What we've learned from past hires in this role: - What great looks like: [describe behaviors of your best people in this role] - What bad looks like: [red flags you've seen — be honest] Interview format: [phone screen / 4-round loop / panel] Who's interviewing: [hiring manager / peer / cross-functional stakeholder] For each competency, write: - 2 behavioral questions (specific, past-tense — "Tell me about a time...") - 1 situational question (hypothetical — "Imagine you...") - 2 follow-up probes to go deeper on each behavioral question Also include: - 3 questions about culture fit and working style - 2 questions the candidate is likely to ask us, with suggested responses No gotcha questions. No brain teasers. Write questions that reveal how someone actually thinks and works.

Write an offer letter template for a [full-time / part-time / contract] hire at our company. Role: [job title] Department: [department] Reports to: [role] Start date: [placeholder] Compensation: [salary or rate — or "[$X] annually"] Bonus / commission: [structure, if applicable] Equity: [options/shares, vesting schedule — if applicable] Benefits: [list key benefits — health, PTO, etc.] Work location: [remote / hybrid / in-person — with details] Company: [name and brief description] Our culture: [2–3 sentences about how you work and what you value] Write an offer letter that: - Opens warmly — this person just made a big decision - States all terms clearly (no buried clauses) - Communicates genuine excitement about them joining - Explains next steps for accepting - Closes with a contact for questions Include placeholder brackets for all the fields that change per hire. Flag anything I should have your employment attorney review before using.

Create an onboarding document package for a new [job title] joining our team. I want: 1. A welcome letter from the hiring manager 2. A 30-60-90 day plan 3. A systems and access checklist For the welcome letter: - Tone: warm, personal, practical - Include: what their first week looks like, who to go to for what, one thing that will help them succeed here that they wouldn't know from the job description For the 30-60-90 day plan: - Days 1–30 focus: [what should they be learning / doing] - Days 31–60 focus: [when do they start owning things] - Days 61–90 focus: [what does "fully ramped" look like] - Key milestones and check-ins at each stage For the systems checklist: Systems they'll need access to: [list your actual tools — e.g. Slack, HubSpot, Google Workspace, Notion] Who sets up each: [IT / manager / themselves] Company context to include: [brief description of your company, team structure, and anything a new hire needs to know to make good decisions] Keep the tone consistent — warm, direct, practical. Write for someone who is capable but new. Not condescending. Not a wall of text.

Build a performance review framework for: [job title or role level — e.g. "all individual contributors" or "account executives"] Key competencies this role is evaluated on: 1. [Competency — e.g. "Execution and delivery: does what they commit to, on time and at quality"] 2. [Competency — e.g. "Communication: keeps stakeholders informed, raises issues early"] 3. [Competency — e.g. "Growth mindset: seeks feedback, applies it, improves over time"] 4. [Add 2–3 more specific to the role] Review cadence: [annual / semi-annual / quarterly] Who completes it: [manager only / self + manager / 360] What we want the review to accomplish: [e.g. career development conversation / performance rating / compensation input] Build a review template with: - Self-assessment section with specific prompts (not "describe your performance") - Manager assessment section with the same competencies - A rating scale with behavioral descriptions for each level (not just "meets / exceeds expectations") - A "strengths to build on" section - A "development areas" section with space for a specific plan - A conversation guide for the manager — 5 questions to structure the review meeting Make the rating descriptions specific enough that two different managers would score the same employee similarly.

Write a feedback template for managers to give [positive reinforcement / developmental / corrective] feedback to [direct reports / peers]. Feedback situation: [describe the specific situation — e.g. "an employee who is doing great work but needs to communicate more proactively" or "an employee who missed a deadline and needs to understand the impact"] What the manager needs to communicate: - The specific behavior (what happened): [describe] - The impact of that behavior: [what it affected — project, team, clients] - What they want to see instead (or more of): [specific] - Support they're offering: [what the manager will do to help] Write: 1. A feedback script the manager can adapt for a 1:1 conversation (plain language, not HR-speak) 2. A written summary version they can send as a follow-up 3. 3 follow-up questions to check for understanding and get the employee's perspective Coaching note to the manager: include a brief note on what to watch for and how to know the feedback landed. Tone: direct but caring. Feedback is a gift — write it like one.

Analyze this employee survey data and produce an executive summary. Survey type: [engagement survey / pulse check / onboarding feedback / exit survey] Number of respondents: [X] out of [Y] employees Response rate: [%] Quantitative results (I'll paste them): [Paste your score summaries by question or category] Open-ended responses (I'll paste them): [Paste the open-ended responses — can be raw, Claude will analyze the themes] What we most want to understand from this survey: [e.g. "Why did engagement drop in Q3" or "What's affecting retention in the engineering team"] Produce: 1. Executive summary (4–5 sentences — headline findings, overall health signal) 2. Top 3 strengths (what employees feel good about) 3. Top 3 concerns (what's at risk — with supporting quotes where possible) 4. Themes in the open-ended responses (cluster them — don't just list quotes) 5. Recommended actions (2–3 specific things worth doing based on the data) 6. Questions this data raises that we should follow up on Be direct. If the data shows a problem, name it. Don't soften findings to protect feelings.

Create an offboarding checklist and process document for [voluntary departure / involuntary departure / layoff]. Departing role: [job title] Notice period: [X weeks / immediate] Key responsibilities this person owns: [list — what needs to be transitioned] Systems and tools they have access to: [list] Clients or external relationships they manage: [if any] Direct reports (if manager): [number and what needs to happen] Create: 1. HR checklist (everything HR needs to do, with timeline) 2. Manager checklist (knowledge transfer, transition plan, team communication) 3. IT / security checklist (access revocation, device return, data) 4. A knowledge transfer template for the departing employee to complete 5. An exit interview question guide (for voluntary departures) — 8–10 questions that surface honest insight without being invasive 6. A team communication template (what to say to the team, and when) For voluntary departures: include a section on maintaining the relationship — good exits lead to referrals and boomerang hires. Flag any step that varies by state or that I should verify with our employment attorney.