It is not glamorous. It does not show up in employer branding campaigns or LinkedIn posts.
But it is what determines whether a company can handle reality — when conflicts arise, when employees go on long-term sick leave, when a key person leaves.
Structure is not bureaucracy. It is security.
Why most companies do not have it
Det är inte brist på vilja. Det är brist på tid och brist på prioritering.
During a growth phase, things happen quickly. You hire, you deliver, you build. The HR structure gets shelved and will be dealt with 'when there is time'.
The problem is that the situations requiring that structure rarely wait until you are ready. They happen when they happen.
The five documents
- Employment contracts with clear terms
That sounds obvious. But I regularly encounter companies using standard templates from the internet — without adapting them to their business, their roles or their specific conditions.
A well-written employment contract protects both the company and the employee. It creates clarity from day one. - Onboarding process — written down
Not a checklist of practical things to sort out. A process that defines what the new employee should have learned, experienced and achieved during the first 30, 60 and 90 days.
A written onboarding process means every new employee gets the same start — regardless of who is responsible for the introduction. - Salary review policy
How does salary review work in the company? What criteria are used? How is it communicated?
Without a clear policy, expectation gaps emerge, creating dissatisfaction. With a clear policy, everyone knows what applies — and managers can have salary conversations with confidence. - Procedures for sick leave
What applies to short-term absence? For repeated absence? For longer sick leave?
Employment law places requirements on how sick leave is handled — and mishandling it can be costly. Clear procedures protect the company and support the employee appropriately. - Action plan for harassment or conflict
It is the plan most companies hope they will never need. But if they need it — and it does not exist — the consequences are serious.
An action plan defines who is responsible, how a complaint is handled and what steps are taken. It is not a sign of distrust — it is a sign that you take the workplace seriously.
How to get started
Begin with an inventory. Which of these five do you already have? Are they up to date and actually known by those who need them?
And if they are missing — prioritize getting them in place now, not when the need arises.
If you have thoughts, questions, or simply want to talk something through — feel free to get in touch. I am happy to have an initial conversation with no agenda.
Magdalena Hagström Ståhl
By M Consulting AB
Right person. Right place. Everything changes.