HR AI Solutions
Claude drafts the structure; your team decides. No candidate is screened or scored by Claude, and every RASCI matrix or training system is approved by the responsible manager before it applies.
3 Solutions
HR AI Solutions
Structured hiring, clear accountability, and a training system that works — the decisions stay yours. Every solution below drafts structured content; your team reviews and decides. No solution screens, scores, or selects a candidate, and no system goes live without approval from the responsible HR lead or owner.
1 - Job Description, RASCI Matrix & Structured Interview Kit Builder
Cross-sector · Draft only
Problem
Job posts are generic, interviews are unstructured, and each role's responsibilities aren't mapped against the rest of the organisation — creating overlaps, accountability gaps, and inconsistent hiring.
Claude-Powered Approach
Describe the open role and must-haves; Claude drafts the job post, a competency-based interview guide, and a scorecard, and proposes the role's entry in the organisation's RASCI matrix (Responsible / Accountable / Support / Consulted / Informed), aligned with roles already mapped — so the matrix builds incrementally with every hire until it covers the whole organisation. No candidate screening or scoring by Claude — hiring decisions and final RASCI sign-off stay with the hiring manager.
Who: owners or office managers hiring without a dedicated HR function, or mapping accountability across the organisation Ask about this →
2 - Onboarding Checklist & 30/60/90 Day Plan Generator
Cross-sector · Draft only
Problem
Onboarding quality depends on who happens to be free that week, and 90-day goals are often disconnected from any next assessment step.
Claude-Powered Approach
Enter the new hire's role and start date; Claude drafts the pre-start checklist, Day 1/Week 1 plan, and 30/60/90 goals for the manager to assign owners and dates against. At the end of the 90 days, the role moves into the training-needs assessment tool (Solution 24, Part A) for its first review — onboarding connects into the wider training system instead of ending in isolation. Access provisioning and contractual steps still require the responsible system owner to act.
Who: office managers or department leads onboarding new hires Ask about this→
3 - Internal Training & Development System Designer
Cross-sector · Draft only
Problem
Staff training needs are captured ad hoc rather than systematically, and training itself is organised piecemeal — no annual plan, no fixed budget, no provider-selection criteria.
Part B — Training Policy, Calendar & Budget
Claude drafts a structured training-needs assessment tool, applied to every role in the organisation — to new hires at the close of their 30/60/90 plan (Solution 23) and periodically across existing staff. The HR or training lead approves each assessment before it's logged.
Part B — Training Policy, Calendar & Budget
Building on Part A's findings and the organisation's priorities, Claude drafts the training policy, annual training calendar, a budget framework, and provider/trainer evaluation criteria. Distinct from the Training & Development Programme Designer in Practice Infrastructure, which designs the curriculum for one specific client or programme — this designs the system that governs all training activity across the organisation. The HR/training lead approves and implements.