The HR Work Architecture Sprint
Ten active working days to examine the work your HR team is actually doing, decide what should stay human, what should disappear, what your systems should already be handling, and whether the position you are about to add is genuinely necessary.
Who it is for
Roughly 250 to 1,500 employees, an established HR team, an established HR technology stack, and a decision that will be made with or without evidence.
- A CHRO or Chief People Officer who wants a defensible answer.
- A CFO or COO being asked to approve HR headcount, systems, or vendors who cannot see the work underneath the request.
- A CEO facing growth, acquisitions, margin pressure, or an investor's value-creation plan.
Said plainly: if the HR team is one or two people, or the real request is to configure software, a Sprint is the wrong instrument, and we will say so in the Fit Conversation.
The five-item start gate
Only these five inputs are mandatory. Everything else is requested progressively, as findings emerge.
- 01Current HR organization chart, including roles, reporting lines, and open or planned positions
- 02HR technology and vendor inventory, including purpose and approximate spend where available
- 03Current job descriptions or responsibility summaries for the HR team in scope
- 04Completed Work Inventory from participating HR employees
- 05Booked diagnostic interviews with the executive sponsor, HR leader, and selected team members
The ten active working days begin only when all five are in hand.
If the client cannot supply something mid-Sprint, the clock pauses rather than the analysis thinning out. Elapsed calendar time and active working days are reported separately.
How the Sprint runs
Days 1 to 3
Sponsor, HR leader, and team interviews. Work Inventory review. First evidence requests.
Days 4 to 7
Activity-level analysis. Triangulation of reported work, operational evidence, and leadership expectation. Technology utilization review. Discrepancies documented.
Days 8 to 9
Economics at three levels. Execution readiness scoring. Recommendation prioritization. Roadmap and decision list.
Day 10
Executive readout with the sponsor and HR leader. Report delivered. Leadership decisions named.
The deliverable
An executive report and presentation, concise enough for a leadership meeting, not a hundred pages. Nineteen sections:
- 01Executive summary
- 02The decision the engagement was designed to support
- 03Current HR operating baseline
- 04Current work map
- 05Evidence quality and limitations
- 06Major workload findings
- 07Technology utilization findings
- 08Human, Machine and Collaborative Work
- 09Eliminate, simplify, automate, augment and retain recommendations
- 10Work that must remain human
- 11Role and headcount implications
- 12Vendor and technology opportunities
- 13Released capacity, cost avoidance and realized P&L impact
- 14Execution readiness
- 15Risks and dependencies
- 16Prioritized recommendations
- 1790-day roadmap
- 1812-month direction
- 19Leadership decisions required
Economics
- Level 1. Released Capacity
- Hours of work removed or reassigned. Real, useful, and not savings.
- Level 2. Cost Avoidance
- A credible future cost does not occur, such as supporting growth without the hire you had planned.
- Level 3. Realized P&L Impact
- Payroll, contractor, agency, overtime, consulting, software, vendor, or temporary-labor expense actually changes, counted from the date it changes.
Hours released are not savings until something changes financially.
90-Day Implementation Governance
Verk Vibe governs:
- Roadmap governance
- Milestones and dependencies
- Decision escalation
- Executive reporting
- Vendor coordination
- Issue tracking
- Scope control
- Adoption monitoring
- Economic-value tracking
The client or qualified specialists execute.
Verk Vibe does not write production code, configure production systems, certify security, or provide legal opinions.
Fixed fee, offered only when the Sprint shows there is something worth governing.
What the Sprint is not
- Not a software implementation
- Not a headcount reduction program
- Not an Ai project
- Not legal, cybersecurity, or accounting advice
- Not a guarantee of savings
Where a recommendation touches a specialist area, the report flags it for specialist review.
Start with a conversation
Don’t automate it yet. Verkitect it first.
Bring the HR position, system, or Ai decision on the table. You will get a plain answer about whether a Sprint would produce a better decision, and if not, what would.