HR consulting · Outsourcing · Payroll
HR that holds up when somebody tests it.
Handbooks, payroll, leaves, classifications, training, terminations. The work nobody notices until it fails, and nobody forgets afterwards. sfHR Consulting runs that function for California employers who do not have a department of their own, or have one person carrying more than one person can carry.
The position most employers are in
Nothing is wrong until everything is.
An organization can run for years on goodwill, a handbook downloaded from somewhere, and a payroll provider nobody has audited. It works, because most weeks nothing happens.
Then one week something does. A complaint that has to be handled properly, and quickly. A leave request that triggers three overlapping statutes. A misclassification found in a wage claim, four years deep. A termination that has to survive being read back in a deposition. At that point the question is not what your policy says. It is whether anyone can produce the record that shows what you actually did, and why.
That record is built in the ordinary weeks, not the bad one. Building it is the work.
Services
Five things, done properly.
01 · Outsourcing
HR outsourcing
Your HR department, operated from outside it. Onboarding, records, handbook, leaves, benefits administration, terminations, and a named person your managers can call.
02 · Payroll
Payroll outsourcing
The payroll run, administered end to end on your platform: timekeeping, overtime and premiums, deductions, garnishments, final pay, and pay statements that say what California requires them to say.
03 · Compliance
California compliance
Handbook and policy set, wage-and-hour practice, exempt classification, meal and rest discipline, leave administration, required notices and training, and the documents that evidence all of it.
04 · Training
Training and development
Training for supervisors and staff, including the subjects California requires; management skills development run as a program rather than a workshop; and confidential executive coaching.
05 · Talent
Talent and organization
Hiring that stands up to scrutiny, job architecture, pay structure and pay-scale practice, manager training, and organizational design for companies changing shape faster than their structure.
Not sure which
Start with the problem, not the service.
Most people arrive with a situation rather than a category. Describe it and you will be told plainly which of these it is, whether it is urgent, and whether you need this practice at all.
Engagement models
Three ways this is bought.
The right shape depends on whether you need the function run, a specific thing fixed, or someone senior in the seat while you decide what the seat should be.
Ongoing: run the function
A monthly retainer covering the whole HR and payroll cycle, with defined response times and a fixed scope. Suited to employers with no HR department, or one administrator who needs somewhere to escalate.
Project: fix one thing
A scoped piece of work with a defined deliverable and a fixed fee: a handbook rebuilt, a classification audit, a training program, a reduction in force, a compensation structure.
Interim: hold the seat
Fractional or interim HR leadership during a gap, a turnaround, or a period of growth, including building the department that will eventually replace the arrangement.
How engagements start, what they cost, and who does the work →
Companies of 25 to 500
Past the point where the founder or the office manager can absorb HR, short of the point where a full department is justified.
Nonprofits
Board-governed, grant-funded, high exposure and low budget, often with supervisors who were promoted for their program work and never trained to manage.
Growth-stage companies
Hiring faster than the structure can absorb, with practices set informally in the first twenty hires that will not survive the next hundred.
Multi-entity and multi-site operators
Several legal entities, several locations, and policies that have quietly diverged between them until nobody can say which one applies.