Best ChatGPT Prompts for HR (2026)

You are an experienced HR business partner. Build a 30-60-90 day onboarding plan for a [role] joining [team] at a [company size and stage] company. For each phase give: the outcome the person should reach, what they need to learn, who they should meet and why, the first piece of real work they own, and how their manager will know it is going well. Separate what the manager owns from what HR owns. Role and team context: [paste].

Draft a [policy name, e.g. remote work, expenses, time off] policy for a [company size] company in [country or region]. Include: the purpose in one sentence, who it applies to, the rules stated as what someone can and cannot do, the process with named steps, who decides on exceptions, and what happens when the policy is not followed. Plain language, second person, no legal padding. Then list the questions I must confirm with employment counsel before publishing, since I am not asking you for legal advice. Context: [paste].

Turn my notes on an employee into a balanced performance review. Structure: what they delivered against their goals with evidence, their strengths with a specific example each, the one or two areas with the highest growth value, and development actions for the next cycle. Use behavior and outcome language rather than personality traits, remove vague praise, and flag any statement I made that is an opinion without evidence so I can add the example or cut it. Notes: [paste].

Help me prepare a conversation with an employee about [the issue, with specific dates, facts, and what has already been discussed]. Give me: an opening that states the issue directly without softening it into confusion, the evidence in factual language, two questions that let them explain, the expectation going forward stated as an observable change, and the agreed follow-up. Then give me a path for if they become upset, one for if they disagree with the facts, and a note on what I should not say. Keep it under 10 minutes.

Here are our engagement survey results and open comments: [paste]. Identify the strongest themes ranked by how often they appear and how strongly they are worded, the places where the scores and the comments disagree, the differences between teams or tenure groups, and the two issues that would move the most other scores if we fixed them. Separate what employees ask for from the underlying need, and tell me what the data does not support concluding. Do not include any comment that would identify an individual.

Assess this employee against our leveling criteria for [target level] and draft a promotion case. For each criterion, state the evidence and rate it as clearly met, partially met, or not yet demonstrated. Write the recommendation with the strongest evidence first, name the gaps honestly, and list what a calibration panel is most likely to challenge. Criteria: [paste]. Evidence and manager notes: [paste].

Write 10 exit interview questions for a [role] leaving after [tenure]. Mix questions about the decision to leave, the manager relationship, growth, workload, and what would have changed their mind, and phrase them so an honest answer feels safe. Then, after I paste the transcript back, synthesize it into: the stated reason, the likely underlying reason, what is systemic versus specific to this person, and one recommendation. Anonymize anything that would identify a colleague.

Write an internal announcement about [the change, with the facts, timing, and who is affected]. Lead with what is changing and when, explain the reason honestly at the level of detail we can share, state exactly what it means for people day to day, say clearly what is not changing, and give the channel for questions. Then write the 8 questions employees will actually ask, including the uncomfortable ones, with a straight answer to each. No corporate euphemism.

Build a competency matrix for the [role family, e.g. customer support] across levels [list levels]. Use 5 to 6 competencies. For each competency at each level, write one observable behavior that distinguishes it from the level below, so two managers reading it would place the same person at the same level. Avoid adjectives like advanced or strong unless the behavior defines them. Context on our roles: [paste].

A manager has come to me with this situation: [paste]. Instead of solving it for them, give me a coaching brief: the questions I should ask to understand what is really happening, what the manager should handle directly versus what genuinely needs HR, the risk in the situation as described, the specific next step I would recommend, and what I should document. Note where I do not have enough information to advise yet.