Find Out Where Your HR Stands Before You Fix It
Most HR problems look like three separate problems and turn out to be one missing process. An HR audit reads what your business actually does in hiring, records, pay and people decisions, rates each area against evidence, and hands you an order of work you can afford to follow.
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Share your requirementsWhat is hr audit for growing businesses?
An HR audit is a paid review of how HR really runs in your business, as shown by your records, your systems and the people who do the work. It rates each area, writes every gap as a specific missing step, and returns a sequenced plan. GullyHR audits the processes, the hiring funnel, pay and the paperwork. You decide what to fix.
The starting point
When businesses ask us for this
- Every HR question still lands on your desk, and you cannot tell whether the process is unclear or was simply never written down.
- Hiring takes too long or loses good candidates, and each manager blames a different stage.
- Two employees in near-identical situations were handled differently, and you had nothing written to point to.
- You are about to hire your first HR manager and cannot write the brief, because you do not know what state HR is in.
- A customer, investor or auditor asked for HR documents and finding them took days.
- You bought HR software and use a fraction of it, because the process behind it was never agreed.
- Attrition is rising and nobody can say whether it sits in one team, one manager or one tenure band.
- Every proposal you have seen wants to redo all of HR at once, and you can neither fund that nor absorb it.
What the work covers
GullyHR assesses and you decide. We look at how your HR is run today, using documents, system reports and conversations with the people who do the work, and we write up what we found with the evidence beside it. You give us access and name one person who can open doors. You make the call on what gets fixed first, because that depends on your budget and on what your team can absorb. The audit is scoped in writing before it starts and it is a paid engagement. Design and implementation, if you want them, are scoped separately after you have read the findings.
HR processes: how each one really runs.
Hiring, onboarding, attendance and leave, payroll inputs, performance and exits are walked with the people who run them. We record who starts each one, who approves it, what is written down and where the record ends up.
Hiring and interviewing: where good candidates are lost.
From the job brief to the joining date, we review each stage, how long it takes, who decides and how interviewers score. The result shows where candidates drop out and which stage is slow or inconsistent.
Pay and structure: whether the numbers hang together.
We compare how roles are graded and paid against what the role does, and flag where pay sits outside a sensible range or where two people in the same role are paid on different logic.
Records and policies: what exists and what is missing.
Employee files, appointment and confirmation letters, written policies and the handbook are checked for what is present, current and signed. Anything with a legal angle is flagged for your qualified adviser.
People data: what attrition and tenure are telling you.
Where your records allow it, we look at who leaves, when and under whom, so that retention work targets a real pattern and not a general worry.
The process
How it runs
Scope agreement
We list the areas to be audited, the locations and the roles to be spoken to. You confirm the list in writing and name one internal contact who can open doors when a document is slow to arrive.
Evidence request
One written request goes out for policies, letters, registers, payroll input sheets, employee files, hiring records and whatever your HR system already reports. Incomplete is fine. Incomplete is itself a finding.
Walkthroughs
Structured conversations with HR, finance, admin and the line managers who actually do the work. We record the process as described and compare it with what the records show.
Rating and gap list
Each area is rated on a defined maturity scale with its evidence printed beside the rating. Each gap is written as a specific missing step, form, approval or record.
Findings walk-through
We take you and your team through the findings, answer challenges, and agree an order of work sized to the people you have. You decide what happens next.
What you receive
- A process inventory listing every HR process in scope, its owner and whether it exists in writing.
- A maturity scorecard with the evidence for each rating beside it.
- A gap register in which each gap is a specific missing step, form, approval or record.
- A hiring funnel and interview review, where hiring is in scope.
- A risk list covering thin records and inconsistent handling, with legal points flagged for your qualified adviser.
- A sequenced improvement plan with dependencies and rough effort for your team.
Who it is for
- Founder-led companies where HR grew by addition, a policy here and a format there, and nobody has looked at the whole of it.
- Businesses about to appoint their first HR manager who want that brief written from evidence.
- Companies with more than one location, shift or entity, where the same process has drifted apart.
- Businesses facing a customer audit, an investor review or due diligence and unsure what HR paperwork exists.
- Teams that are hiring fast and losing candidates or new joiners without knowing why.
- Owners who suspect pay is uneven but have never laid it side by side.
Why GullyHR.
An audit is only as good as the plan at the end of it, and most plans are written by people who never have to carry them out. Ours is written by the team that also designs the processes, trains the managers and runs HR for clients, so each recommendation names an owner, a dependency and roughly what it costs your team in effort. That tends to produce a shorter and more honest list. You are free to work through it yourself, with your own HR team or with us.
Design the process
Map how the work runs today, then write the procedure, the forms and the approval route it should follow.
Strengthen management
Settle the structure, the roles and the decisions each level can take without the owner.
Develop people
Train the managers who have to run it — the review, the difficult conversation, the handover.
Automate HR
Configure the agreed process in software, so the document and what people actually do stay the same thing.
The difference
What changes
- You can name every HR process the business runs, who owns it and whether it exists in writing.
- Management can see which areas hold and which depend on one person remembering.
- Hiring problems are traced to a stage, not to a general feeling that it is slow.
- Gaps in files and documents are found by you, on your own timetable, before someone else finds them.
- Money committed to HR software or to an HR hire is committed against evidence.
- Improvement work has an agreed order, so the process everything else rests on gets fixed first.
How we are measured
Before work starts, we record where you stand. Every later report compares against that baseline.
We choose the measures with you at the start, from the list on this page, and only the ones your data can support. We do not promise a result. We promise a baseline, and a report that shows the change against it, whichever way it went.
This engagement is measured on
- Processes rated
- Gaps recorded
- Time to hire
- Stage drop-off
- Records complete
The measures we choose from
Time-to-hire
Days from approved vacancy to accepted offer.
90-day attrition
New joiners who leave in their first three months.
Annual attrition
Leavers over the year, by team and by manager.
Payroll and statutory errors per month
Corrections after the run, and returns filed late.
Open compliance gaps
Obligations without an owner or a due date.
Employees with written goals
Share of the team that knows what it is measured on.
Review completion rate
Reviews finished on time, not just started.
Manager training coverage
Managers who have been taught the part of the job they were promoted into.
Working together
Who does what
| Activity | GullyHR | Your team |
|---|---|---|
| Scope and access | Proposes the areas and roles to cover and issues one written evidence request. | Confirms the scope, names a contact and shares documents, including the incomplete ones. |
| Walkthroughs | Runs the conversations and records the process as described and as evidenced. | Makes people available and tells managers the audit is happening. |
| Findings | Writes the ratings, gaps and plan and defends each with its evidence. | Reads, challenges and corrects factual errors before the report is final. |
| Decisions | Recommends an order of work and says what you can do yourselves. | Decides what to fix, when and with whom. |
Where the software fits
If you already run an HR system, ours or anyone's, its own reports become evidence: how complete the employee master is, whether leave balances reconcile, whether attendance exceptions were ever closed. A system records what people did, which is often a faster read than what they say they do. The plan is written so each item names the form, approval route and record it needs, which is what a configuration is built from later if you decide to automate.
Ways to engage us
- HR process audit
- A named list of HR processes at one location is walked, rated and sequenced. Start here if you do not know which process to fix first.
- Recruitment and interview process audit
- A focused review of hiring from job brief to joining, for businesses whose problem is slow, inconsistent or leaky hiring.
- HR Diagnostic
- The full paid review of records, hiring funnel, pay and attrition over two to three weeks, with a written report and a 90-day plan.
- Audit, then design
- The audit runs first. Process design or HR management work is scoped afterwards, never before the findings.
Good to know
Questions we are asked
An HR audit is a structured review of how your HR is actually run, as shown by your records, systems and the people who do the work. It rates each area, lists the gaps and gives you a sequenced plan, so you know what to fix first.
No. The audit is a paid engagement with the scope and fee agreed in writing before work starts. The first conversation, where we decide which audit fits, is free.
If you do not know which process is the problem, start with the HR process audit. If hiring is the pain, the recruitment and interview audit is narrower and quicker. If you want records, pay, hiring and attrition reviewed together, the HR Diagnostic covers all of them.
A named contact, access to documents and system reports, and time with the people who run each process. Missing documents are fine; we record them as findings.
We flag records and practices that look thin and list them in a risk register. Legal and statutory points are marked for review by your own qualified adviser. We do not give legal advice.
It depends on the size of the scope, which is agreed up front. A focused review is shorter than the HR Diagnostic, which runs two to three weeks.
No. The plan is written so your own team can work through it. If you want help, design and implementation are scoped separately after you have read the findings.
Yes. The scope is sized to your headcount and locations, and the plan is sized to the people you have. Small businesses often get the most from it because one fix usually clears several complaints.
Yes. The recruitment and interview process audit reviews the job brief, sourcing, screening, interview stages, scoring, feedback speed and offers, and shows where candidates are lost.
Everything under hr audit for growing businesses
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com