Build a hiring manager playbook, from interview to 90-day onboarding. To include: Interview Role Alignment Checklist (Key competencies, Key strengths, Key behaviors) First 1:1 Talking Points (Goals, ways of working, communication preferences, support needs) Day 1 Readiness Checklist (below), 30-60-90 Plan (Already created, but includes instructions on making the most of this process)

Create “Day 1 readiness” checklist and assets for hiring managers: Includes welcome Email Template – Pre-written, customizable welcome message to send to the new hire, Day 1 Schedule – A detailed agenda, New Hire Profile Summary – Quick facts: name, brief bio, start date, Team Announcement Template – For introducing the new hire to the company, Feedback & Check-in Cadence – Suggested timelines for 30-60-90-day check-ins.

Identify and test two new recruiting partners for FY26.

Explore using AI to make a first pass at sifting through candidate resumes and matching to open roles. Evaluate new ATS with AI capabilities such as HireVue, Phenom, SmartRecruiters, iCIMS Talent Cloud. Also consult Kristian.

Explore creating a Culture Mapping Quiz: Explore creating a lightweight quiz during application that gives candidates insight into company values and how they align. Identify and evaluate 2 possible companies to create/conduct this quiz. 

Work with Hiring Managers during the Hiring Brief meeting to create a day in the life preview statement for each open position to give candidates an idea of what the role really looks like. 

Manage job postings and recruiting process, presenting at least 3 qualified candidates that interview for each open position, with quarterly updates. Add an internal survey for hiring managers on how HR managed the recruiting process for them. What can we do better for next time? Complete survey by June 2026 for all new jobs posted in 26. Managing the process is worth 70%, the survey is worth 30%.

For every new hire, schedule the standard onboarding agenda which includes Culture/Values, Culture Committee, Safety Training, Financial/Company Structure, new hire meet and greet, etc., and manage the complete process. Interview new hires at their 2 month and 4 month mark to assess engagement and onboarding experience. Quarterly updates September, December, March, and June

Create a more consistent cadence of monthly posts to promote our culture to attract and recruit talent by featuring AFM People & Culture in Recruiting platforms. Should include 1 culture post September through June.

Launch a Manager Essentials program with bite-sized training tips. To include tips/information guidelines on coaching, constructive feedback, performance conversations, etc.

Explore real-time performance feedback through ongoing assessment and coaching. Look into options for continuous performance feedback companies such as Lattice, Culture Amp, Leapsome, 15five, Impraise, or Reflektive to foster a culture of ongoing feedback. This could be in conjunction with or completely replace a large, once a year 360 survey. Explore what we can do differently and either present a formal proposal to Alvaro or a detailed explanation for why I have made a determination that this is not a good fit after all. 

Update the baseball cards with annual data/score updates by June 2026 (50%). Revamp the baseball card to clearly tie to development plans. Create a better flow for the baseball card. Implement for new Baseball Cards in May- June 2026.(50%)

Launch and manage company's Performance Calendar for FY26. Present proposal to CEO and communicate regularly with employees to ensure that all milestones are achieved in time before our AMBO Reviews to launch FY27. Ensure AMBO Reviews take place in Dec, March, June, Sept

Re-assess company competency questions to ensure we are asking questions that are clear, specific, aligned with employee levels and values, creating multiple tiers as needed. Roll out any updates by May 2026. Weighs 90% Ensure 1:1 sessions with Decisionwise representative and key team members by Q1 FY26.  Sessions will have an individual focus to be completed by September 2025. Weighs 10%

Continue managing this development of the Robin Pou program through December. Ensure high participation from all members and end the program with a satisfaction survey to gauge program success and present an assessment on Coaching to explore if the company continues this practice after the training program. 

Oversee AFM Life training process: Update the library and share with the company at the start of the new fiscal. Create and distribute Life Letters in August 2025. Update training budget and present to Alvaro on a monthly basis. Collect feedback on training sessions to update the library again at the start of next fiscal. Assess all plans per individual ensuring they match needs of each employee. Library complete by July 2026 for FY27: 10% , Training budget monthly: 40%, Assessing plans by August 2026 for FY27: 30%, Life letters complete by August 2026 for FY26: 20%

Work with 270b to create a proposal for the new and improved AMBO system to launch in FY27. 

Each employee will receive a culture experience kit with fun items that represent each value. This will be a 5 month rollout, February through June FY26. Employees will receive one values related item for their kit per month, representing a different value each month. There will also be a tasting experience each month to accompany each value. Employees will also receive personal culture map instructions each month to engage with each value.

Create a Personal Culture Map How-to Guide: Step by step guide in creating your own personal Culture map tied to our Company Culture Map. Demonstrates 1. company values, 2. your unique interpretation, 3. your behavior/alignment and 4. your gap/opportunity. The deliverable is a physical guide worksheet where employees can engage with each value monthly.

Shoot Broll & Photography: Build on the manifesto Video by capturing Broll and photography around the office. Emphasis on smaller groups of 1 to 3 people max.

Explore hiring a robust and engaging appreciation company to replace or complement our underutilized Avo Stars system. Explore corporate appreciation companies like Kudos, Bonusly, Guusto, Motivosity, Achievers, Kazoo, Fond, and Terryberry etc. that are specifically geared for engaging employee appreciation programs with real-time appreciation that can be customized to our culture. Identify and evaluate 2 possible engagement appreciation companies and how they might add value to our current recognition programs. 

Continue efforts towards becoming certified as a Best Place to Work. Kickoff survey August 2025. Include reporting on results and roll out certification status internally/externally by September.

Lead the Culture Committee in ongoing initiatives throughout the year with monthly status meetings and quarterly update meetings with Alvaro. Minimum one initiative per month. Emphasis on DEI efforts and integration into CC pillars.

Continue partnership with DecisionWise by managing logistics and timeline to ensure completion of annual engagement survey. Kick off survey by beginning of April 2026 and share results with Alvaro, executive team, and company by May. Create an action plan from results for FY26 by June. Engagement survey weighs 60% and the action plans weighs 40%.

Conduct company wide compensation review. Previously conducted a comp review through Mercer in 2021. A study of this depth should be conducted every 4-5 years. Conduct review of company wide compensation with a presentation of results with recommendations for any compensation adjustments to Alvaro. 

Host annual open enrollment event featuring vendor guest speakers who will review our latest benefits offerings.

Create New Office Support Teams Channel. Create an office support Teams channel or email for office supply restocking requests and maintenance issues. 

Update and present safety procedures to all Employees. This will be updated and conducted once a year. Includes: CPR, active shooter, safety procedures

Assess and revamp all job descriptions: Review all job descriptions for a fresh look, consistency in messaging, and accuracy for current roles. 

Audit handbook and all policies for any needed/required updates by September Board meeting.

Create a virtual exit form to collect data by January 2026. Use the virtual exit form to collect exit data as well as track exit trends. Updates twice a year December and June. Analyze exit trends to implement actionable Improvements. Complete by June 2026.

Create and submit Alvaro’s expense reports on a bi-monthly basis by reviewing all his credit card bank statements and collecting all business-related receipts. Keep an up-to-date binder of all expense reports.

Handle all travel arrangements on a necessary basis for Alvaro.

Manage and distribute all AAC tickets for employees and operators. Keep track of all upcoming events and budget spent.

Coordinate all board meetings with travel arragenments, transportation, hotel, translators and restaurants.