Help me handle this HR work situation fairly, consistently, and within company policy. Context: [HR SITUATION] Relevant policy or handbook language: [COMPANY POLICY] Employee and team context: [RELEVANT FACTS] My role and decision authority: [MY ROLE] Country, state, or employment jurisdiction: [JURISDICTION] Create a practical HR action plan. Do not diagnose motives, make legal conclusions, or invent policy language, prior incidents, performance records, or employee statements. Produce: 1. A short neutral issue summary that separates documented facts from allegations or unknowns. 2. A recommended sequence of actions, including who should be involved, what to document, and when confidentiality limits should be explained. 3. A consistency check: identify comparable cases, policy provisions, and decision criteria that should be reviewed before taking action. 4. A list of questions to ask the employee, manager, and relevant witnesses. Use open, non-leading wording and distinguish questions needed for fact-finding from questions needed for support or accommodation. 5. A documentation template with date, source, direct observations, employee response, next step, and owner. 6. Escalation triggers for HR leadership, counsel, safety, payroll, benefits, or an outside investigator. 7. A short manager communication that states process and expectations without promising an outcome. Before answering, check that every recommended action is tied to a fact, policy provision, or stated uncertainty. Flag any point that may require employment counsel or a qualified HR professional. Ask up to 3 clarifying questions only if a required input is missing.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [HR SITUATION] | Describe the workplace issue and the decision or action you need to make. | A manager reports repeated late arrivals by a customer support representative and wants to issue a written warning. |
| [COMPANY POLICY] | Paste the relevant handbook, policy, procedure, or state that none is available. | Attendance policy: employees must notify their manager before a scheduled shift when late; progressive discipline may be used after documented coaching. |
| [RELEVANT FACTS] | List dated facts, documents, statements, and known unknowns without assumptions. | Time records show four late starts in six weeks; manager says two verbal coaching conversations occurred but has no notes; employee mentioned a new medical appointment schedule. |
| [MY ROLE] | State your job title and what decisions you are authorized to make. | HR generalist; I can advise managers and prepare documentation, but the department head approves formal discipline. |
| [JURISDICTION] | Enter the country and applicable state or province where the employee works. | United States, Illinois |
How to use
- Paste the relevant policy language, not a paraphrase of what you think it says.
- List dates and sources separately from opinions or secondhand claims.
- Check the proposed process against past comparable cases and your actual approval authority.
- Follow up with: “Revise the plan for a first-time issue with no prior documented coaching.”
Variations
Investigation plan
Use when you need a structured response to a complaint or allegation.
Create a workplace fact-finding plan for [COMPLAINT]. Use [POLICY TEXT], [KNOWN FACTS], and [JURISDICTION]. Produce an allegation-by-allegation issue list, a witness order with reasons, neutral interview questions, evidence to preserve, confidentiality language, and a documentation log. Do not reach a credibility finding or recommend discipline before evidence is gathered. Flag matters needing counsel, safety action, or an external investigator. Ask up to 3 questions only if required information is missing.
Manager coaching
Use when a manager needs to address performance before formal discipline.
Draft a manager coaching plan for [EMPLOYEE PERFORMANCE ISSUE] under [RELEVANT POLICY]. Use these examples and dates: [DOCUMENTED EXAMPLES]. Produce a private meeting agenda, factual talking points, employee questions, measurable expectations, support offered, a review date, and a concise recap email. Avoid labels such as lazy or poor attitude. Do not promise discipline or improvement outcomes. Flag any accommodation, retaliation, leave, or protected-activity concern. Ask up to 3 questions only if needed.
Policy gap review
Use when an existing HR process produces inconsistent decisions.
Review [CURRENT HR PROCESS] using [POLICY LANGUAGE] and [RECENT CASE PATTERNS]. Identify where different managers could reasonably apply different standards, where required documentation is missing, and where the process may create fairness or compliance risk. Produce three revision options with tradeoffs, one recommendation, implementation owners, manager training points, and metrics to monitor consistency. Do not claim legal compliance without counsel review. Ask up to 3 questions only if required inputs are absent.
Tips
- Keep a fact timeline before asking AI for recommendations; “the manager feels disrespected” is not a substitute for dated conduct.
- Use the exact policy clause, including exceptions and approval requirements, because a summary can omit the rule that controls the decision.
- For investigations, preserve relevant messages, schedules, and access records before interviews can change recollections.
- Have counsel review decisions involving leave, disability, pregnancy, pay, protected activity, harassment, safety, or termination.
FAQ
Can AI decide whether an employee should be disciplined?
No. It can organize facts and draft options, but the authorized decision-maker must apply policy, precedent, and legal advice where needed.
Should I paste employee names into the prompt?
Use initials or roles where possible, and do not paste medical, payroll, or other sensitive data unless your approved AI environment permits it.
Can this replace an HR investigation?
No. It can help plan one, but a qualified investigator must gather evidence and make findings.