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Verk Vibe.
HR Work Architecture Sprint

Make the next staffing or technology decision with a clearer picture of the work.

Examine what your HR team does, where the workload comes from, and what your systems support. The HR Work Architecture Sprint brings those findings together with recommendations, helping you explain what should change and what the organization is ready to do.

For organizations of roughly 250 to 1,500 employees. Ten active working days begin after the required inputs are ready. Fixed fee agreed in the proposal.

Request a Fit Conversation Review the Sprint

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.

Before the clock starts

The five-item start gate

Only these five inputs are mandatory. Everything else is requested progressively, as findings emerge.

  1. 01Current HR organization chart, including roles, reporting lines, and open or planned positions
  2. 02HR technology and vendor inventory, including purpose and approximate spend where available
  3. 03Current job descriptions or responsibility summaries for the HR team in scope
  4. 04Completed Work Inventory from participating HR employees
  5. 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

  1. Days 1 to 3

    Sponsor, HR leader, and team interviews. Work Inventory review. First evidence requests.

  2. Days 4 to 7

    Activity-level analysis. Triangulation of reported work, operational evidence, and leadership expectation. Technology utilization review. Discrepancies documented.

  3. Days 8 to 9

    Economics at three levels. Execution readiness scoring. Recommendation prioritization. Roadmap and decision list.

  4. Day 10

    Executive readout with the sponsor and HR leader. Report delivered. Leadership decisions named.

The deliverable

An executive report and presentation that bring the work map, evidence, recommendations, and required leadership decisions into one review. Use it to explain the options, limitations, and readiness behind the next staffing or technology decision. Nineteen sections:

  1. 01Executive summary
  2. 02The decision the engagement was designed to support
  3. 03Current HR operating baseline
  4. 04Current work map
  5. 05Evidence quality and limitations
  6. 06Major workload findings
  7. 07Technology utilization findings
  8. 08Human, Machine and Collaborative Work
  9. 09Eliminate, simplify, automate, augment and retain recommendations
  10. 10Work that must remain human
  11. 11Role and headcount implications
  12. 12Vendor and technology opportunities
  13. 13Released capacity, cost avoidance and realized P&L impact
  14. 14Execution readiness
  15. 15Risks and dependencies
  16. 16Prioritized recommendations
  17. 1790-day roadmap
  18. 1812-month direction
  19. 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.

After the Sprint

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

Bring the decision you need to explain.

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.

Request a Fit Conversation Read the method