{"id":568,"date":"2026-04-17T13:09:34","date_gmt":"2026-04-17T13:09:34","guid":{"rendered":"https:\/\/faulknerhrsolutions.info\/insights\/?p=568"},"modified":"2026-04-17T13:09:35","modified_gmt":"2026-04-17T13:09:35","slug":"hr-process-improvement","status":"publish","type":"post","link":"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/","title":{"rendered":"HR Process Improvement: Examples, Ideas, and Practical Steps for Better HR Systems"},"content":{"rendered":"\n<h1 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"HR_Process_Improvement_Practical_Examples_Ideas_and_a_Better_Way_to_Fix_HR_Systems\"><\/span>HR Process Improvement: Practical Examples, Ideas, and a Better Way to Fix HR Systems<span class=\"ez-toc-section-end\"><\/span><\/h1>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-11-1024x683.png\" alt=\"featured image of hr process improvement image\" class=\"wp-image-575\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-11-1024x683.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-11-300x200.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-11-768x512.png 768w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-11.png 1536w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_2 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#HR_Process_Improvement_Practical_Examples_Ideas_and_a_Better_Way_to_Fix_HR_Systems\" >HR Process Improvement: Practical Examples, Ideas, and a Better Way to Fix HR Systems<\/a><ul class='ez-toc-list-level-2' ><li class='ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#What_is_HR_process_improvement\" >What is HR process improvement?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Why_HR_process_improvement_matters\" >Why HR process improvement matters<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Inconsistent_processes_create_legal_and_operational_risk\" >Inconsistent processes create legal and operational risk<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Slow_HR_workflows_frustrate_employees_and_managers\" >Slow HR workflows frustrate employees and managers<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Poor_handoffs_increase_rework_and_confusion\" >Poor handoffs increase rework and confusion<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Weak_documentation_makes_corrective_action_harder_to_defend\" >Weak documentation makes corrective action harder to defend<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Process_gaps_quietly_raise_turnover_and_cost\" >Process gaps quietly raise turnover and cost<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Signs_your_organization_needs_HR_process_improvement\" >Signs your organization needs HR process improvement<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#HR_process_improvement_examples\" >HR process improvement examples<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Hiring_workflow\" >Hiring workflow<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Onboarding\" >Onboarding<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Employee_relations_documentation\" >Employee relations documentation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Leave_administration\" >Leave administration<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Performance_management\" >Performance management<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Training\" >Training<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#12_HR_process_improvement_ideas_organizations_can_apply_now\" >12 HR process improvement ideas organizations can apply now<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#A_simple_framework_for_improving_HR_processes\" >A simple framework for improving HR processes<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#1_Identify_the_breakdown\" >1. Identify the breakdown<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#2_Map_the_real_workflow\" >2. Map the real workflow<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#3_Remove_friction_and_clarify_ownership\" >3. Remove friction and clarify ownership<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-22\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#4_Measure_whether_the_fix_holds\" >4. Measure whether the fix holds<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-23\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#How_to_measure_HR_process_improvement\" >How to measure HR process improvement<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-24\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Common_HR_process_improvement_mistakes\" >Common HR process improvement mistakes<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-25\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#When_outside_help_makes_sense\" >When outside help makes sense<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-26\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Frequently_asked_questions_about_HR_process_improvement\" >Frequently asked questions about HR process improvement<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-27\" href=\"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#Fix_the_system_not_just_the_symptom\" >Fix the system, not just the symptom<\/a><\/li><\/ul><\/li><\/ul><\/nav><\/div>\n\n<\/div>\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Written by Dr. Thomas W. Faulkner, DBA, SPHR, LSSBB \u2014 Principal Consultant, Faulkner HR Solutions. Dr. Faulkner brings over 15 years of strategic human resources experience across municipal government, healthcare, nonprofits, and growing private-sector businesses. He holds a Doctorate in Organizational Strategy, dual master&#8217;s degrees in Business Administration and Leadership, a Lean Six Sigma Black Belt, and the Senior Professional in Human Resources (SPHR) credential. He is a U.S. Army veteran.<\/p>\n<\/blockquote>\n\n\n\n<p>Most <a href=\"https:\/\/faulknerhrsolutions.info\/services\/\">HR problems<\/a> begin as a process problems. When onboarding is inconsistent, approvals stall, documentation breaks down, or supervisors handle issues differently from one department to the next, HR absorbs the cost. HR process improvement is the work of fixing those breakdowns so the system performs more consistently under real operating conditions. It is not about writing another policy that no one will read. It is about engineering a system that actually functions when the pressure is on.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"What_is_HR_process_improvement\"><\/span>What is HR process improvement?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>HR process improvement is the structured effort to make HR workflows faster, clearer, more consistent, and less risky. It focuses on fixing how work moves through hiring, onboarding, documentation, approvals, employee relations, training, compliance, and performance management so organizations get better outcomes with less friction.<\/p>\n\n\n\n<p>In plain terms: it means removing the roadblocks that make HR tasks harder than they need to be. Growing businesses, nonprofits, and municipalities need it because ad-hoc habits do not scale. <em>The business impact is direct: fewer stalled processes, less legal exposure, and employees who spend their time doing their jobs instead of fighting internal systems.<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Why_HR_process_improvement_matters\"><\/span>Why HR process improvement matters<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>You do not fix a process just to say you fixed it. You fix it because broken systems bleed time, money, and talent. When HR workflows operate on institutional memory rather than structured design, the organization suffers in ways that rarely show up on a single line item \u2014 until they do.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-9-1024x683.png\" alt=\"why hr process improvement matters\" class=\"wp-image-571\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-9-1024x683.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-9-300x200.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-9-768x512.png 768w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-9.png 1536w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Inconsistent_processes_create_legal_and_operational_risk\"><\/span>Inconsistent processes create legal and operational risk<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>When supervisors handle the same issue in three different ways you are navigating business through the lens of liability. Inconsistency breeds claims of unfair treatment, selective enforcement, and discrimination. Process improvement builds the guardrails that force consistency, protecting the organization from unforced errors that no employment attorney should ever have to explain to a jury.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Slow_HR_workflows_frustrate_employees_and_managers\"><\/span>Slow HR workflows frustrate employees and managers<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Nobody wants to wait three weeks for a requisition approval or hunt down a missing form just to get a new hire paid on time. Slow processes signal to your team that their time is not valued. Streamlining those workflows restores momentum and, more importantly, restores trust in HR as a functional partner rather than a bureaucratic obstacle.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Poor_handoffs_increase_rework_and_confusion\"><\/span>Poor handoffs increase rework and confusion<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>When work moves from recruiting to onboarding, or from a manager to employee relations, details get lost and somebody, <em>probably you<\/em>, spend hours reconstructing what happened. A well-designed process clarifies exactly who owns what at every stage, eliminating the need to do the same work twice and the blame-shifting that follows when something falls through the cracks.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Weak_documentation_makes_corrective_action_harder_to_defend\"><\/span>Weak documentation makes corrective action harder to defend<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>If it is not written down, it did not happen. I can&#8217;t remember how many times I&#8217;ve been to a conference and heard these takeaway words. How does that saying go, if I had a nickel for every time&#8230;anyways. Managers routinely fail to document performance issues because the process is too cumbersome or because no one ever told them exactly what to write. Simplifying documentation workflows ensures you have the records you need when you need them \u2014 not a vague memory of a conversation that happened six months ago.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Process_gaps_quietly_raise_turnover_and_cost\"><\/span>Process gaps quietly raise turnover and cost<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Employees do not usually quit over a single bad form. They quit over the cumulative friction of a disorganized workplace. When onboarding is chaotic, expectations are unclear, and HR responses are slow, early turnover spikes. Fixing the process stops the attrition before it becomes a retention crisis.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Signs_your_organization_needs_HR_process_improvement\"><\/span>Signs your organization needs HR process improvement<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>You can usually spot a broken process long before it becomes a crisis. Look for the friction points that everyone accepts as &#8220;just the way it is.&#8221; That phrase is the sound of a system that has given up on itself.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>Warning Sign<\/strong><\/td><td><strong>What It Usually Means<\/strong><\/td><\/tr><tr><td>Hiring takes too long and nobody owns the bottleneck<\/td><td>No defined approval path or SLA<\/td><\/tr><tr><td>Onboarding quality depends on the department<\/td><td>No standardized workflow<\/td><\/tr><tr><td>Supervisors handle similar issues differently<\/td><td>No decision frameworks or templates<\/td><\/tr><tr><td>HR chases missing forms and approvals<\/td><td>Broken intake process<\/td><\/tr><tr><td>Policy exists on paper but not in practice<\/td><td>No accountability mechanism<\/td><\/tr><tr><td>Employee relations issues escalate without early intervention<\/td><td>No escalation trigger or triage protocol<\/td><\/tr><tr><td>Basic reports require manual cleanup monthly<\/td><td>No clean data entry standards<\/td><\/tr><tr><td>Compliance tasks live in someone&#8217;s memory<\/td><td>No system-based tracking<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>If more than three of those apply to your organization, the problem is not your people. The problem is the system they are working inside.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"HR_process_improvement_examples\"><\/span>HR process improvement examples<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>Process failure rarely demands the attention of a formal audience when it enters an organization. It typically shows up through a requisition nobody moves, a new hire gone by week six, a termination that falls apart in arbitration. Here are six examples of where that failure typically lives and what fixing it looks like.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-8-1024x683.png\" alt=\"hr process improvement examples\" class=\"wp-image-570\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-8-1024x683.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-8-300x200.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-8-768x512.png 768w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-8.png 1536w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Hiring_workflow\"><\/span>Hiring workflow<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Positions stay open for weeks because no one owns the next step. The recruiter waits on the hiring manager. The hiring manager waits on budget approval. The intake form was missing half the information to begin with.<\/p>\n\n\n\n<p>Fix the approval path first. Assign named owners at every stage, set SLAs, and require a complete intake before the requisition opens. When everyone knows what they owe and when they owe it, time-to-fill drops and the calls asking &#8220;what&#8217;s the status?&#8221; stop.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Onboarding\"><\/span>Onboarding<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>One department runs a structured 30-day plan. Another hands the new hire a laptop and wishes them luck. Both are technically &#8220;<a href=\"https:\/\/faulknerhrsolutions.info\/insights\/2025\/10\/10\/hr-onboarding-best-practices\/\">onboarding<\/a>.&#8221;<\/p>\n\n\n\n<p>Build one standard 30-60-90 day workflow and make it non-negotiable across departments. Consistent onboarding produces consistent role readiness. Early turnover drops when new hires know what to expect from day one.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Employee_relations_documentation\"><\/span>Employee relations documentation<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>One manager writes a detailed memo. Another has a verbal conversation with no record. When the organization later tries to defend a termination, it can only produce one of those.<\/p>\n\n\n\n<p>Standardized templates, clear decision guides, and mandatory review checkpoints before formal action close that gap. Consistent <a href=\"https:\/\/faulknerhrsolutions.info\/insights\/2025\/10\/02\/employee-documentation-best-practices-legal-defense\/\">employee documentation<\/a> is the difference between a defensible decision and a liability.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Leave_administration\"><\/span>Leave administration<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>FMLA tracking on a supervisor&#8217;s spreadsheet works until it doesn&#8217;t. Deadlines get missed. Employees can&#8217;t get a straight answer. Compliance gaps accumulate quietly until something escalates.<\/p>\n\n\n\n<p>Centralize intake under a single HR owner and build a tracking calendar with deadline alerts. The paper trail that results is worth more than the effort it takes to create.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Performance_management\"><\/span>Performance management<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Annual reviews arrive late, say little, and have no connection to how the employee actually performed. Managers treat them as a formality because the process was designed like one.<\/p>\n\n\n\n<p>Simplify the forms, tie ratings to specific competencies, and replace the annual panic with quarterly check-ins. The goal is usable performance data \u2014 records that hold up when a decision becomes necessary.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Training\"><\/span>Training<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Employees complete the required modules and still can&#8217;t perform the core functions of their role. The training was designed to check a compliance box, not close an actual skill gap.<\/p>\n\n\n\n<p>Map role expectations to real workflows before building any curriculum. Separate mandatory compliance training from <a href=\"https:\/\/faulknerhrsolutions.info\/services\/leadership-development-consulting\">competency development<\/a>. Passing the quiz is not the same as doing the job.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"12_HR_process_improvement_ideas_organizations_can_apply_now\"><\/span>12 HR process improvement ideas organizations can apply now<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p><em>Here are twelve HR process improvement ideas you can put to work now. None of them require a six-month transformation project.<\/em><\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"1024\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-7.png\" alt=\"twelve hr process improvement ideas you can put to work now. \" class=\"wp-image-569\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-7.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-7-300x300.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-7-150x150.png 150w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-7-768x768.png 768w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<ol class=\"wp-block-list\">\n<li>Map one high-friction workflow end to end. Pick the process that causes the most complaints and document exactly how it works today \u2014 not how it is supposed to work. The gap between those two versions is where the problem lives.<br><\/li>\n\n\n\n<li>Remove duplicate approvals. If two directors are signing off on the same form for the same reason, eliminate one signature. Redundancy is not safety. It is delay with extra paperwork.<br><\/li>\n\n\n\n<li>Define one owner for each process stage. When everyone is responsible, no one is responsible. Assign clear, named ownership for each critical step in every major HR workflow.<br><\/li>\n\n\n\n<li>Set turnaround expectations for key HR workflows. Establish baseline SLAs for tasks like offer letters, employment verifications, and leave responses. Post them. Hold people to them.<br><\/li>\n\n\n\n<li>Standardize forms and intake questions. Stop accepting incomplete requests. If a manager submits a requisition without a budget code, send it back. Do not do their administrative work for them.<br><\/li>\n\n\n\n<li>Create escalation triggers for stuck requests. Define exactly what happens when an approval sits in an inbox for more than 48 hours. Ambiguity is the reason things stall.<br><\/li>\n\n\n\n<li>Document manager decision frameworks. Give supervisors a clear guide for handling common issues \u2014 tardiness, dress code violations, performance concerns \u2014 so they do not improvise policy on a Tuesday afternoon.<br><\/li>\n\n\n\n<li>Separate compliance steps from convenience habits. Identify which steps in your process are legally required and which exist simply because &#8220;we have always done it this way.&#8221; Cut the latter.<br><\/li>\n\n\n\n<li>Conduct <a href=\"https:\/\/faulknerhrsolutions.info\/services\/hr-audit-consulting\">HR audits<\/a> where work breaks down between departments. Look closely at the handoffs between HR, IT, and Payroll. That is almost always where information gets lost and blame gets assigned.<br><\/li>\n\n\n\n<li>Build templates for recurring HR actions. Stop writing disciplinary memos and offer letters from scratch. Build a library of standardized, legally reviewed templates that managers can use without calling HR for help. Faulkner HR Solutions has a free, ungated library of <a href=\"https:\/\/faulknerhrsolutions.info\/resources\/\">open source HR resources<\/a> that we update regularly. <br><\/li>\n\n\n\n<li>Track rework, not just completion. Measure how often a form or request has to be sent back for corrections. A high rework rate is a diagnostic signal that the intake process is broken.<br><\/li>\n\n\n\n<li>Review whether policies match actual operational reality. If the handbook mandates a process that is literally impossible to execute on the floor, the handbook is wrong. Rewrite it.<\/li>\n<\/ol>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"A_simple_framework_for_improving_HR_processes\"><\/span>A simple framework for improving HR processes<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>Improving an HR process starts with disciplined system design and not new software or a bigger team.<\/p>\n\n\n\n<p> Use this four-part model to diagnose and fix broken workflows without creating new ones.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-10-1024x683.png\" alt=\"a simple framework for improving hr processes\" class=\"wp-image-572\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-10-1024x683.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-10-300x200.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-10-768x512.png 768w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/image-10.png 1536w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"1_Identify_the_breakdown\"><\/span>1. Identify the breakdown<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Where does the process stall, split, repeat, or become inconsistent? Follow the complaints. Where managers call HR the most, or where employees express the most confusion, the process is usually the weakest.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"2_Map_the_real_workflow\"><\/span>2. Map the real workflow<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Document what actually happens on the ground \u2014 not what the employee handbook claims happens. Sit with the people who execute the process and ask them to show you what they did the last three times. You will find workarounds, skipped steps, and informal systems that have replaced the official ones. You cannot fix a process until you admit how it actually operates.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"3_Remove_friction_and_clarify_ownership\"><\/span>3. Remove friction and clarify ownership<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Cut redundant steps, define clear roles, and create a standard path. Every step in the process should either add value or ensure compliance. If it does neither, cut it. If two people are doing the same check, assign it to one.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"4_Measure_whether_the_fix_holds\"><\/span>4. Measure whether the fix holds<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Track turnaround time, error rates, compliance misses, manager adherence, and employee experience. A process is not fixed until the data proves it is fixed. Without measurement, you are just hoping the new version works better than the old one.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"How_to_measure_HR_process_improvement\"><\/span>How to measure HR process improvement<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>You cannot manage what you do not measure. Track these Key Performance Indicators (KPIs) to verify that your process improvements are actually delivering results \u2014 not just creating the appearance of progress.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><tbody><tr><td><strong>KPI<\/strong><\/td><td><strong>What It Measures<\/strong><\/td><\/tr><tr><td>Time-to-fill<\/td><td><a href=\"https:\/\/faulknerhrsolutions.info\/services\/hiring-process-consulting\">Hiring process<\/a> efficiency<\/td><\/tr><tr><td>Time-to-onboard completion<\/td><td>Onboarding workflow effectiveness<\/td><\/tr><tr><td>Corrective action consistency rate<\/td><td>Supervisor alignment with policy<\/td><\/tr><tr><td>Documentation completion rate<\/td><td>Compliance and record-keeping quality<\/td><\/tr><tr><td>Leave response timeliness<\/td><td>Leave administration accuracy<\/td><\/tr><tr><td>Training completion tied to role readiness<\/td><td>Training relevance and impact<\/td><\/tr><tr><td>Manager compliance with process deadlines<\/td><td>Accountability and workflow adherence<\/td><\/tr><tr><td>Early turnover (first 90 days)<\/td><td><a href=\"https:\/\/faulknerhrsolutions.info\/services\/hiring-process-consulting\">Onboarding and hiring<\/a> quality<\/td><\/tr><tr><td>Rework volume<\/td><td>Intake process quality<\/td><\/tr><tr><td>Employee complaint patterns<\/td><td>Process failure indicators<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>Measure these consistently. When a metric deteriorates, it points directly to the process that needs attention.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Common_HR_process_improvement_mistakes\"><\/span>Common HR process improvement mistakes<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>Even well-intentioned leaders get process improvement wrong. Avoid these common traps that turn a good initiative into a wasted effort.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"791\" src=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/Common-HR-Process-Improvement-Mistakes-1-1024x791.png\" alt=\"common hr process improvement mistakes\" class=\"wp-image-574\" srcset=\"https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/Common-HR-Process-Improvement-Mistakes-1-1024x791.png 1024w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/Common-HR-Process-Improvement-Mistakes-1-300x232.png 300w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/Common-HR-Process-Improvement-Mistakes-1-768x593.png 768w, https:\/\/faulknerhrsolutions.info\/insights\/wp-content\/uploads\/2026\/04\/Common-HR-Process-Improvement-Mistakes-1.png 1056w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<ul class=\"wp-block-list\">\n<li>Automating a broken process. Technology will only make a bad process fail faster and at greater scale. Fix the workflow before you automate it.<\/li>\n\n\n\n<li>Adding policy without clarifying ownership. More rules do not equal better execution. Every new policy needs a named owner who is accountable for its enforcement.<\/li>\n\n\n\n<li>Measuring activity instead of outcomes. Tracking how many people attended training is useless if performance does not improve. Measure what changes, not what happens.<\/li>\n\n\n\n<li>Assuming managers interpret steps the same way. They do not. Without explicit decision frameworks, every manager improvises \u2014 and inconsistency follows.<\/li>\n\n\n\n<li>Trying to fix every process at once. Prioritize the highest-friction, highest-risk workflows. Fix those first. Build momentum before expanding scope.<\/li>\n\n\n\n<li>Treating training as the answer when the actual issue is workflow design. You cannot train away a fundamentally broken system. If the process is the problem, training is a distraction.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"When_outside_help_makes_sense\"><\/span>When outside help makes sense<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>Sometimes internal teams are too close to the problem because they have been living inside the process for so long that the workarounds feel normal. Outside help becomes necessary when:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The same HR problems keep returning, quarter after quarter, despite internal efforts to fix them.<\/li>\n\n\n\n<li>Leadership disagrees on where the problem actually begins.<\/li>\n\n\n\n<li>Workflows cross too many departments to fix informally without political friction.<\/li>\n\n\n\n<li>Documentation, compliance, and supervisor practice are completely out of alignment with each other.<\/li>\n\n\n\n<li>Internal staff lack the bandwidth or the objective distance to redesign systems without protecting their own processes.<\/li>\n<\/ul>\n\n\n\n<p>Faulkner HR Solutions helps organizations diagnose HR friction, redesign workflows, and build systems that hold up under operational pressure. The work is not theoretical. It is built for the reality of the workplace \u2014 where things go sideways, people are unpredictable, and compliance does not wait for a convenient moment.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Frequently_asked_questions_about_HR_process_improvement\"><\/span>Frequently asked questions about HR process improvement<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<div class=\"schema-faq wp-block-yoast-faq-block\"><div class=\"schema-faq-section\" id=\"faq-question-1776354447518\"><strong class=\"schema-faq-question\">What is an example of HR process improvement?<\/strong> <p class=\"schema-faq-answer\">Standardizing the onboarding process so every new hire receives the same 30-60-90 day experience, regardless of their department, is a clear example. The fix eliminates the supervisor-dependent variability that drives early turnover and inconsistent role readiness.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354493129\"><strong class=\"schema-faq-question\">How do you improve HR processes?<\/strong> <p class=\"schema-faq-answer\">Start by mapping the actual workflow \u2014 not the ideal version \u2014 to identify bottlenecks and failure points. Then remove redundant steps, clarify ownership, standardize templates, and establish measurable turnaround expectations. Measure the results and adjust.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354574016\"><strong class=\"schema-faq-question\">What are the most common HR process problems?<\/strong> <p class=\"schema-faq-answer\">Inconsistent documentation, stalled approvals, chaotic handoffs between departments, and managers interpreting policies differently are the most frequent failures. All of them are system problems, not personality problems.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354575336\"><strong class=\"schema-faq-question\">What is the difference between HR process improvement and HR transformation?<\/strong> <p class=\"schema-faq-answer\">Process improvement targets specific workflows \u2014 like hiring or leave administration \u2014 to reduce friction and increase consistency. HR transformation is a broader, strategic overhaul of the entire HR function&#8217;s role, structure, and capabilities within the organization.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354595758\"><strong class=\"schema-faq-question\">How long does HR process improvement take?<\/strong> <p class=\"schema-faq-answer\">Targeted fixes, like standardizing an intake form or creating a disciplinary template, can be implemented in days. Redesigning an entire performance management system may take months. Start with the highest-impact, highest-risk areas and build from there.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354596766\"><strong class=\"schema-faq-question\">What should a small organization improve first?<\/strong> <p class=\"schema-faq-answer\">Focus on the processes that carry the highest legal risk or cause the most operational delay. Typically, that means hiring, onboarding, and basic documentation. Those three areas drive the most downstream problems when they are broken.<\/p> <\/div> <div class=\"schema-faq-section\" id=\"faq-question-1776354618910\"><strong class=\"schema-faq-question\">Can HR process improvement reduce turnover?<\/strong> <p class=\"schema-faq-answer\">Yes. Chaotic onboarding, unclear expectations, and slow responses to employee concerns drive people away. Fixing those processes directly improves the employee experience during the most critical period \u2014 the first 90 days.<\/p> <\/div> <\/div>\n\n\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Fix_the_system_not_just_the_symptom\"><\/span>Fix the system, not just the symptom<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n\n\n<p>If HR issues keep resurfacing in hiring, onboarding, documentation, performance management, or employee relations, the underlying problem is almost certainly process design rather than employee effort. You do not have a culture problem. You have a system problem. Culture follows structure \u2014 and a broken structure produces predictable dysfunction.<\/p>\n\n\n\n<p>Faulkner HR Solutions works with <a href=\"https:\/\/faulknerhrsolutions.info\/industries\/public-sector-hr-consulting-texas\/\">municipalities<\/a>, <a href=\"https:\/\/faulknerhrsolutions.info\/industries\/non-profit-hr-consulting-texas\/\">nonprofits<\/a>, and <a href=\"https:\/\/faulknerhrsolutions.info\/industries\/small-business-hr-consulting-texas\/\">growing businesses<\/a> that need HR systems to function clearly, consistently, and under pressure. Not systems designed for the best-case scenario. Systems built for the reality of the workplace.<\/p>\n\n\n\n<p><a href=\"https:\/\/faulknerhrsolutions.info\/contact\/\" rel=\"noreferrer noopener\" target=\"_blank\">Schedule a No-Obligation Strategy Call<\/a> \u2014 We will assess where your HR function stands and outline a clear path forward.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>HR Process Improvement: Practical Examples, Ideas, and a Better Way to Fix HR Systems Written by Dr. Thomas W. Faulkner, DBA, SPHR, LSSBB \u2014 Principal Consultant, Faulkner HR Solutions. Dr. Faulkner brings over 15 years of strategic human resources experience across municipal government, healthcare, nonprofits, and growing private-sector businesses. He holds a Doctorate in Organizational&#8230;<\/p>\n","protected":false},"author":1,"featured_media":575,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-568","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>HR Process Improvement: Examples and Practical Steps for Better HR Systems<\/title>\n<meta name=\"description\" content=\"Learn what HR process improvement looks like in practice, review 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Start with the highest-impact, highest-risk areas and build from there.","inLanguage":"en-US"},"inLanguage":"en-US"},{"@type":"Question","@id":"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#faq-question-1776354596766","position":6,"url":"https:\/\/faulknerhrsolutions.info\/insights\/2026\/04\/17\/hr-process-improvement\/#faq-question-1776354596766","name":"What should a small organization improve first?","answerCount":1,"acceptedAnswer":{"@type":"Answer","text":"Focus on the processes that carry the highest legal risk or cause the most operational delay. Typically, that means hiring, onboarding, and basic documentation. 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Fixing those processes directly improves the employee experience during the most critical period \u2014 the first 90 days.","inLanguage":"en-US"},"inLanguage":"en-US"}]}},"_links":{"self":[{"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/posts\/568","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/comments?post=568"}],"version-history":[{"count":2,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/posts\/568\/revisions"}],"predecessor-version":[{"id":577,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/posts\/568\/revisions\/577"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/media\/575"}],"wp:attachment":[{"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/media?parent=568"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/categories?post=568"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/faulknerhrsolutions.info\/insights\/wp-json\/wp\/v2\/tags?post=568"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}