Foundation Three: Who Will Help You

Once your team grows beyond what you can directly observe, you need a system for how people work in your business. This goes beyond an employee handbook that no one opens after day one. The real question is simple. How do people join, grow, and leave your company in a way that supports stability and fairness.

Most owners hire when they feel pressure. Someone quits, a new contract starts tomorrow, and you need help. You post a job online, interview three candidates in two days, and hire the one who can start Monday. Six months later you are hiring again. You spent thousands of dollars and lost time, and you still do not have a reliable team member in the role.

A Common Example

An electrical contracting company lost a great apprentice because there was no clear path to advancement. The owner thought the apprentice needed five years and proof they could manage a job. The apprentice expected three years and certifications. Without a written progression plan, both sides guessed. The apprentice left for a competitor who posted role expectations on their website. The owner lost time, training expense, and continuity on projects.

This is not a leadership failure. It is a systems problem. The owner never defined the role, the progression, or the criteria for performance. Every staffing decision became a negotiation based on urgency and personality instead of clear standards.

Build Three Systems

A better approach is to build three systems: how people join, how they grow, and how they leave. Once these systems are in place, you can build a handbook that supports them.

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How People Join: Hiring Process

Write a simple three step hiring process with clear ownership for each stage.

Step one: Resume screen, owned by a designated person such as an office manager or department lead. Use one universal filter that fits your business.
  • Trades might value consistent attendance in previous roles
  • Professional services might require a writing sample
  • HR consulting firms often use evidence of self management or continued learning

Choose one baseline filter and apply it consistently.

Step two: First interview, owned by the hiring manager. Use two standard questions across all roles.
  • “Tell me about a time you had to figure something out on your own. What did you do.”
  • “What is something you learned in the last year that changed how you work.”

These reveal initiative and judgment.

Step three: Working session or job shadow for finalists, with the final decision owned by you or your leadership team. Most hiring problems come from inventing a new process each time. Pick a structure and follow it.

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How People Grow: Progression and Performance

Map the path from entry level to senior for each role. Identify required skills, typical timelines, and clear criteria. Make sure criteria can be verified.

  • “Run one client project from start to finish with documented handoffs” is more useful than “shows leadership.”

Not every role has a straight ladder. Some roles split into different tracks such as sales, operations, or technical work. Document those tracks so employees see alternatives besides management or leaving.

Write a one page description for each role. List what the person owns, which decisions they make independently, and what success looks like in the first 90 days. Update these descriptions quarterly or link them to performance review cycles. Performance reviews should connect directly to progression criteria so employees know what to improve instead of relying on general impressions.

Clear role progression reduces turnover by giving people a reason to stay and a path forward. Include this information in your handbook so everyone sees the same expectations.

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How People Leave: Exits and Offboarding

Decide what behaviors result in immediate termination such as theft, safety violations, or harassment. Then define what issues merit warnings such as missed deadlines or poor communication. Document performance feedback quarterly so exits are fair and defensible.

Create a basic offboarding checklist.

  • Collect company property
  • Revoke digital access
  • Document final tasks

Companies that handle exits well protect their reputation and sometimes rehire good employees later.

An employee handbook matters because it puts these systems in writing. It protects you legally and keeps information consistent across the organization. It answers common HR questions about benefits, PTO, expectations, and problem resolution even when you are unavailable. Avoid generic templates. Build a handbook from real processes specific to your company. A local HR professional or employment attorney in Wichita, Kansas, can help ensure compliance and clarity.

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Common Mistake

Owners often think this is about control. It is about clarity. Right now people are guessing what you want, interpreting your reactions, and questioning whether they have a future on your team. Guessing leads to turnover, missed opportunities, and wasted talent.

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What To Do Next

  • Choose three key roles and write one page descriptions this week. Include responsibilities, decision rights, and success metrics
  • Map the career path for each role with criteria and verification steps
  • If you are hiring soon, document your three step process before you post the job
  • Build a simple offboarding checklist now, not when someone resigns

Once these systems exist, work with an HR professional or employment lawyer to create a handbook that reflects them.

This usually takes about one month of focused effort. You will know it is working when interviews take less time, role expectations stay consistent, and people stop asking what their job actually includes. This is a practical way to support growth and stability in your business.