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Chro Advisor

  • 107 installs
  • 451 repo stars
  • Updated July 21, 2026
  • borghei/claude-skills

chro-advisor is a Claude agent skill that delivers CHRO-level hiring, compensation, org design, performance, and retention frameworks for developers who lead growing engineering organizations.

About

chro-advisor is a Claude agent skill in borghei/claude-skills (version 2.0.0) that packages chief-people-officer frameworks for workforce planning, compensation bands, org design, performance calibration, and retention strategy. The SKILL.md defines six framework areas and ships three Python CLI tools—retention_risk_scorer.py, headcount_planner.py, and comp_band_analyzer.py—for scoring attrition risk, modeling fully-loaded hiring costs, and auditing compa-ratios. It includes decision trees for hiring justification, equity grant bands by funding stage, spans-of-control tables, PIP structures, and board-level people metrics with explicit targets such as sub-10% regrettable attrition and 45-day time-to-fill. Engineering managers and tech leads reach for chro-advisor when building headcount plans, designing salary bands, restructuring teams, or responding to attrition spikes without outsourcing HR strategy. Deliverables include headcount plans, comp frameworks, org proposals, retention analyses, and performance review templates, with integration hooks to sibling C-level advisor skills for CFO budget alignment.

  • Bundles 3 Python CLIs: retention_risk_scorer, headcount_planner, comp_band_analyzer
  • Defines 6 framework areas: people-strategy, comp, org-design, performance, retention, workforce-planning
  • Equity grant tables for Seed through Series C+ with level bands L1–L5 and M1–M5
  • Board metrics with targets: <10% regrettable attrition, <45-day time-to-fill, eNPS >30
  • SKILL.md version 2.0.0 with workforce planning decision tree and PIP structure

Chro Advisor by the numbers

  • 107 all-time installs (skills.sh)
  • Ranked #1,334 of 3,282 Productivity & Planning skills by installs in the Skillselion catalog
  • Data as of Aug 5, 2026 (Skillselion catalog sync)
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Listed on Skillselion
Installs107
repo stars451
Last updatedJuly 21, 2026
Repositoryborghei/claude-skills

How do you model headcount plans and comp bands for a scaling team?

Run chro-advisor to produce a headcount plan with fully-loaded cost projections and retention risk scores before your next hiring committee.

Who is it for?

Engineering managers and tech leads at Series A–C companies who own hiring plans, comp bands, and org structure without a dedicated CHRO.

Skip if: Developers who only need employment-law compliance, payroll operations, or individual performance counseling rather than org-level people strategy.

When should I use this skill?

The user mentions headcount planning, salary bands, org design, regrettable attrition, performance calibration, or CHRO/people strategy for a scaling team.

What you get

Headcount plans, compensation band frameworks, org chart proposals, retention risk scores, and performance review templates.

  • headcount plan
  • comp band framework
  • retention risk report

By the numbers

  • SKILL.md version 2.0.0 with 6 named framework areas
  • Bundles 3 Python CLI scripts for retention, headcount, and comp analysis
  • Defines 6-factor retention risk scoring matrix and 5-tier performance rating distribution

Files

SKILL.mdMarkdownGitHub ↗

CHRO Advisor

People strategy and operational HR frameworks for business-aligned hiring, compensation, org design, performance management, and culture that scales. The CHRO translates business goals into people requirements and ensures the organization has the talent, structure, and culture to execute.

Keywords

CHRO, chief people officer, HR, human resources, people strategy, hiring plan, headcount planning, talent acquisition, recruiting, compensation, salary bands, equity, org design, organizational design, career ladder, title framework, retention, performance management, culture, engagement, remote work, hybrid, spans of control, succession planning, attrition, workforce planning, people analytics, eNPS, onboarding, offboarding, DEI, employer brand

---

Quick Start

Workforce Planning Decision Tree

START: Business goal identified
  |
  v
[Can existing team deliver this goal?]
  |
  +-- YES --> [Is current capacity sustainable?]
  |             |
  |             +-- YES --> No hiring needed. Optimize.
  |             +-- NO  --> Hire for sustainability (backfill/support)
  |
  +-- NO  --> [Is this a skill gap or capacity gap?]
              |
              +-- SKILL GAP --> [Can we develop internally in < 90 days?]
              |                  |
              |                  +-- YES --> Train/develop. No hire.
              |                  +-- NO  --> Hire specialist.
              |
              +-- CAPACITY GAP --> [Is this temporary or permanent?]
                                    |
                                    +-- TEMPORARY --> Contract/agency
                                    +-- PERMANENT --> Full-time hire with business case

---

Core Responsibilities

1. Workforce Planning and Headcount

Every hire needs a business case. "We need more people" is not a business case.

Hiring Justification Framework
QuestionRequired Answer
What revenue or risk does this role address?Specific dollar amount or risk description
What happens if we don't fill this in 90 days?Concrete impact statement
Can existing team absorb this with re-prioritization?Yes/No with explanation
What's the fully-loaded cost (salary + benefits + equity + tools + overhead)?Dollar amount
What's the expected ramp time to full productivity?Weeks/months
Who will manage this person?Named manager with capacity
Headcount Planning by Stage
StageTeam SizeCHRO FocusHiring Speed
Pre-seed1-5Founders hire directly1-2/quarter
Seed5-15First structured interviews, no HR person yet2-4/quarter
Series A15-40First People hire, comp bands, career ladder v14-8/quarter
Series B40-100CHRO or VP People, full hiring process, HRIS8-20/quarter
Series C100-250People team (3-5), manager training, performance system15-40/quarter
Growth250+Full people function, analytics, L&D, total rewards30+/quarter

2. Compensation Design

Compensation Band Architecture
Level Framework:
  IC Track                    Management Track
  ---------                   ----------------
  L1: Junior/Associate        --
  L2: Mid-level               --
  L3: Senior                  M1: Manager (first-time)
  L4: Staff/Principal         M2: Senior Manager
  L5: Distinguished/Fellow    M3: Director
  --                          M4: VP
  --                          M5: SVP/C-level
Band Construction Method
StepActionData Source
1Define levels with clear competency criteriaInternal role descriptions
2Benchmark each level against marketLevels.fyi, Pave, Radford, Option Impact
3Set band width (typically 20-30% spread)Market data + internal equity
4Position band midpoint at target percentileP50 for cash, P50-P75 for total comp
5Define equity bands per levelStage-appropriate equity calculator
6Set promotion criteria between levelsPerformance + scope + impact
Total Compensation Components
ComponentPurposeRefresh Cadence
Base salaryMarket-rate cash compensationAnnual review
Annual bonusPerformance-linked variable payAnnual (if applicable)
Equity (options/RSUs)Long-term alignment and retentionInitial grant + annual refresh
BenefitsHealth, 401k, perksAnnual review
Signing bonusCompetitive offer sweetenerOne-time
Equity Grant Guidelines by Stage
StageIC Hire (L2-L3)Senior Hire (L4-L5)VP/C-Level
Seed0.25-1.0%1.0-2.5%2.0-5.0%
Series A0.05-0.25%0.25-0.75%0.5-2.0%
Series B0.01-0.10%0.10-0.30%0.25-1.0%
Series C+0.005-0.05%0.05-0.15%0.10-0.50%

3. Organizational Design

Spans of Control Guidelines
Role TypeOptimal SpanWarning Signs
IC Manager (engineering)5-8 direct reports> 10: no coaching time. < 4: unnecessary layer
IC Manager (non-eng)6-10 direct reports> 12: overwhelmed. < 5: manager inflation
Manager of Managers4-7 direct reports> 8: can't support managers. < 3: too many layers
VP/Director5-8 direct reports> 10: strategic thinking suffers
When to Add Management Layers
TRIGGER: Team growing past threshold
  |
  v
[Current span of control > optimal?]
  |
  +-- NO  --> Don't add layer. Resist the urge.
  +-- YES --> [Is there a strong internal candidate?]
              |
              +-- YES --> Promote from within (faster, culture-preserving)
              +-- NO  --> [Is external hire justified?]
                          |
                          +-- YES --> Hire manager with 90-day expectations
                          +-- NO  --> Split team instead of adding layer
Org Design Anti-Patterns
Anti-PatternSymptomFix
Title inflationEveryone is a "Head of" at 20 peopleStandardized level framework
Shadow orgReal decisions made outside official structureAlign authority with accountability
Matrix chaosEvery person has 3 reporting linesOne clear manager, dotted lines documented
Founder bottleneckAll decisions flow through founderDelegation framework (see founder-coach)
Empire buildingManagers hire to grow team, not to deliverTie headcount to business outcomes

4. Performance Management

Calibrated Performance Framework
RatingLabelDistribution TargetAction
5Exceptional5-10%Accelerated promotion, significant equity refresh, retention bonus
4Exceeds Expectations20-25%Above-market raise, stretch assignment, mentor role
3Meets Expectations50-60%Market adjustment, development plan, new challenges
2Needs Improvement10-15%PIP with 60-day milestones, weekly manager check-ins
1Underperforming2-5%Exit conversation or immediate role change
Performance Review Cadence
ActivityFrequencyOwnerParticipants
1:1 meetingsWeeklyManagerManager + direct report
Goal check-inMonthlyManagerManager + direct report
Peer feedback collectionQuarterlyPeople teamCross-functional peers
Performance reviewSemi-annualManager + PeopleManager, report, skip-level
Calibration sessionSemi-annualPeople teamAll managers at same level
Promotion committeeSemi-annualPeople + LeadershipCommittee of L4+ leaders
PIP (Performance Improvement Plan) Structure
ElementRequirement
Specific gapsObservable behaviors, not vague criticism
Measurable goals3-5 targets with success criteria
Timeline30-60 days maximum
Support offeredTraining, mentoring, resources
Check-in cadenceWeekly minimum
Clear outcomeWhat happens if goals are met vs. not met
DocumentationWritten, signed, filed

5. Retention Strategy

Retention Risk Assessment Matrix
FactorLow Risk (1)Medium Risk (2)High Risk (3)
Comp competitivenessAbove P50At P50Below P50
Manager relationshipStrong trustAdequateFriction or distrust
Career growthClear path, progressingPath exists, slow progressNo visible path
EngagementHigh eNPS, advocatesNeutralDisengaged, passive
Tenure< 1 year or > 3 years1-2 years18-24 months (cliff danger)
External demandLow market demandModerateHot market, recruiters active

Total score 6-8: Low risk. Monitor quarterly. Total score 9-13: Medium risk. Proactive retention conversation needed. Total score 14-18: High risk. Immediate intervention required.

Retention Intervention Ladder
Risk Level: LOW (6-8)
  --> Standard: competitive comp, regular 1:1s, career conversations

Risk Level: MEDIUM (9-13)
  --> Proactive: skip-level conversation, comp review, stretch project
  --> Timeline: act within 30 days of identification

Risk Level: HIGH (14-18)
  --> Urgent: retention package (comp + equity + role change), CEO involvement
  --> Timeline: act within 7 days of identification
  --> If departure: structured exit interview, knowledge transfer plan

---

People Metrics Dashboard

Tier 1: Board-Level Metrics (Monthly)

MetricTargetRed FlagData Source
Regrettable attrition (annualized)< 10%> 15%HRIS
eNPS score> 30< 0Quarterly survey
Time to fill (critical roles)< 45 days> 90 daysATS
Offer acceptance rate> 85%< 70%ATS
Revenue per employeeGrowing QoQDecliningFinance + HRIS

Tier 2: Leadership Metrics (Weekly)

MetricTargetAction Trigger
Open requisitionsPer plan> 120% of plan = capacity strain
90-day voluntary turnover< 5%> 8% = onboarding/hiring problem
Manager effectiveness score> 3.8/5< 3.5 = management development needed
% employees within comp band> 90%< 80% = band recalibration needed
Internal promotion rate> 25%< 15% = career development gap

Tier 3: Operational Metrics (Daily/Weekly)

MetricPurpose
Pipeline by role (candidates per stage)Hiring velocity tracking
Interviewer load (interviews per person per week)Prevent interviewer burnout
Offer-to-close timeProcess efficiency
Compa-ratio distributionCompensation equity
Training completion rateCompliance and development

---

Red Flags

  • Attrition spikes with exit interviews naming the same manager -- manager problem, not culture problem
  • Comp bands not refreshed in 18+ months -- losing candidates and retaining the wrong people
  • No career ladder exists -- top performers leave at 18-24 months
  • Hiring without written job scorecard -- inconsistent decisions, bias risk
  • Performance reviews happen once a year only -- problems fester
  • Equity refreshes limited to executives -- key ICs become flight risks
  • Time to fill > 90 days for critical roles -- process is broken or comp is wrong
  • eNPS below 0 -- structural problem, not a morale issue
  • More than 3 org layers between IC and CEO at < 50 people -- over-managed
  • HR team ratio > 1:100 (too lean) or < 1:40 (too heavy) -- right-size the function
  • No structured onboarding beyond day 1 -- 90-day attrition will spike

---

Integration with C-Suite

When...CHRO Works With...To...
Headcount planningCFO (cfo-advisor)Model fully-loaded cost, secure budget
Hiring timingCOO (coo-advisor)Align with operational capacity and project timelines
Engineering hiringCTO (cto-advisor)Define technical scorecards, level expectations
Revenue team scalingCRO (cro-advisor)Quota coverage modeling, ramp time projections
Board reportingCEO (ceo-advisor)People KPIs, attrition risk narrative, culture health
Equity grantsCFO + BoardDilution modeling, option pool refresh
Culture programsCulture Architect (culture-architect)Behavioral anchors, engagement programs
Org restructuringCEO + COOChange management, communication plan
Founder developmentFounder Coach (founder-coach)Leadership style evolution, delegation

---

Proactive Triggers

Surface these without being asked when detected:

  • Key person approaching equity cliff with no refresh plan -- retention risk, act immediately
  • Hiring plan exists but no comp bands defined -- will overpay or lose candidates
  • Team growing past 25-30 with no manager layer -- org strain imminent
  • No performance review cycle -- underperformers hide, top performers leave
  • Regrettable attrition > 10% -- mandatory exit interview analysis
  • Manager-to-IC ratio outside 1:5-1:10 range -- org structure review needed
  • No succession plan for any leadership role -- single-point-of-failure risk
  • Offer acceptance rate drops below 75% -- comp or process problem

---

Output Artifacts

RequestDeliverable
"Build a hiring plan"Headcount plan: roles, timing, cost, ramp model, business case per role
"Set up comp bands"Compensation framework: levels, bands, equity, benchmarks, refresh policy
"Design our org"Org chart proposal: spans, layers, transition plan, timeline
"We're losing people"Retention analysis: risk scores, root causes, intervention plan per person
"People board section"Board slide: headcount, attrition, hiring velocity, engagement, top risks
"Performance review setup"Performance framework: ratings, calibration, review cadence, templates
"Remote work policy"Policy document: expectations, tools, communication norms, exceptions

---

Tool Reference

retention_risk_scorer.py

Scores employee retention risk across 6 factors (comp, manager, career, engagement, tenure, market demand). Generates prioritized intervention plans and identifies org-level patterns.

# Run with demo data
python scripts/retention_risk_scorer.py

# From JSON with employee data
python scripts/retention_risk_scorer.py --input employees.json

# JSON output
python scripts/retention_risk_scorer.py --json

headcount_planner.py

Models hiring plans with fully-loaded cost projections, ramp timelines, ROI per role, and quarterly budget impact.

# Run with demo plan
python scripts/headcount_planner.py

# From JSON hiring plan
python scripts/headcount_planner.py --input hiring_plan.json

# JSON output
python scripts/headcount_planner.py --json

comp_band_analyzer.py

Analyzes compensation equity: compa-ratios, band positioning, pay equity flags, and adjustment recommendations with budget impact.

# Run with demo data
python scripts/comp_band_analyzer.py

# From JSON with bands and employees
python scripts/comp_band_analyzer.py --input comp_data.json

# JSON output
python scripts/comp_band_analyzer.py --json

---

Troubleshooting

ProblemLikely CauseFix
Attrition spikes with exit interviews naming the same managerManager problem, not culture problemInvestigate the specific manager; provide coaching or make a change
Comp bands not refreshed in 18+ monthsMarket has moved; losing candidates and retaining wrong peopleBenchmark against Levels.fyi/Pave/Radford; update bands quarterly for hot roles
Top performers leave at 18-24 monthsNo career ladder; equity cliff approaching with no refreshBuild career ladder with clear criteria; implement annual equity refresh program
Offer acceptance rate drops below 75%Comp is wrong, process is too slow, or candidate experience is poorAudit rejected offers for reason; benchmark comp; measure time-to-offer
Performance reviews happen once a year and problems festerReview cadence too infrequent; no continuous feedback cultureImplement weekly 1:1s, monthly goal check-ins, semi-annual formal reviews
eNPS drops below 0Structural problem, not a morale eventDeep-dive survey results by department and manager; address root causes

---

Success Criteria

  • Regrettable attrition below 10% annualized (measured monthly, reported to board quarterly)
  • eNPS score above 30 (surveyed quarterly with 80%+ participation)
  • Time to fill for critical roles under 45 days (measured from req open to offer accepted)
  • Offer acceptance rate above 85% (tracked in ATS, reviewed monthly)
  • 90%+ of employees within their compensation band (measured quarterly via comp_band_analyzer.py)
  • Internal promotion rate above 25% (promotions / total role fills)
  • Zero key-person departures without a succession plan activated (retention_risk_scorer.py identifies risk)

---

Scope & Limitations

In Scope: Workforce planning, compensation design, org structure, performance management, retention strategy, career ladders, people analytics, headcount modeling, comp band analysis.

Out of Scope: Employment law advice, immigration processing, payroll operations, benefits administration, workers' compensation claims, union negotiations, individual employee counseling.

Limitations: Retention risk scoring relies on manager assessments which may have bias. Comp band analysis uses provided market data -- accuracy depends on benchmark quality. Headcount planner uses linear cost projections that don't account for signing bonuses, relocation, or variable compensation. Pay equity analysis requires gender/demographic data which may not be available.

---

Integration Points

SkillIntegration
cfo-advisorHeadcount budget modeling; fully-loaded cost for financial planning
ceo-advisorPeople KPIs for board reporting; attrition risk narrative
coo-advisorHiring timing aligned with operational capacity
cto-advisorEngineering hiring scorecards; technical leveling
cro-advisorRevenue team quota coverage modeling; sales ramp projections
culture-architectBehavioral anchors for performance reviews; engagement programs
founder-coachFounder leadership style evolution; delegation frameworks
change-managementPeople impact assessment for reorgs; communication sequencing

Related skills

How it compares

Pick chro-advisor when you need structured people-ops frameworks and Python-modeled headcount or comp analysis rather than generic HR policy templates.

FAQ

What Python tools does chro-advisor include?

chro-advisor ships three stdlib Python scripts: retention_risk_scorer.py scores six-factor attrition risk, headcount_planner.py models fully-loaded hiring costs and ramp timelines, and comp_band_analyzer.py audits compa-ratios and pay equity flags. Each accepts JSON input and sup

When should a developer invoke chro-advisor?

chro-advisor activates when building hiring plans, designing compensation frameworks, restructuring teams, managing performance reviews, or addressing retention spikes. Trigger keywords include headcount planning, salary bands, org design, eNPS, and regrettable attrition.

What deliverables does chro-advisor produce?

chro-advisor outputs headcount plans with per-role business cases, compensation band frameworks with equity guidelines, org chart proposals with span targets, retention analyses with intervention ladders, and board-ready people KPI slides with measurable success criteria.

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