HR Readiness Assessment | Trimaren Human Capital Partners

Growing life sciences organizations move fast, and HR infrastructure often lags behind hiring velocity, regulatory demands, and investor scrutiny. This self-assessment gives founders, operators, and people leaders a structured way to evaluate where your HR foundation is solid and where gaps could create risk or friction as you scale. Work through each category honestly. There are no scores to game, the value is in the clarity.

How to Use This Assessment

Rate each item using a simple three-point scale:

✓ In place, documented, operational, and consistently applied
~ Partial, exists informally, inconsistently, or is in progress
✗ Not in place, absent or unaddressed

Anything marked ~ or ✗ is a candidate for your HR priorities roadmap. Focus first on items that carry compliance, legal, or talent risk.

Category 1: Legal & Compliance Foundation

Regulatory exposure in life sciences is real, cGMP environments, export controls, and FDA oversight raise the stakes on employment compliance.

[ ] We have a current Employee Handbook that reflects applicable federal and state law
[ ] Our Handbook has been reviewed for compliance within the last 18–24 months (Trimaren can audit and refresh this)
[ ] We maintain required federal and state employment postings (physical and/or electronic)
[ ] We have a documented process for responding to government audits or agency inquiries

> Note: Employment law requirements vary significantly by state, and multi-state or remote workforces multiply the complexity fast. This is exactly the kind of jurisdiction-specific groundwork Trimaren helps life sciences companies get right, coordinating specialized legal review where a formal legal opinion is required. Reach out to map your obligations.

Category 2: Hiring & Recruitment Infrastructure

[ ] We have a defined, documented hiring process from requisition to offer
[ ] Job descriptions are written, current, and include FLSA classification rationale
[ ] Offer letters are templated and reviewed for compliance (Trimaren can build and review these)
[ ] We conduct background checks consistently and in compliance with applicable law (FCRA, state "ban the box" rules)
[ ] Our interview process includes structured questions to reduce bias and legal exposure

Category 3: Onboarding

[ ] New hires complete I-9 verification on time and records are stored correctly
[ ] We have a structured onboarding program covering culture, role, systems, and compliance
[ ] Role-specific onboarding exists for regulated functions (QA, manufacturing, clinical, lab)
[ ] New hire orientation includes IP assignment, confidentiality, and conflict of interest acknowledgment

Category 4: Compensation & Classification

Misclassification, of employees as contractors, or of exempt vs. non-exempt status, is one of the most common and costly HR risks for growing companies.

[ ] All workers are correctly classified as employees or independent contractors
[ ] Exempt vs. non-exempt classifications are documented and defensible under FLSA and state law
[ ] We have a compensation philosophy or framework (even a basic one)
[ ] We conduct periodic pay equity reviews or have a plan to do so

> Note: Contractor misclassification rules differ by state, California, for example, applies a stricter test. Before you engage contractors in a new jurisdiction, Trimaren can assess your classification approach and flag where formal legal sign-off is warranted. Reach out to review your setup.

Category 5: Performance Management

[ ] We have a defined performance review cycle and it actually runs on schedule
[ ] Managers have tools or training to conduct effective performance conversations
[ ] Performance improvement plans (PIPs) are documented and applied consistently
[ ] We track performance data in a way that supports promotion and compensation decisions

Category 6: Employee Relations & Investigations

[ ] We have a documented complaint and investigation process
[ ] Managers know how to escalate employee relations concerns appropriately
[ ] We conduct workplace investigations with appropriate confidentiality and documentation
[ ] Termination decisions are reviewed before execution and documented consistently

Category 7: HR Policies & Documentation

[ ] Core policies are written, accessible, and acknowledged by employees (harassment, PTO, leave, remote work, etc.)
[ ] Leave policies reflect applicable federal law (FMLA, ADA) and relevant state leave laws
[ ] We have a clear policy for handling confidential information and IP, especially relevant in research and development environments
[ ] Policies are reviewed and updated when laws change or organizational needs shift

Category 8: HR Systems & Data

[ ] We use an HRIS or people management system appropriate for our current size
[ ] Employee records are complete, organized, and stored securely
[ ] We can quickly produce headcount, turnover, and compensation data when needed (for board reporting, due diligence, or audits)
[ ] We have a retention schedule for HR records that reflects legal requirements

Category 9: Benefits & Total Rewards

[ ] Our benefits offerings are competitive for our talent market and stage of growth
[ ] Benefits administration is managed accurately and compliantly (ACA, ERISA, COBRA)
[ ] Employees understand and can access their benefits without significant friction
[ ] We have a plan for how benefits will evolve as headcount grows

Category 10: HR Strategy & Organizational Readiness

[ ] HR has a seat at the table for workforce planning and organizational decisions
[ ] We have a current org chart and a view of how the organization needs to evolve over the next 12–18 months
[ ] We understand which HR functions we need to build, outsource, or automate at our current stage
[ ] We have identified the HR risks most likely to affect our next phase of growth (fundraising, commercial launch, manufacturing scale-up, etc.)

What to Do With Your Results

After completing the assessment, group your gaps into three buckets:

Immediate risk, items that expose the organization to legal, regulatory, or financial liability right now
Growth blockers, gaps that will slow hiring, damage culture, or create operational friction as you scale
Build-ahead priorities, infrastructure to develop before you need it, not after

Bring this prioritized list into your HR planning process. If you don't have a dedicated HR leader, this assessment itself is a useful artifact to share with your board, investors, or outside advisors.

How Trimaren Can Help

Trimaren Human Capital Partners works with life sciences organizations at exactly this inflection point, when the gap between where your HR infrastructure is and where it needs to be becomes visible and urgent. We can facilitate a deeper version of this assessment, translate results into a prioritized action plan, and provide the executive HR leadership to implement it, whether that's a defined project or ongoing fractional support. Reach out to start the conversation.