20 live human resources agents across 10 processes — hiring pipeline, onboarding and policy answers from your handbook.
Work an exit through to the end — what access must be gone by the last day, what the person is still owed, and what leaves the business with them if nobody asks. Nothing is sent.
Review an ER case before a decision is taken — whether the process has been followed, what the evidence actually establishes, and which allegations rest on nothing.
Test a staffing plan against the demand it claims to meet — whether the headcount adds up, whether the timing works given how long hiring actually takes, and what happens if it does not.
Reply to every applicant honestly — where they are, when they will hear, and a real reason where the answer is no. Every draft is approved individually.
Turn a job description into a structured interview — competencies drawn from the role, questions that produce evidence, and an explicit list of what must not be asked.
Score a candidate against a job description using weighted criteria you set, with a breakdown showing where the score came from.
Turn a role brief into a posting that describes the actual job, states the salary, and drops the wording that quietly narrows who applies.
Check an offer before it goes out — against the band, against what colleagues in the same role are paid, and against what was actually agreed at interview. Nothing is sent.
Pull structured fields out of a CV without inferring the ones that are not there — and strip the details that should never reach a screening decision.
Acknowledge an employee's HR request, route it to whoever can actually action it, and say when they will hear — without answering something that needs a person. Nothing is sent.
Answer an employee's policy question from the handbook, with the clause quoted — and escalate anything that needs a person.
Build a new starter's handbook from your actual policies — role-specific, with every statement traced to a source and the gaps marked rather than filled in.
Turn how a task is actually done into a document a new starter can follow — with the steps that only exist in someone's head written down and the ones nobody could verify marked.
Schedule people onto training without breaking the rota — respecting deadlines, cover requirements and who genuinely cannot be away on the same day. Nothing is booked.
Work out which gaps training would actually close — and which are a process, staffing or tooling problem that no course will fix.
Check what HR is sending to payroll before the cut-off — starters, leavers and changes — because an error caught here is a correction and an error caught after is somebody's rent.
Check salary records before a pay review lands — that every rate sits in its band, that changes carry authorisation, and that the gaps between comparable people can be explained by something other than who they are.
Check the employment records that have to exist — right to work, written particulars, mandatory training, retention — and separate what is missing from what has simply expired.
Read an engagement survey for what it actually says, and suppress every cut where the group is small enough that a colleague could work out who said it.
Check a performance record before it is used in a decision — whether each judgement rests on evidence, whether the person was ever told, and where the language describes them rather than their work.
HR carries an unusual combination: high administrative volume and decisions that change people’s lives. Screening a hundred CVs, checking that right-to-work records exist, validating payroll input before the cut-off, and confirming that a policy answer matches the handbook are all mechanical work done under time pressure. Sitting inside that same workload are the decisions where a shortcut is not a rounding error — a screening criterion that quietly filters by something it should not, a performance record that describes a person rather than their work, an engagement survey cut so finely that a colleague can identify who said it.
That is why the agents here are built with refusals rather than only capabilities. The CV parser strips details that should never reach a screening decision instead of passing them along. The interview builder produces an explicit list of what must not be asked. The job posting agent drops wording that narrows who applies. The salary validator checks whether the gaps between comparable people can be explained by something other than who they are. The survey analysis suppresses any cut small enough to deanonymise a respondent. And nothing that reaches an employee or a candidate — an offer, a rejection, an acknowledgement — is sent without a person approving it. The administration is where the time goes; the judgement is where the harm is, and these are designed to separate the two rather than automate both.
Employee Lifecycle
Recruitment and Staffing
Talent Acquisition
Employee Communication
Employee Onboarding
Learning and Development
Salary Administration
Compliance
Employee Experience
Performance Management
What this changes
In plain terms, without the engineering detail. The individual agent pages carry the technical specifics.
01
Leave, expenses, notice periods and benefits questions arrive daily and the answers are already in the handbook. Employees ask a person because searching a PDF is worse than asking — an agent fixes that side of it.
02
A new joiner needs accounts, hardware, payroll and training across four systems. Agents raise those tasks, chase the owners and escalate what is overdue, so nobody discovers a gap in week one.
03
Candidates are scored against written, job-related criteria with the evidence attached, and a recruiter decides. Nothing is rejected automatically — which is what keeps this workable as the rules tighten.
Start with policy questions from your handbook. It is the highest-volume, lowest-risk place to begin, employees notice the difference immediately, and it needs no change to any regulated process.
Next Step
These run as-is, and most engagements adapt one to the way your process actually works — different source systems, different tolerances, a different approval path. The first call establishes which base agent fits and what has to change.