A Booked Monthly Hour With an HR Practitioner for the Questions That Pile Up
Small teams rarely need an HR head on call. They need somewhere to take the month's real questions: the conversation you are dreading, the policy half-written in a draft, the hiring call you keep deferring. The HR clinic is a recurring, prepared session with an HR practitioner, followed by a short written note of what was agreed.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsWhat is monthly hr clinic?
A monthly HR clinic is a booked, recurring advisory session between a business and an HR practitioner. You send the month's questions and documents beforehand, the practitioner prepares, and the session works through them one by one. A short written note then records what was agreed and who does what. It is lighter than a fractional HR arrangement.
The starting point
When businesses ask us for this
- You have a difficult conversation with an employee coming up and have rewritten what you will say three times without asking anyone.
- A policy you need, on leave, remote work or conduct, has been a half-finished draft on your laptop for weeks.
- You are about to make an offer and cannot tell whether the pay, the grade or the title will cause trouble with the people already there.
- The review cycle is due and the format you used last year did not help anyone, but you have nobody to redesign it with.
- One of your managers is good at the work and struggling with the people side, and you are not sure how to say so.
- An employee case has gone quiet, a complaint or a long absence or a pattern of lateness, and nobody has decided the next sensible step.
- Your HR executive handles the records well but has no senior person to check a judgement call with.
- Every month brings two or three people questions, none big enough to hire for, and together they take a real part of your week.
What the work covers
The clinic is a standing monthly slot, not a project and not a part-time HR head. Before each session you send what is on your mind and any documents that go with it. We read them, prepare a view on each question and use the session to work through them with you: what the options are, what we would do and why, and what to say or write. Afterwards you receive a brief note with the agreements reached and the person responsible for each. Employment decisions stay with you. Where a question turns on the law, the note says so and recommends you confirm with a qualified professional.
Conversations that need planning
A performance talk, a warning, a pay discussion, a resignation, a team dispute. We work out the facts, the outcome you want, what to say and in what order, and how to respond if it goes badly.
A policy to draft or fix
Leave, remote working, conduct, expenses, notice. We draft or mark up the policy with you in the session, so it leaves as a document your managers can actually follow.
Hiring decisions
Whether to hire, which of two candidates, what to offer and at which grade, how to word the offer. We test the decision against the people you already employ, not just against the market.
Reviews that need structure
A review cycle, a probation confirmation, a mid-year check-in. We shape the format and the questions, and help you decide what to do with the outcome.
Manager coaching
A manager who needs help with a specific situation or a general habit. We talk it through with you or with them, and give them something concrete to try before the next session.
Cases that need a next step
An open employee matter nobody has moved. We set out what is known, what is missing and the proportionate next step, and say plainly when it needs a qualified professional.
Preparation between sessions
You may send questions and documents at any point in the month. They are held for the next session, and anything marked as time-sensitive is flagged so it is not left to wait.
The written note
A short record after each session: what was decided, what each person will do and by when, and any point to confirm with a lawyer or other adviser. It builds into a running file of your people decisions.
The process
How it runs
Agree the arrangement
Session length, rhythm, the people who may use it, what is in scope and the fee, set out in writing before the first session.
Send your questions
Before each session you send the month's questions and any documents: a draft policy, an offer letter, a case summary. A short list is enough.
We prepare
The practitioner reads what you sent, forms a view on each question and notes anything that needs the facts clarified before the session.
The session
We work through the questions in order of urgency: options, a recommendation, and the words or draft that go with it. Documents are marked up as we go.
The written note
A short note follows with decisions, owners and dates, and flags anything to confirm with a qualified professional.
Follow through
At the next session we begin with last month's actions, so decisions are carried out rather than quietly dropped.
Review the arrangement
At agreed intervals we look at whether the length, rhythm and scope still fit, and whether a larger or smaller arrangement would suit the business better.
What you receive
- A written arrangement setting out scope, session length, rhythm and fee.
- A preparation note ahead of each session, where the questions call for one.
- The session itself, held at the agreed time with a named practitioner.
- Documents drafted or marked up in the session: a policy, a letter, a review format.
- A short written note after every session with decisions, owners and dates.
- A running log of the decisions taken, so earlier answers can be found and reused.
Who it is for
- Founders who are still the person employees bring every question to, and who would rather think it through with someone experienced first.
- Small businesses with an HR executive or office manager who handles the paperwork and needs a practitioner to check judgement calls with.
- Companies that have outgrown informal handling but would find a fractional HR head more than they need.
- Businesses between projects, with a policy set or review process already built, that want help keeping it working.
- Teams making their first managers, where small people problems arrive faster than anyone has been taught to handle them.
- Owners who have used GullyHR for a project and want continued access without a larger commitment.
Why GullyHR.
We turn up prepared. A clinic is only worth its slot if the practitioner has read your documents, thought about your people and brought a view, rather than spending your time asking you what the problem is. We also build, train and run software, so when a question in the session turns out to need a full policy, a manager workshop or a configured workflow, we can say so and scope it, instead of leaving you with a good conversation and the same gap afterwards.
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
- Questions get a considered answer within the month rather than waiting for a crisis.
- Difficult conversations are planned before they happen.
- Policies and formats that were stuck in draft are finished.
- Hiring and pay decisions are tested against the rest of the team before they are made.
- Managers are coached on real situations while those situations are still live.
- There is a written record of what was agreed, who owns it and when it is due.
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
- Questions closed in session
- Actions from the note completed
- Open employee matters older than a month
- Policies and formats finished
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 |
|---|---|---|
| Preparing the questions | Reads what you send, asks for missing facts and arrives with a view. | Sends the questions and documents in advance, and tells us what is time-sensitive. |
| Advice in the session | Sets out options and a recommendation, with the reasoning behind it. | Decides. Every employment decision, including hiring, pay, discipline and exit, remains with you. |
| Documents | Drafts or marks up policies, letters and formats in the session. | Reviews the final version, adopts it and communicates it to your people. |
| Legal questions | Says where a question depends on the law and recommends confirming with a qualified professional. GullyHR does not give legal advice. | Keeps its own lawyer or adviser for legal opinions, and for representation in any dispute or proceeding. |
| Payroll | Does not run payroll. We can talk through pay structure and policy as questions. | Runs payroll through its own team, accountant or vendor. |
| Acting on the note | Records who does what, and starts the next session with it. | Carries out the actions it owns by the dates agreed. |
Where the software fits
The clinic does not need software, and a shared folder and a calendar are enough to run it. Where you use the GullyHR platform, case notes, policies and letters can sit alongside the employee records, so a question about one person is answered with their actual history in front of us. The session notes can also be kept there, so earlier decisions are easy to find when the same situation comes up again. Where you use a different HR system, we work from exports and documents you send.
Ways to engage us
- Monthly clinic
- One booked session a month at an agreed length, with preparation, the written note and a running log. The core arrangement.
- Clinic with a build item
- The monthly session plus one defined piece of work carried through the month, such as a policy set or a review format, scoped and agreed separately.
- Short-term clinic
- A fixed run of sessions for a particular period, such as a hiring push, a change in structure or while an HR role is vacant.
- Step up or down
- If the work grows we can discuss fractional HR management. If it shrinks, the clinic can move to a lighter rhythm.
Good to know
Questions we are asked
It is a booked, recurring advisory session with an HR practitioner. You bring the month's live people questions, we prepare in advance, work through them in the session and send a short written note of what was agreed and who does what.
Fractional HR management puts a named senior consultant on your leadership team for part of each month, carrying an agenda between meetings. The clinic is lighter: one prepared session a month for the questions of that month, with no standing agenda and no ongoing role in your leadership discussions.
Founders and small HR teams who handle most people matters themselves and want a practitioner to think things through with. It suits businesses that have outgrown informal handling but do not yet have enough HR work to justify a fractional or full-time HR head.
Anything live in your people practice: a difficult conversation to plan, a policy to draft, a hiring or offer decision, a review that needs structure, a manager who needs coaching, or an employee case that needs a sensible next step.
Session length and fee are agreed in writing before the first session and depend on how many people you employ and how much each month usually brings. We do not publish a fixed package because the right size differs between businesses.
No. We advise on HR practice and process. Where a question depends on the law, the note after the session says so and recommends you confirm the point with a qualified professional, such as your own lawyer.
No. GullyHR does not act as an employer's representative in disputes or proceedings. We can help you prepare your thinking and your documents beforehand, but representation sits with your own legal adviser.
No. We can discuss pay structure, pay decisions and policy as questions in the clinic, but payroll is processed by your own team, accountant or vendor.
A short list of questions is enough, with whatever documents help: a draft policy, an offer letter, a summary of a case, a review form. The more specific the material, the more useful the session. Anything urgent should be marked so we deal with it first.
Send it with your other material and flag it. Whether we can respond before the next session depends on what is agreed in the arrangement, so it is worth settling at the start whether urgent questions are included, and how.
Yes. The arrangement is reviewed at agreed intervals and either side can change or end it on the notice written into it. Some businesses use it for a period, others move to a fractional arrangement as the work grows.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com