The Human Capital & Conflict Governance Framework

A U.S.-based company with 200 employees was dealing with internal friction that was starting to affect retention and performance. Workplace conflicts were going unresolved, the recruitment process was inconsistent and slow, and there was no structured approach to keeping employees engaged or invested in the company's direction.

Leadership knew something was off, but didn't have the frameworks to diagnose or fix it. People problems were being treated as one-offs instead of systemic issues.

I came in as Fractional Chief of Staff to rebuild the human capital and conflict governance layer across the organization.

Workplace Mediation Stepped in to mediate active conflicts between team members and across departments. Established formal mediation processes documented in Notion so disputes had a clear path to resolution instead of festering or escalating to leadership every time. Set up dedicated Slack channels with escalation workflows so issues could surface early and route to the right people.

Recruitment Process Redesign Audited the existing hiring workflow and redesigned it end to end. Built a structured recruitment pipeline in Asana with consistent screening criteria, interview frameworks, and candidate evaluation templates in Google Workspace so the company could hire faster and with better outcomes.

Employee Engagement Programs Created and implemented employee engagement programs designed to improve retention, morale, and alignment with company goals. Used SurveyMonkey to run pulse surveys and engagement assessments, then built the reporting and action-planning layer in Notion. Moved engagement from "we should do something" to a repeatable system with measurable touchpoints.

Established formal mediation and conflict resolution processes across the organization

Redesigned the full recruitment pipeline with standardized screening, interviews, and evaluation

Built and launched employee engagement programs that gave leadership visibility into team health

Created a human capital governance framework the company could maintain and scale independently

At 200 employees, people problems compound fast. Unresolved conflicts drain energy, bad hires cost months, and disengaged teams quietly underperform. This engagement gave the company the governance layer to handle all three systematically instead of reactively.