Design the HR Processes Your Business Runs On
Map how hiring, joining, attendance, payroll input, performance, grievances and exits are actually handled today, then redesign each one to fit your size and structure. We write the procedure, build the forms and letters, agree the approval route with you, configure it in your HR system and brief the managers who run it. The process is handed to your team, not run on your behalf.
HR Process Consulting and Implementation in brief
HR process consulting and implementation is the work of mapping how your company actually handles hiring, joining, attendance, payroll inputs, performance, grievances and exits, then redesigning each step, writing it as a procedure with named approvers and forms, configuring it in an HR system, and training the managers who have to run it the same way every time.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- This pillar covers the whole employee lifecycle: recruitment, onboarding, records, attendance, payroll inputs, performance, grievances, movement, exits, documentation, reporting and automation.
- Every engagement produces working artefacts, a process map, a written procedure, forms, letter templates and a responsibility matrix, rather than an advisory report on its own.
- The team that designs the process also configures it in the GullyHR software or your existing system, and briefs the managers who will use it.
- Engagements range from a single process audit to a full lifecycle programme; scope and sequence are agreed after a consultation.
The starting point
Is HR Still Running on Memory and Goodwill?
In most growing businesses HR grew by addition — a format here, a practice there — and nobody has looked at the whole of it. It holds until the business adds a location, a shift or a second manager, and then the gaps start costing management time.
We turn what the business already does into a process it can run the same way every time.
You may be experiencing:
- Every HR approval still reaching the owner, because no route leads anywhere else.
- Two employees in the same grade treated differently, with no written basis anyone can point to.
- Commitments made to a joiner by a manager that surface a year later at appraisal time.
- Payroll input arriving as messages, a spreadsheet and one person's recollection.
- Appointment letters, revision letters and handover notes that cannot be located when someone leaves.
- Headcount and cost by department taking days to assemble for a management discussion.
- HR knowledge concentrated in one person, and unavailable the moment that person resigns.
- A policy file that exists on paper while managers handle the same situation in different ways.
- New managers inventing their own way of handling leave, warnings and exits.
- Probation confirmations drifting past the due date because nobody owns the follow-up.
- A grievance or exit dispute where the file holds no record of what was said or agreed.
What we can help with
Our HR Process Consulting Services
HR Process Assessment
A structured review process by process: what is written down, what is habit, where approvals stall and which records are missing. Findings are ranked, so the first thing you fix is the one everything else depends on.
Hiring and Joining Process
Manpower planning, a requisition with an approval route, job description formats, a screening and interview sequence, an offer approval step, and a joining checklist with a named owner against every item.
Employee Records and Master Data
One defined record structure covering personal, statutory, salary, reporting and document fields, with rules on who may view or change what, and a clean-up of records currently spread across files and spreadsheets.
Attendance, Shift and Leave Process
Leave types and entitlements written down, a roster method that fits how you operate, an attendance capture and regularisation route, and a manager approval flow that closes before payroll input opens.
Payroll Input Process
A monthly calendar with a cut-off, a defined input pack covering attendance, loss of pay, overtime, incentives, reimbursements and deductions, a checking and sign-off step, and a stated route for payslip queries.
Performance and Development Process
A goal-setting format tied to business targets, a review cycle with dates, rating and calibration rules, a conversation guide for managers new to reviews, and a record that carries into the increment decision.
Employee Relations and Exit Process
A grievance route with defined stages, a disciplinary procedure covering notice, explanation, enquiry and record-keeping, and an exit sequence from resignation through clearance to settlement input and the relieving letter.
Workflow Configuration and Reporting
Requests, approvals, notifications, records and reports set up as connected workflows in your HR system, with an agreed management reporting set so the written procedure and what people do stop being two different things.
The scope
What the Consulting Covers
HR process consulting runs across the employee lifecycle, from hiring to exit. These are the parts we can review, design or configure. The scope is agreed with you and can take all twelve areas or only the few that matter most today.
HR Process Assessment
How each HR process runs today, what is written down, where approvals stall and which records are missing.
Roles, Responsibilities and Approval Authority
Who initiates, approves, executes and keeps the record for each process, with deputies named.
Manpower Planning and Hiring
Requisitions, job descriptions, interview steps, offer approvals and joining requests.
Onboarding and Probation
Joining documents, induction, role clarity, probation tracking and confirmation decisions.
Employee Records and Master Data
Record structure, document checklists, access rules and storage.
Attendance, Shift and Leave
Leave types, rosters, attendance capture, regularisation and manager approval.
Payroll Input Coordination
The calendar, input pack, cut-offs, review and handover to whoever computes payroll.
Performance and Development
Goals, the review cycle, rating rules, feedback conversations and training needs.
Employee Relations and Grievances
Grievance routes, disciplinary steps, record-keeping and the escalation path.
Employee Movement and Exit
Transfers, promotions, resignations, handover, clearance and settlement inputs.
HR Policies, Forms and Letters
The policy set, forms and letter templates, with one approved version of each.
HR Systems, Workflows and Reporting
How workflows, approvals, records and reports are set up in your HR system or spreadsheets.
Working together
Ways to Work With Us
HR Process Audit
A structured assessment across the lifecycle with a scored maturity view and a ranked roadmap. For a business that knows something is not working but not which process to take up first.
Single-Process Project
One process — recruitment, onboarding, attendance and leave, payroll input, performance or exit — designed, documented, configured, briefed and reviewed end to end before anything else is opened.
HR Foundation Setup
The core set a growing company needs working together: employee records, onboarding, attendance and leave, payroll input, the document set and management reporting, delivered in an agreed sequence.
HR Process Programme
The complete lifecycle taken up process by process over a longer engagement, with automation and management reporting built in, and a review after each rollout before the next begins.
Scope and sequence follow a short review of how HR runs today, and are stated in the proposal before any work begins. This is a consulting and implementation engagement. If you want GullyHR to run parts of HR for you, see our separate hiring and HR outsourcing services.
The deliverables
What You Receive
Depending on the scope of your engagement, deliverables can include:
- An HR process assessment report, scored process by process, with a ranked roadmap and the reasoning behind the order.
- A process map for every process in scope, drawn as a step-and-approval flow rather than written as prose.
- A written standard operating procedure for each, in language a line manager can follow without HR in the room.
- A responsibility matrix naming who initiates, approves, executes and holds the record at every step.
- The forms and checklists each process needs, from requisition and joining to clearance and settlement input.
- Letter templates for offer, appointment, confirmation, revision, transfer, warning, relieving and experience.
- A configured workflow with approval routes, entitlements, user roles and reports set up and tested.
- A manager and HR briefing pack, the rollout session, and a review meeting with management after the first cycle.
- A prioritised implementation plan sequencing the processes, with owners and review dates.
- A document control list showing the approved version, owner and review date of each procedure, form and letter.
- A probation and confirmation tracker format with due dates and decision records.
Step by step
How We Work
Walk the Process as It Is Run
We sit with the people who run HR today, walk each process end to end, collect the forms and letters genuinely in use, and record where approvals, records or handovers break down.
Agree Priority and Sequence
Nothing is taken up all at once. We agree which processes cost the most management effort or carry the most exposure, and in what order, so the business absorbs one change at a time.
Design and Document
For each process in scope we draw the steps, decision points, approval levels and timelines, test the draft against real cases from your own recent history, then write the procedure, forms and responsibility matrix.
Configure and Brief
Approval routes, entitlements, letter templates, user roles and reports are set up in your system and tested. We then brief managers and HR on what to do, what to approve and what to record.
Run a Cycle and Hand Over
We stay available through the first live cycle, compare what happened against the design, correct the steps that did not fit, hand over the documents and configuration, and agree what management watches from then on. Where it is included in the engagement, we also pilot the first process with one team or location before it is extended across the business.
The difference
What Changes When the Process Is Defined
A documented and configured process helps you:
We do not promise outcomes. We record a baseline before work starts, covering how long each process takes today and where approvals stall, and report against it, so you can see what changed and what did not.
- Give the same answer to the same HR question, whichever manager an employee asks.
- Move approvals without reaching the owner's desk, because the limits and the route are written down.
- Receive payroll input complete, on a date everybody in the business already knows.
- Produce employee records and letters when a bank, an auditor, an investor or an inspector asks.
- Hand a process to a new HR hire by having them read it rather than discover it over six months.
- Get workforce numbers from a standing report instead of from a request.
- See which HR processes to fix first, and why, before spending effort on any of them.
- Know who owns each step, who covers when they are away and who holds the record.
- Keep forms, letters and procedures as one approved version that everyone uses.
- Review the processes after a live cycle and adjust them from what actually happened.
Find your fit
Who This Service Is For
Founder-Run Companies
Businesses grown past the point where the owner can personally approve every HR decision, and want a route that leads somewhere else.
Businesses Adding a Site or a Team
Companies opening a second location, a plant, a warehouse or a field team, where one informal practice no longer stretches over everyone.
Companies Where HR Is a Second Job
Businesses in which HR sits with an admin, accounts or operations person alongside their main role, so the process is whatever that person remembers.
Businesses Hiring Their First HR Manager
Companies that want the new role to begin from a defined process rather than build one from nothing.
Companies Facing External Review
Businesses preparing for a funding round, a customer audit or a statutory inspection, where HR records and written procedures will be examined.
Groups With More Than One Entity
Owners running several companies or brands who want one HR process applied consistently across all of them.
Businesses Whose Practice Differs From Policy
Companies with a policy file that managers rarely read and practices that vary from team to team.
Companies Promoting First-Time Managers
Businesses where new managers now make leave, appraisal and disciplinary decisions without a common guide.
Companies After a Dispute or Audit Finding
Businesses where a grievance, an exit dispute or a customer audit exposed gaps in records and approvals.
Good to know
One Lifecycle, Every Step With an Owner
Joining and running
- Hire: manpower approval, requisition, selection and offer.
- Join: documents, induction, system access and probation.
- Run: attendance, leave, payroll input and records through the month.
Developing and leaving
- Develop: goals, reviews, feedback and training.
- Move: transfers, promotions and revisions with approvals.
- Resolve: grievances and disciplinary matters with records.
- Exit: resignation, handover, clearance, settlement input and relieving.
Each stage has an owner, an approver, a timeline and a record.
Good to know
Track Whether the Processes Are Working
Speed and consistency
- Approval turnaround: where requests wait longest.
- Steps with a named owner: how much of each process has clear responsibility.
- Documents at the approved version: whether procedures, forms and letters are under control.
Use and exceptions
- Requests handled outside the agreed route: where the design does not match the work.
- Probation confirmations made by the due date: whether follow-up has an owner.
- Records complete at first request: whether a file can be produced when asked.
- Recurring queries: which process still needs clarification.
Measures use agreed definitions and a baseline recorded before work starts.
Good to know
Scope and Service Boundaries
Your engagement defines
The processes, employee categories, locations, entities, systems, deliverables and rollout support included.
Requires a separate agreement
- Outsourced HR operations, meaning running your HR on your behalf.
- Candidate sourcing, which GullyHR provides as a separate service.
- Payroll calculation and statutory filings.
- Legal advice, policy validation and statutory compliance review.
- Workplace investigations and representation before any authority.
- HR software licences and hardware such as attendance devices.
Employment decisions remain with your management. Policies, disciplinary procedures and other formal actions need review by a qualified professional before use.
Good to know
Timeline and How to Prepare
Timeline
The schedule depends on the number of processes, locations and employee categories in scope, how quickly management confirms decisions such as entitlements and approval limits, and when your team is available for review. We confirm it after agreeing the scope.
Useful inputs
- Current policies, forms and letter templates.
- Your organisation chart and who handles HR today.
- An employee master list or a sample of records.
- Attendance, leave and payroll input workflows.
- Recent examples of hiring, exit and grievance cases.
- Details of the HR, payroll and attendance systems in use.
- A list of the problems that prompted the enquiry.
Nominate a coordinator. If your processes are not documented we can begin with discussions, and missing documents are recorded as findings.
Good to know
Confidentiality and Employee Information
Handled by agreement
HR work involves employee records, case files and compensation details. Before work begins we agree the information required, who may access it, how it is shared and how it is retained or deleted.
Case discussions
Where a grievance or exit case is used to test a design, names can be removed and only the sequence of steps is used.
Everything in this section
All hr process consulting and implementation
Attendance, Shift and Leave Management
Employee Engagement Process
Employee Information Management
Employee Movement Process
Onboarding and Probation
Exit and Offboarding Process
Grievance and Disciplinary Process
HR Documentation Process
HR Process Audit and Maturity Assessment
HR Process Automation
HR Reporting and Analytics
Learning and Development Process
Payroll Process Management
Performance Management Process
Workforce and Recruitment Process
Workplace Health, Safety and Wellbeing
Good to know
Frequently asked questions
It is the work of mapping how your company actually handles hiring, joining, attendance, payroll input, performance, grievances and exits, then redesigning each step, writing it as a procedure with named approvers and forms, configuring it in an HR system, and briefing the managers who have to run it the same way every time.
The useful test is not headcount but whether decisions still depend on one person being available. If leave, offers or confirmations stall when the owner travels, a written route helps immediately. We scale the scope to your size, and a small business often needs three processes rather than twelve.
Usually the one others depend on. Employee records come before payroll input, and attendance before any automation, because a later process inherits the errors of an earlier one. The assessment ranks them for your business and explains the dependencies, and you take the final call on sequence.
We implement. The engagement includes writing the procedure, building the forms and letter templates, configuring the workflow in your system, briefing managers and staying available through the first live cycle. A recommendation that stops at a report tends not to survive contact with a busy month.
Yes, and it works better that way. Your team knows what actually happens, which is rarely what the policy file says. They take part in the review, the design decisions and the rollout, and they own the process once we step back.
No. The process, procedure, forms and letter templates work in whichever HR system you run, and we configure them there. If you prefer, the same design is set up on the GullyHR platform. Biometric devices and existing systems do not have to be replaced.
After a short review of how HR runs today. We agree which processes are in scope, which locations and entities are covered, and in what order the work is taken up. All of that is stated in the proposal before any work begins, so the scope is not open-ended.
The aim is the opposite. A form exists only where it supports a decision somebody actually takes, and the approval route is designed to reduce how often a manager has to ask. Where a step adds work without adding information, we drop it.
We provide assessment, framework and process support, and coordinate qualified professionals where required. GullyHR is not a legal practice, and the final position on any statutory or legal matter rests with your own advisers. Please confirm those points with a qualified professional.
We review it with management once a full cycle has run, correct the steps that did not fit in practice, and hand over the documents and configuration. From then the process is yours to run, and we agree what management will watch to know it is holding.
An audit assesses and scores your processes and ranks a roadmap. Consulting and implementation redesigns and builds them. Many businesses start with the audit to decide what to fix first, while others go straight to one process.
Consulting designs what the process should be. Automation configures an agreed process into connected workflows. Where both are needed, the design work comes first.
An SOP is a short written procedure stating the steps, the owner, the approver and the record for one HR process. A smaller business often needs only the few that cost the most management time, and we agree the list during the assessment.
No. A policy states the rule, such as who is entitled to what. A procedure states how the work is done: the steps, owners, approvals and records. We write procedures to sit alongside your policies, and policy wording itself needs review by a qualified professional.
It is a table stating who may approve which HR decision, up to what limit, who covers when they are away and who is informed. It can move routine approvals off the owner's desk, and the limits are your decisions.
Each document carries an owner, an approved version and a review date, and the review after the first live cycle corrects what did not fit. Later changes in structure or policy then go through the same owner.
GullyHR provides talent acquisition, meaning candidate sourcing, as a separate service. This engagement designs your hiring process, and sourcing is scoped and agreed separately.
Pricing depends on the number of processes, locations and employee categories in scope and the support required. Share your requirements and we will send a tailored proposal.
Put Your HR Processes on a Footing That Holds
Turn the practices your business already relies on into written, configured processes your managers can run without escalation. Start with an assessment of where HR actually stands today.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book an HR Process Consultation
Tell us how HR runs in your business today and what you would like to change.