human vector

People strategy, put into practice

Put the people practices behind a stronger team in place.

Hiring is one part of the work. We help turn expectations into onboarding, useful feedback, development and clear ownership under the same agreed monthly retainer.

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A team discusses people and organisation priorities

Start with the pressure you recognise

Which people issue is getting in the way?

01

Build the team

Hire for the work your business actually needs done.

The role changes, relevant candidates are hard to reach, the team disagrees on the brief or interviews compare different things.

What you gain

A shared hiring decision and continuity into the first months.

Role outcomes, candidate proposition and structured selection use the same business need.

What leaving this unresolved can cost

Repeated interviews, missed candidates and a role filled against the wrong expectations.

How we assess changeRepeat interview hours · time to qualified interviews · decision delays · actual fees · early milestone progress
Business need→Role scorecard→Search and pitch→Evidence-based interviews→First-90-day plan

What we implement

  • Priority-role scorecard with 3–5 outcomes
  • Role pitch, search map and evidence summaries
  • Interview guide and assessment rubric
  • 30/60/90-day outcome plan

Rhythm and ownership

One active role, a weekly report and a 30-minute decision sync. The founder or hiring manager approves outcomes, budget and the final decision.

See the full recruitment process
Provider lens

human vector: role-to-onboarding continuity within agreed priorities. Other models: role design, search and post-start support vary by brief, mandate or package; founder-led work remains internally owned.

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02

Enable performance

Give people a clear start, useful feedback and a way to improve.

A capable hire does not know what success looks like, work needs repeated chasing, managers avoid difficult feedback, or training does not change the work.

What you gain

Earlier visibility of difficulty and managers better equipped to help.

Outcome plans and practical check-ins make the actual gap visible while there is time to act.

What leaving this unresolved can cost

Rework, repeated manager intervention and late probation surprises.

Training may also miss the real cause if the issue is ownership, workload or unclear expectations.

How we assess changeTime to an independent task · repeated manager interventions · rework hours · blocker age · work milestones
Agree outcomes→Set up the first month→Run check-ins→Coach and adjust→Review evidence

What we implement

  • Outcome plans for a pilot team
  • 1:1 and 30/60/90-day review prompts
  • Manager practice using live situations
  • Development and blocker log with owners

Onboarding plan

Day 30 → Day 60 → Day 90

30
Run a supervised customer onboarding; operations resolves access.
60
Lead with limited support; manager coaches the handover.
90
Own the agreed segment; agree the next goals.
Provider lens

human vector: agreed implementation and manager support within monthly priorities. Other models: some internal HR and HRaaS packages provide substantial strategic support; placement-only and founder-led routes depend on broader scope or internal time.

Compare all provider models
03

Evolve the organisation

Give your growing team clear ownership and a plan for the capabilities ahead.

Every decision returns to the founder, work falls between teams, headcount choices are unclear, pay decisions feel inconsistent or HR software has not fixed the process.

What you gain

Decisions at the right level and a defensible capability plan.

Clear handovers and hire/develop/redesign options support the next business milestone.

What leaving this unresolved can cost

Founder bottlenecks, duplicated effort and spending that misses the cause.

Extra payroll or software may not remove unclear authority, handovers or capability gaps.

How we assess changeEscalation hours · decision turnaround · missed handovers · actual tool use/spend · business milestone progress
Business milestone→Capability gaps→Hire / develop / redesign→Ownership map→Pilot and review

What we implement

  • One workflow and up to five important decisions
  • Ownership and escalation map
  • 90-day hire/develop/redesign plan
  • Leadership working sessions and review

Ownership map

Customer launch blockers

Accountable
Customer success lead
Consulted
Product and operations
Escalate when
Cost or promise exceeds agreed authority
Review
Blocker age and missed handovers

HR software follows diagnosis

Use a tool after the team knows what the process needs to do.

Problem→Cause→Process / owner→Tool fit→Adoption→Review

Software can organise records and workflows. It cannot by itself decide whether the role is right, what good performance means or why work is stuck.

Provider lens

human vector: organisation work sits inside the connected monthly relationship. Other models: strategic internal HR and some HRaaS providers may cover the same ground; placement-only providers contribute where hiring-market advice is relevant, while founder-led work uses internal capacity.

Compare all provider models

Provider comparison

Compare wider people-strategy support.

The same title can hide a very different mandate. Confirm expertise, capacity, implementation responsibility and fees with the actual provider.

People strategy provider comparison
People workhuman vectorMonthly feeContingent recruiterPlacement-led termsIn-house HR, operations-focusedEmployment costExternal HRaaSPackage + add-onsFounder-ledTime + tools
Enable performance
Role-specific onboarding and outcome plan✓ IncludedCheck inclusionMay focus on joiner administrationCheck implementation scopeManager-owned
Practical manager feedback support✓ IncludedBroader scope variesRequires mandate/capacityAvailable in some packagesManager / founder-owned
Capability gaps linked to development actions✓ IncludedBroader scope variesExpertise/capacity dependentVaries by packageManager / founder-owned
Evolve the organisation
Role ownership and decision responsibilities✓ IncludedWider advisory scope variesRequires strategic remitVaries by packageFounder-owned
Assess whether to hire, develop or redesign work✓ IncludedHiring-market advice may contributeRequires strategic remitVaries by packageFounder-owned
Diagnose process before selecting HR tools✓ IncludedNot core placement scopeExpertise/capacity dependentVaries by packageFounder-owned

Culture through everyday decisions

The expectations you set when hiring become the habits people practise after joining.

When selection, onboarding, feedback, development and recognition reinforce the same useful behaviours, the next hire has a clearer example to follow.

Role expectations→Selection→Onboarding→Feedback→Development / recognition→Next hire

Work with the ownership you already have

Alongside your HR lead, or directly with the founder.

With an HR team

Your HR lead remains the internal owner. We agree a focused brief, shared visibility and a clear handover.

Without dedicated HR

The founder sponsors the decision, managers still lead employees and we provide specialist judgment, implementation and follow-through.

A fair boundary

We do not become every employee’s manager. Legal advice, large restructuring, salary studies and routine HR administration need explicit scope.

Start with the people issue

Discuss the team challenge you want to move forward.

Use a 30-minute conversation to understand the issue, identify a practical starting point and discuss scope and fees.

WhatsApp: +852 9559 2984LINE: +852 9559 2984Email: info@humanvector.co

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