Annual HR Calendar

Calendar to visualize key HR activities and tasks: Team surveys, Performance reviews, etc.

Sessions
6
Steps
46
Last edited
Oct 22, 2024
Created by
Nova

About this process

Calendar to visualize key HR activities and tasks. Identify which objectives and activities you would like to run each month of the year, plan, and share resources with managers and team members, including surveys, performance reviews, culture, and team habits workshops, training programs, etc. Plan you work.

Sessions at a glance
#SessionSteps
01Team retro [Department name]602Culture/Health Discussion 01803Thriving teams survey2504Fewer Meetings/Better Meetings - Training605Performance review [Name]006Hiring budget [ Department ]1

The process in detail

6 sessions · 46 steps
01

Team retro [Department name]

6 steps
  1. 1

    What went well?

  2. 2

    Best.

  3. 3

    Stop.

  4. 4

    Start.

  5. 5

    Makes me "Mad" or "Sad".

  6. 6

    Notes.

Read the full text
1. What went well?

👍🔥🙏❤️One suggestion per sticky note.

Add sticky notes
2. Best.

What are we extraordinary at? ❤🔥

Write a note
3. Stop.

🔴 One suggestion per sticky note.

Add sticky notes
4. Start.

👉👌One suggestion per sticky note.

Add sticky notes
5. Makes me "Mad" or "Sad".

😨😡😩 One suggestion per sticky note.

Add sticky notes
6. Notes.
Write a note
02

Culture/Health Discussion 01

8 steps
  1. 1

    Which of these dimensions are dysfunctional?

  2. 2

    Dimensions. The short description.

  3. 3

    Discuss each dimension.

  4. 4

    3 Fundamentals: Trust, Conflict, and Enjoyment

  5. 5

    Sense of belonging, Commitment & Accountability.

  6. 6

    Productivity, Sense of purpose, Learning and Stress.

  7. 7

    Growth, guidance and Results.

  8. 8

    Discuss your 90 day action plan and team norms.

Read the full text
1. Which of these dimensions are dysfunctional?

This framework was created understanding that each organization is different, and the actions you take may not be the same as those taken by my team to achieve this.

👉Start the session by discussing with the team which of these dimensions are dysfunctional. You can even run one of our surveys.

For example, if a team finds that there is not enough trust between team members or between team members and managers, most of their efforts should start there as that is the first basic dimension.

Without that one being in a more mature stage, the other ones will suffer, and they won’t have enough weight in the team’s happiness.

2. Dimensions. The short description.
1.Trust is the ability of team members to show vulnerability, share their opinions, and discuss mistakes.
2.Conflict: Involves team members engaging in debates and discussing ideas and risks without fear of stepping on someone else's toes or being overruled by the highest paid person in the room.
3.Enjoyment is when team members feel excited about going to work, are generally happy, and enjoy most of the activities they do on a weekly basis.
4.Sense of belonging is when team members create a supportive and inclusive culture that contributes to each other's growth.
5.Commitment involves team members making decisions with clarity and getting buy-in from others.
6.Accountability means that team members hold each other accountable and have open discussions when things are not productive, say ‘no’ to meetings, and recognize when things are not done properly.
7.Productivity and performance require the team to identify what needs to be done, what is important, and have the skills and resources to be productive and perform at their best.
8.Sense of purpose and value involve team members identifying how they bring value to the team and how their work affects the overall results of the organization. Coaching and support from managers are essential to enable each team member to understand their roles and responsibilities fully.
9.Stress management is the ability of team members to know how to manage their tasks, stress levels, and the techniques and norms required to balance and manage their stress levels.
10.Learning involves team members spending some of their work hours learning, improving, being creative, innovating, or doing some challenging tasks.
11.Growth and guidance require team members to rely on their managers to get guidance and support.
12.Results require team members to leave their egos, career development, and recognition secondary to the collective goals of the team to ensure they never lose sight of their objectives and the success of the business. All of the above needs to be tackled first. If the team focuses on results, they will be able to focus on the collective success, and the team's accomplishments will be measured based on getting the expected results. This requires a change in culture, leadership, and approach from the management team. 👉If your organization and team is driven by results, metrics should serve as a guiding force. Rather than focusing solely on what needs to be delivered, encourage your team to shape their strategy around achieving specific results, rather than completing a list of tasks. While plans may change, the desired results should remain constant. This can help to ensure that efforts are focused on achieving meaningful outcomes, rather than simply completing actions.
3. Discuss each dimension.

Once you have agreed on which dimensions need to be improved and what your current state is, then you can start the discussion by going through each dimension.

🔥👉Begin with discussing dimension 1 — "trust "and add sticky notes to the board, and then continue with the other dimensions.

Steps:

1.Mark this step as complete.
2.Follow the steps and answer the questions. Add one sticky note per idea or suggestion.

🦾Dimension 1, 2, 3 ,4, 5, and 6 are considered part of the fundamentals and should be explored first.

Spend more time on the next three dimensions, as they will help you improve your culture and work environment, and will also provide managers with more tools and frameworks to support their teams.

4. 3 Fundamentals: Trust, Conflict, and Enjoyment

🔥Questions:

•How can we create a space where trust exists between team members and managers, and where vulnerability is not feared?
•How can we ensure that team members understand that decisions are made in the interest of overall company growth and employee well-being?
•How can we cultivate an environment where team members feel comfortable discussing opposing ideas without fear of conflict? How can we prevent the loudest voices from dominating discussions and ensure that the opinions of the highest-paid individual in the room don't carry more weight?
•How can we align job opportunities and work environments with individuals' passions and create a sense of overall enjoyment?
•How can we hire the right talent based on their passions, and goals and the actual "job" resposibilities?
5. Sense of belonging, Commitment & Accountability.

🔥🔥Questions:

•How can we ensure a culture of belonging exists, where team members are proud to identify with the company? How can we develop a culture where team members spend time getting to know and supporting each other? How can we ensure team members look at their peers and managers with admiration and respect (and this admiration is bidirectional)?
•How can we prevent a lack of commitment and ensure that all team members are committed to supporting each other and achieving their goals as a team, rather than merely completing assigned tasks?
•How can we encourage team members to hold themselves and each other accountable for their behaviors and performance?
6. Productivity, Sense of purpose, Learning and Stress.

🔥🔥🤩Questions:

•How can we promote collaboration and flexibility without sacrificing productivity or performance? How can we establish norms and a culture that teaches employees to manage their time, prioritize, and delegate tasks effectively? How can managers support such a culture and foster high-efficiency teams?
•How can we help team members understand the value they bring to the organization and feel a sense of purpose in their work? How can managers support them in this endeavor?
•How can we ensure that each team member has enough work to feel engaged and in the flow without experiencing excessive stress? How can we help team members manage their stress levels effectively?
•How can we align job opportunities and tasks with individual growth goals? How can we ensure employees have enough time to be creative, innovative, and explore better ways to perform their work? How can we ensure team members are tackling challenging and engaging tasks that help them learn and grow?
7. Growth, guidance and Results.

🔥🔥🤩💯Questions:

•How can managers provide enough guidance and clarity to team members without micromanaging them? How can managers be more clear? How can we make processes part of their daily work?
•Finally, how can we shift the mindset to a results-oriented approach, where the team is driven by achieving specific outcomes rather than just completing tasks?

🙃 Note for organizations trying to focus on results:

If your organization and team is driven by results, metrics should serve as a guiding force. Rather than focusing solely on what needs to be delivered, encourage your team to shape their strategy around achieving specific results, rather than completing a list of tasks. While plans may change, the desired results should remain constant. This can help to ensure that efforts are focused on achieving meaningful outcomes, rather than simply completing actions.

8. Discuss your 90 day action plan and team norms.
•What needs to be done?
•What actions need to be done in the next 90 days to help you achieve those objectives?

Statement: “I will [ACTION] at [TIME] in [LOCATION].”🤩

New Board
  • ✔ Perceive and don’t tolerate problems. Inventing and implementing solutions for them — move us forward. ✔ Be loyal to the common mission and not to anyone who is not operating consistently with it. ✔ Don’t let loyalty to people stand in the way of truth and the well-being of the organization. ✔ Be extremely open and use transparency to help enforce justice. ✔ Don’t worry about looking good- worry about achieving your goals. ✔ Think like an owner and expect the people you work with to do the same.
  • Honor expertise: Be aware of your strengths and defer and trust each other when the conversation turns to their expertise. 👉 Meeting agenda: All meetings should include an agenda. If the meeting doesn’t include an agenda people can choose to do something else with their time. Is that more work? Yes! That’s the point — We only have meetings if it is truly needed. ‘No Meetings [Friday] ‘ norm is designed to give people more control of their calendars and more time to work without interruptions.
  • Start typing...
  • 0 to 10
  • Add a new Idea/Suggestion
  • Start typing...
  • 1:1 meetings to discuss growth, passion and self-confidence.
  • 0 to 10
  • Share templates and instructions (using Nova) with the team to clearly define expectations.
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  • Task identity: Team members feel ownership (emotionally) of the work they are doing
  • Task significance: Ensure at least 15% of the work each team member does creates meaning or impact
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  • I will.. at..in...
  • Name When
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  • Move 80% of informational, feedback and approval meetings to async meetings
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  • Add another idea or suggestion
  • Define your team’s culture using tools like "team culture discussion" or "Culture & Heroes"
  • Task identity - passion: Ensure at least 30% of tasks are related to things team members are passionate about
  • Start typing...
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  • Ensure there is a percentage of tasks that are not monotonous.
  • Team building and brainstorming sessions that promote debates. For example using the 6 thinking hats or the 3 rooms.
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  • Task autonomy. Ensure team members have freedom to make choices
  • Review all the ideas (sticky notes and select a few) Describe how your organization or team will create a space where people can trust each other.
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03

Thriving teams survey

25 steps
  1. 1

    How are you feeling working with us?

  2. 2

    There is a trusting working atmosphere in our team. We often discuss our mistakes, and needs and often ask for help.

  3. 3

    Managers show vulnerability, share their opinions openly, and discuss mistakes to constantly seek ways to improve as a team. I feel safe and comfortable sharing concerns, mistakes, delays, and successes with my manager.

  4. 4

    During meetings, I feel at ease asking questions and sharing raw ideas without fear of judgment. Everyone leverages their knowledge to support one another.

  5. 5

    During discussions we are encourage to share our opinions and evaluate ideas from different point of views.

  6. 6

    During meetings, my opinion carries the same weight as any manager or executive, and ideas and decisions are made without giving undue preference to the highest-paid person in the room.

  7. 7

    I don't feel obligated to agree with my manager; he/she encourages me to bring new perspectives to the table and share conflicting ideas. In fact, alternative perspectives are often seen as better ways to mitigate risks and, therefore, are encouraged.

  8. 8

    I feel excited about most of the tasks I perform at work. I enjoy the majority of the tasks assigned to me.

  9. 9

    I generally feel happy and enjoy working here.

  10. 10

    Team members can easily make decisions and commit to those decisions.

  11. 11

    I perceive the team as highly supportive and inclusive, and I not only feel welcomed but also know that my role within the team is seen as valuable.

  12. 12

    The team supports and contributes to each other's growth.

  13. 13

    Everyone in my team knows who is currently working on what.

  14. 14

    Goals and expected results are clear, but I still have enough flexibility to be creative and make decisions.

  15. 15

    I don't feel micromanaged, and I have control over my primary tasks.

  16. 16

    People in my team and my manager value my knowledge and expertise, and I am always managed with trust.

  17. 17

    We hold each other accountable for our actions, tasks, behaviours and performance.

  18. 18

    Team members focus on the collective success of the project and team.

  19. 19

    I am aware of my strengths and how I can provide the most value to the team. The team also reaches out to me when they need assistance, and they fully comprehend the value I bring.

  20. 20

    My manager engages with me regarding personal and professional goals and challenges, and coaches me to continue growing in both aspects.

  21. 21

    My manager helps me understand my role and responsibilities and how I can leverage my strengths.

  22. 22

    My manager inspires me, and I frequently learn new things from him or her.

  23. 23

    The team is focused on achieving results rather than simply completing tasks.

  24. 24

    While tasks and deliverables provide clarity and accountability, success is measured by the results.

  25. 25

    Our team has clear processes, team norms, and values that provide enough flexibility for me to improve, work effectively and be authentic.

Read the full text
1. How are you feeling working with us?

🥵 Overworked | 😑 Neutral | 😘 Excited and happy (I love working here!)

Choose one
  • Option 1
  • Option 2
  • Option 3
  • Option 4
  • Option 5
  • Option 6
2. There is a trusting working atmosphere in our team. We often discuss our mistakes, and needs and often ask for help.

Team members are comfortable discussing mistakes, sharing opinions, being authentic, and asking for help due to a foundation of trust.

Category: Trust | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
3. Managers show vulnerability, share their opinions openly, and discuss mistakes to constantly seek ways to improve as a team. I feel safe and comfortable sharing concerns, mistakes, delays, and successes with my manager.

Category: Trust | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
4. During meetings, I feel at ease asking questions and sharing raw ideas without fear of judgment. Everyone leverages their knowledge to support one another.

Category: Fear of conflict | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
5. During discussions we are encourage to share our opinions and evaluate ideas from different point of views.

"I am frequently encouraged to share my perspective to ensure solutions and projects consider my knowledge from the outset of each project."👀

Our team members share their ideas freely, and the desire to deliver the best output is greater than the desire to preserve harmony. Healthy discussions can be held where opposite views can be expressed. We belive that if teams are not able to be authentic and share their opinions, inferior decisions will be made.

Category: Fear of conflict | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
6. During meetings, my opinion carries the same weight as any manager or executive, and ideas and decisions are made without giving undue preference to the highest-paid person in the room.

"I feel confident in defending my ideas, even if they conflict with someone else's."

Category: Fear of conflict | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
7. I don't feel obligated to agree with my manager; he/she encourages me to bring new perspectives to the table and share conflicting ideas. In fact, alternative perspectives are often seen as better ways to mitigate risks and, therefore, are encouraged.

Category: Fear of conflict | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
8. I feel excited about most of the tasks I perform at work. I enjoy the majority of the tasks assigned to me.

Category: Enjoyment | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
9. I generally feel happy and enjoy working here.

Category: Enjoyment | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
10. Team members can easily make decisions and commit to those decisions.

Our team can easily make decisions because there is no ambiguity or lack of direction. Does the team come to decisions quickly?

Category: Lack of commitement | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
11. I perceive the team as highly supportive and inclusive, and I not only feel welcomed but also know that my role within the team is seen as valuable.

Category: Sense of belonging and value | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
12. The team supports and contributes to each other's growth.

Category: Sense of belonging and Cooperation | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
13. Everyone in my team knows who is currently working on what.

"Everyone knows who is responsible for what and when things need to be delivered."

Category: Commitment | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
14. Goals and expected results are clear, but I still have enough flexibility to be creative and make decisions.

Category: Commitment | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
15. I don't feel micromanaged, and I have control over my primary tasks.

Category: Trust | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
16. People in my team and my manager value my knowledge and expertise, and I am always managed with trust.

Category: Value | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
17. We hold each other accountable for our actions, tasks, behaviours and performance.

Our team commits to a clear action plan and doesn't leave tasks unassigned. Luck never plays a role in success. Our peers are called out when their actions are not productive or don't help the team move forward.

Category: Accountability | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1
  • 2
  • 3
  • 4
  • 5
18. Team members focus on the collective success of the project and team.

The team members are not prioritizing their individual goals and needs (egos, recognition, etc) over the collective vision and success.

Category: Inattention to results | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
19. I am aware of my strengths and how I can provide the most value to the team. The team also reaches out to me when they need assistance, and they fully comprehend the value I bring.

"I experience an overall sense of purpose and self-worth when working with the team and my manager."

Category: Value | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
20. My manager engages with me regarding personal and professional goals and challenges, and coaches me to continue growing in both aspects.

Category: Coaching | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
21. My manager helps me understand my role and responsibilities and how I can leverage my strengths.

Category: Coaching | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
22. My manager inspires me, and I frequently learn new things from him or her.

Category: Coaching | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
23. The team is focused on achieving results rather than simply completing tasks.

"There is a shared vision within the team, and we work together and cooperate to ensure we achieve the expected results. We are encouraged to propose new ideas and solutions when the results don't meet our expectations, and we have sufficient flexibility to experiment at times."

Category: Results | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
24. While tasks and deliverables provide clarity and accountability, success is measured by the results.

"I always know the desired results we are aiming for, and I actively participate in conversations to measure results and adjust strategies to achieve our objectives. While tasks and deliverables provide clarity and accountability, success is measured by the outcomes."

Category: Results | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
25. Our team has clear processes, team norms, and values that provide enough flexibility for me to improve, work effectively and be authentic.

Category: Culture & Productivity | 🌱 Strongly disagree 1 — 2 — 3 — 4 — 5 Strongly agree

Choose one
  • 1.
  • 2
  • 3
  • 4
  • 5
04

Fewer Meetings/Better Meetings - Training

6 steps
  1. 1

    How to run a good meeting? Should you start with an agenda?

  2. 2

    What Meetings Reveal About Your Productivity and Organizational Health

  3. 3

    Discover the OFQ Meeting framework.

  4. 4

    Fewer meetings: What meetings should you move async?

  5. 5

    Fewer meetings: How can you start moving meetings async?

  6. 6

    Looking for additional resources?

Read the full text
1. How to run a good meeting? Should you start with an agenda?

Did you find any of the mentioned tips interesting?🔥🙏

Choose one
  • Option 1
  • Option 2
  • Option 3
  • Option 4
2. What Meetings Reveal About Your Productivity and Organizational Health

Meetings are a bit like a thermometer. 🔥🙇‍♂‍They help you evaluate how healthy your organization is, how well your organization is adopting new technology, and how easily you can scale. Here is a template that you can use during your meetings to evaluate if your meetings are productive or not.

💥👉How would you rate our organization's effectiveness in leading productive meetings?

Choose one
  • Very poor
  • Poor
  • Fair
  • Good
  • Great
  • Excellent
3. Discover the OFQ Meeting framework.

Did you find this framework interesting?🔥🙏

Choose one
  • Yes
  • No
4. Fewer meetings: What meetings should you move async?

How many of the meetings you currently have every week do you think could be moved to asynchronous formats?

Choose one
  • 1
  • 2-3
  • 4-5
  • 6-7
  • 8-10
  • 11 or more
5. Fewer meetings: How can you start moving meetings async?

What would help you to try? What are your concerns?🙃

Write a note
6. Looking for additional resources?

Full Training Program for Productive Meetings. Available here for free.

The art of asking powerful questions during meetings.

Choose one
  • Give me five!
  • Walk away
05

Performance review [Name]

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New Board
  • Employee performance review
  • Department
  • Employee name
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  • Objective
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  • Review period
  • Date
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  • Objective
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  • Objective
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  • Objective
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  • Objective
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  • Growth (Learning, feedback, development, etc)
  • Start typing... (all basic skills are covered)
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  • Objective
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  • Objective
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  • Work Relationships (Team dynamics, work relationships, value provided to the team, empathy, etc)
  • Wellbeing (Work-life balance, stress, health, personal life, etc)
  • Reviewer name
  • Communication
  • Characteristics/Attitude
  • The ability to express ideas, thoughts, and information clearly and concisely, ensuring that the message is understood by others. Maintaining an ongoing and regular flow of information, updates, and feedback to keep everyone on the loop without relying on meetings. Conveying messages in a way that achieves the intended result, promotes understanding, and minimizes misunderstandings.
  • Communication Ability to communicate with multiple stakeholders, facilitate meetings, provide updates on-time and manage difficult conversations and negociations.
  • Independent work
  • Works to full potential Engaged, humble, high quality of work, and work consistency.
  • The capacity to work autonomously and efficiently, demonstrating the ability to complete tasks and achieve goals without relying excessively on others or creating unnecessary dependencies.
  • Independent work & Dependability Ability to work, learn, find solutions and make decisions without support. Punctuality, attendance and dependability.
  • Critical Thinking/Holistic thinking
  • The skill to analyze, evaluate, and interpret information objectively, making reasoned judgments and decisions. Considering the broader context and interconnectedness of elements, understanding how individual parts contribute to the whole and evaluating things like company constrains, resources, etc
  • Stakeholder Management
  • 0
  • 2
  • 1
  • 3
  • 4
  • 5
  • Takes initiative Always looking for ways to help.
  • The ability to identify, engage, and effectively manage relationships with individuals or groups (stakeholders) who have an interest, influence, or impact on the success of a project, team, or organization.
  • Critical/Holistic Thinking Thinks about the organization and the team, evaluates different alternatives and his/he own work.
  • Works to full potential/Positive attitude
  • Collaboration & Team work Ability to collaborate effectively and effectively (positively) affect team dynamics.
  • Demonstrating consistent effort, dedication, and commitment to achieving one's best performance, utilizing skills and abilities to their maximum capacity maintaining a positive attitude.
  • Takes initiative
  • Stakeholder management Ability to gather insights, facilitate a meeting, communicate challenges and changes, manage conflict and prioritize their requests.
  • Honesty and Integrity Stands up for what he/she/they believe is right, and don't pretend to be something they are not.
  • Being proactive and self-driven, showing a willingness to take action and make decisions without waiting for explicit instructions, especially in situations that require leadership or problem-solving.
  • Collaboration and team work
  • The ability to work harmoniously with others, contributing positively to group efforts, sharing information, supporting team members, and collectively achieving common goals.
  • Honesty & Integrity
  • Honesty: Truthfulness and transparency in communication, presenting information accurately and without deceit. Integrity: Adherence to strong moral and ethical principles, maintaining consistency and fairness in actions and decisions.
06

Hiring budget [ Department ]

1 step
  1. 1

    Intro & Tips

Read the full text
New Board
  • Hiring Budget
  • Part-time
  • Role:Product Lead $salary
  • Market $$$
  • Job description & Links Link
  • Additional notes about this opportunity
  • Full-time
  • Contract/Other
  • PER CANDIDATE
  • ALL CANDIDATES
  • TOTAL/PLAN (ALL CANDIDATES)
  • BUDGET
  • Q1
  • Q2
  • Q3
  • Q4
  • GROWTH (1-2 Years)
  • Other
  • # of Candidates
  • BUDGET(TOTAL)
  • NOTES & LINKS
  • Sourcing/Recruiting Platforms & Other costs LinkedIn ($400/month) Indeed ($300/month)
  • $7200/year
  • $7200/year
  • $7200
  • $0
  • Add your notes here
  • $0
  • $0
  • Candidate Screening HR Junior (20h a week) / $2700/month
  • $32400/year
  • $32400/year
  • $32400
  • $0
  • $0
  • $0
  • Employee Onboarding Bag, T-shirt & Stickers $120 Computer, mouse, chair $3500 Total: $3620
  • $3620/employee
  • 2
  • $7240/year
  • $7240
  • $0
  • $0
  • $0
  • Salary
  • $95000/year
  • $5000/year
  • $3000/year
  • 2
  • $206,000/year
  • $206,000
  • $0
  • $0
  • $0
  • TOTAL BUDGET
  • $252,840/year
  • $$$$
  • $$$$
  • $$$$
  • $$$$
Use this process
Capabilities
Fully editableAdapts as work changesAdd more sessions anytimeAI can be assigned
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Created byNova·Official process
Last edited Oct 22, 2024·6 sessions · 46 steps