AI agents: HR and team

What it does: Writes the job post and screens applications against the requirements.

What a person decides: The invitation.

For whom: HR.

How to measure: Time to fill.

What it does: Role-specific questions and a summary of answers.

What a person decides: The hiring decision.

For whom: HR, manager.

How to measure: Quality of hire after 3 months.

Example result: “Interview structure: clinic front-desk administrator, 40 minutes. Block 1 — experience (10 min): ‘Walk me through a day at your last job: how many calls and bookings?’ Block 2 — difficult customer (10 min): ‘Think of an unhappy customer: what did you do, and how did it end?’ Block 3 — organization and data (10 min): sort 5 requests in 5 minutes. Block 4 — candidate's questions. For each block — what to look for in the answer. Summary form: facts from the answers on 5 qualities, no scores. The hiring decision is the manager's.”

What it does: A 30-day plan and answers to questions.

What a person decides: The final decision on the outcome.

For whom: New hire.

How to measure: Time to working independently.

What it does: Quizzes based on the knowledge base and a review of mistakes.

What a person decides: Certification.

For whom: Staff member.

How to measure: Mistakes after training.

Example result: “Quiz ‘Product returns’ — 10 questions based on the SOP. Example: ‘A customer brings back an item without a receipt after 5 days. What do you do?’ — 3 answer options, the correct one per clause 2.3. After the quiz — a review: which questions were missed, the right answer and the SOP clause. Group result: people most often mix up returns and exchanges — I suggest a 15-minute review at the team meeting.”

What it does: Orders, contracts and leave per the Kazakhstan Labor Code.

What a person decides: Signing.

For whom: HR.

How to measure: Time spent on HR documents.

Example result: “Order granting annual paid leave. Header: Dent Plus LLP, number and date — fill in. 1. Grant A. K. Saparova, front-desk administrator, annual paid leave from October 10 to 24, 2026, 14 calendar days, for the period of work since March 2026. 2. Accounting to calculate vacation pay. Basis: employee's request dated October 1. Acknowledged by the employee: signature, date. To decide: signatory and order number.”

What it does: A draft schedule that accounts for time off.

What a person decides: Approval.

For whom: Manager.

How to measure: Schedule gaps; overtime.

Example result: “Schedule for the week of October 14–20: all shifts covered — 21 of 21. Accounts for Aigerim's leave (October 10–24) and Dinara's request not to work Thursdays. No one has two night shifts in a row. Risk: Saturday has only one experienced administrator — a second is needed if it's busy. Overtime: Marat is at 44 hours, 4 over the company norm; his Tuesday could be dropped. To decide: Saturday and Marat's Tuesday.”

What it does: Tracks time off and coverage.

What a person decides: Approval.

For whom: HR, manager.

How to measure: Shifts missed due to time off.

Example result: “Situation: Aigerim is on leave October 10–24, covered by Dinara; Yerlan is on sick leave from October 18 with no cover — Tuesdays and Thursdays have one person at the register. Key point: on October 22 Aigerim's leave and Yerlan's sick leave overlap — the shift will be short of administrators. Options: 1) move Aigerim's leave by a week — needs her agreement; 2) a temp for 2 weeks — reliable, but costs money. Recommendation: ask Aigerim, then decide. Today: talk to Aigerim.”

What it does: An anonymous survey and warning signs.

What a person decides: Measures.

For whom: HR, manager.

How to measure: Staff turnover.

Example result: “Situation: eNPS fell from 30 to 12, with 41 of 48 responding; in sales, 7 of 9 are unhappy with the schedule (‘we work every Saturday’). Key point: the discontent isn't spread across the company — it's in one department, for one reason. Options: 1) rotate Saturdays — fast and cheap, but needs one more person per shift; 2) extra pay for Saturdays — doesn't fix the fatigue. Recommendation: 1, and repeat the survey in a month. Today: discuss the schedule with the head of sales.”

What it does: Department goals and tracking.

What a person decides: Approval.

For whom: Manager.

How to measure: Goal completion.

Example result: “Situation: the sales team's Q3 goals are 64% met: revenue — 78% of plan, new customers — 52%, repeat sales — 61% (as of September 30). Key point: new customers are lagging — leads are down 20% from July. Options: 1) lower the new-customer goal and raise the repeat-sales goal — honest, but less growth; 2) boost advertising in October — a chance to catch up, but it costs money. Recommendation: 2 with a budget cap; don't change the goal before October 15. Today: agree on the budget with the marketer.”

What it does: Interviews and a summary of reasons.

What a person decides: Conclusions.

For whom: HR.

How to measure: Turnover from fixable causes.

Example result: “Situation: of 6 exit interviews this quarter, 4 people cited the schedule and 2 cited pay; three were from one department, all with under a year on the job. Key point: new hires leave because of the schedule — that's fixable. Options: 1) discuss the schedule openly in interviews — fewer disappointments, but fewer applicants too; 2) a flexible schedule for the first 3 months — improves retention, but complicates shift planning. Recommendation: 1 right away, test 2 in one department. Today: add a schedule question to interviews.”

What it does: Collects staff answers into a knowledge base.

What a person decides: Approving articles.

For whom: Staff member.

How to measure: Repeat questions to the manager.

What it does: Answers staff questions based on SOPs.

What a person decides: The final decision on the outcome.

For whom: Staff member.

How to measure: Small questions to the manager.

Example result: “Only an administrator can give a 10% discount, and only to regular customers — those who've visited more than three times; that's in the ‘Discounts’ SOP, clause 2. If a customer asks for more, pass it to the shift manager — it's their call.”

What it does: Compiles arrivals, departures, late arrivals and overtime into a timesheet.

What a person decides: Approving the timesheet.

For whom: Manager, accountant.

How to measure: Timesheet disputes.

Example result: “Situation: per the October turnstile logs, Marat was late 3 times by 10–25 minutes, Dinara has 6 hours of overtime, and Yerlan has 2 days with no check-ins. Key point: days with no check-ins can't be recorded as either work or absence — they need clarifying. Options: 1) ask Yerlan and his manager — fast, timesheet on time; 2) submit without those days and fix later — risk of a payroll error. Recommendation: 1. Today: clarify Yerlan's 2 days and approve Dinara's overtime pay.”

What it does: Tells employees their remaining leave and pay dates and orders certificates — using only their own data.

What a person decides: Issuing the certificate.

For whom: Staff member.

How to measure: Questions to accounting and HR.

Example result: “You have 14 days of leave left for this work year. Pay comes on the 5th and the 20th — the next payment is October 20. I'll pass your income certificate request to accounting today; it usually takes 1 business day, and I'll send it as soon as it's ready.”

What it does: Travel order, per diem calculation per Kazakhstan rules, ticket and hotel options, an expense report after the trip.

What a person decides: Booking and payment.

For whom: Staff member, accountant.

How to measure: Time to arrange a business trip.

Example result: “Business trip order. 1. Send account manager A. Saparov to Astana from October 15 to 17 for negotiations with Arman LLP. 2. Per diem — 3 days at the rate in the company's travel policy; the accountant will verify the amount. 3. Travel and lodging — per receipts, within the policy limit. 4. Expense report — within the policy deadline after returning. Note for the employee: keep boarding passes, the hotel bill and receipts. To decide: advance amount and signatory.”

What it does: Drafts the request for an explanation and the disciplinary order from the facts on file and company rules; the manager decides on the penalty.

What a person decides: Disciplinary penalty.

For whom: Manager.

How to measure: Penalties overturned.

Example result: “Request for an explanation. To Yerlan Saparov, sales manager: on October 14 you were 2 hours 10 minutes late (clocked in at 11:10; the workday starts at 9:00). Please provide a written explanation within two business days. The director will decide on any penalty after reviewing it. For decision: signatory and date.”

What it does: Drafts a half-year review and development plan from the employee’s goals and results on file.

What a person decides: Final rating and decisions about the employee.

For whom: Manager.

How to measure: Development plans completed.

What it does: A plan for a difficult conversation based on the facts in your notes: how to open, what to say, how to handle pushback.

What a person decides: Decisions after the conversation.

For whom: Manager.

How to measure: Conversations that ended in an agreement.

Example result: “Conversation plan with Timur, sales rep. Open with the fact: in October, three deals went more than a day without a reply to the customer. Ask: what’s getting in the way of replying on time? Likely answer: ‘too many leads’ — offer to split the flow with Aigerim. Agree on: replies to customers within 2 hours, check in two weeks. Tone: calm, about the work, not the person.”