What we do
HR Infrastructure
Policies, employee relations and corrective action frameworks, HR metrics, and the structural shift from startup-mode HR to scaled-mode HR, delivered as defined initiatives led by a senior practitioner.
Schedule a 15-minute introductionIf any of these sound familiar, we should talk.
“We’ve grown past the point where startup-style ‘everyone wears multiple hats’ works. We need real structure and consistent service delivery.”
“Headcount has spiked and our HR practices haven’t kept up. I need help catching us up before something breaks.”
“Our employee relations practices are inconsistent across managers and locations. We’re creating risk and don’t have a defensible framework.”
“We have no HR metrics or scorecards. Leadership asks me workforce questions and I’m flying blind.”
“My HR business partners aren’t operating at the level the business needs. They’re processing transactions when they should be advising leaders.”
What gets built
Policies and procedures
A handbook and policy set that reflects how the business actually operates today, not how it operated three sizes ago (typically a 60 to 90 day build). Managers stop coming to you for interpretation on situations the handbook should already answer, and when an employee, an enforcement agent, or counsel reads the policy set, the document is defensible on its own terms.
Corrective action frameworks
A defined framework for what level of action fits which situation, how to document it, when to involve HR, and how to escalate, with managers operating against it inside 60 days. Firefighting volume drops measurably within the first quarter of adoption, and corrective actions hold up against challenge because the documentation and progression are defensible on the front end, not patched in after the fact.
Employee relations frameworks
Standardized intake, a defined investigation methodology, documented standards for what goes in the file, and clear escalation paths, operating inside 60 to 90 days. Managers across locations handle similar situations similarly because they work from the same playbook, and if the wrong case ever becomes a legal matter, the framework supports the defense instead of contradicting it.
HR business partner capability
A defined operating model with clear standards for what strategic HR business partnership looks like in your environment. Within one to two quarters, the operations leaders your HRBPs support start bringing them strategic problems (workforce planning, succession, talent risk) instead of routing those conversations around them, and the transactional work gets sequenced underneath the strategic work instead of consuming it.
HR metrics and scorecards
A defined HR scorecard briefed to leadership on a predictable cadence, built in 60 to 90 days: turnover by segment, time-to-fill by role family, headcount against plan, and the workforce indicators tied to the operations forecast. The numbers come from the same source every cycle, calculated the same way every cycle, and you can show your work when asked.
Headcount-spike catch-up
The catch-up list that has been sitting in your head, largely completed in 60 to 90 days: onboarding rebuilt to the current scale, manager practice made consistent across the workforce, and the spreadsheets that became inadequate replaced with next-tier infrastructure that fits the current headcount. The incident you could feel coming does not land, because the conditions that would have produced it are addressed first.
From startup-mode HR to scaled-mode HR
Defined roles, defined ownership, and defined service delivery standards for the HR function itself, in place within 90 to 120 days. Work routes against ownership instead of availability, decisions stop getting made twice (or not at all), and the structure feels organized rather than bureaucratic because it was designed in your environment, not imported from a textbook.
How the engagement runs
Every week in between a one-page peer-to-peer status, so you stay informed without managing the work.
See how we work →From the work
Division of a large construction company, division workforce in the low thousands. Buyer: HR Director.
The handbook written three sizes ago
The handbook referenced a payroll system the company had retired years earlier. The PTO policy was written for a workforce that no longer worked that way. The HR Director knew the document was out of date — more importantly, her managers knew, which meant they didn't follow it. They called her instead, case by case, which meant the division's actual policy lived in her head and traveled with her calendar. Every inconsistent manager call was risk she personally carried, and she knew that if the wrong situation ever met the wrong lawyer, the document would read as a historical artifact she'd have to translate in real time.
MHRC rebuilt the policy and procedure set the way growing industrial businesses actually need it done: not drafted fresh from a compliance template, but written the way the policies were already being applied on the floor — then tightened where the applied version created exposure. The HR Director stayed at decision level (a weekly status, the judgment calls only she could make); the drafting, reconciliation, and manager-facing rollout ran on MHRC's track.
What changed: the document on paper matches the practice on the floor. Managers stopped calling for interpretation on the situations the handbook now answers — which gave the HR Director back the hours those calls consumed. New hires read a handbook that describes the company they actually joined. And when someone outside the company reads the policy set, it is defensible on its own terms.
Ready to talk?
If a defined HR initiative is sitting on your desk and you’re trying to decide whether outside execution capacity is the right move, a 15-minute introduction is the right next step. No pitch deck, no sales cycle. Just a peer-to-peer conversation about what you’re trying to get done and whether Mylestone HR Consulting can help you get there.
Schedule a 15-minute introductionOr call directly:919.410.7818