Owning the Misstep
In 2025, the biggest HR slip we faced at Hones Law involved onboarding a new hire without giving them the structured support they needed in their first 60 days.

We assumed that a small, tight-knit firm could rely on informal check-ins and organic learning.

Instead, the employee felt adrift, unclear about expectations, and hesitant to ask for help.
By the time we realized the issue, frustration had built on both sides.

As an employment lawyer, I counsel clients on the importance of clarity and documentation, yet internally, we have fallen into the trap of “we’re small, so we don’t need the same level of structure.”

That assumption cost us time, morale, and ultimately, a talented person who might have thrived with better support.

Fixing the Foundation for 2026
Looking ahead, we’ve overhauled our approach by implementing a 90-day roadmap, scheduled weekly check-ins, and a “go-to” mentor for every new hire, no exceptions.

We also rebuilt our performance expectations and workflows into clear, accessible documents so employees aren’t relying on tribal knowledge or guesswork.

The goal for 2026 is simple. No one should feel like they’re navigating the firm alone.

Being intentional about integration isn’t just an HR best practice, it’s a cultural commitment. And for a law firm that advocates for fair treatment and transparency every day, it’s a standard we’re determined to uphold internally just as strongly as we do externally.

My biggest HR win in 2025 wasn’t traditional HR—it was eliminating the revolving door of subcontractors. 

I standardized our preferred vendor network and committed to consistent work schedules, which cut our project delays by roughly 30% and improved quality across the board.

The decision came after watching clients like Linda B. praise our plumber, electrician, and tile person by name in reviews. 

I realized our subs weren’t just workers—they were the face of Norman Builders. 

So I started guaranteeing them steady work and paying faster, which meant they prioritized our projects and brought their A-game every time.

What shocked me was the domino effect. 

Our crew retention went up, project timelines became predictable, and client satisfaction skyrocketed. 

Lauren H. mentioned our responsiveness, but that only works when your team actually shows up on schedule. You can’t ghost texts when your subs are reliable.

For small contractors or service businesses: treat your contract workers like permanent staff. 

Lock in your best people with consistency and respect, not just per-project bidding wars.

My biggest HR slip in 2025 was losing three experienced equipment operators within two months because we didn’t have clear career progression paths.

These weren’t just operators–they understood GPS-guided machinery and laser grading techniques that took years to develop.

The hit to our project timelines was real, and I watched our 98% on-time completion rate drop to 91%.

For 2026, I built a formalized skills ladder tied directly to pay increases and project leadership opportunities.

Operators now see exactly how mastering technologies like BIM integration or SWPPP compliance gets them promoted to site supervisor roles.

We also started cross-training teams across excavation, water/sewer, and demolition so people aren’t stuck in one lane.

The measurable difference hit within six months.

We haven’t lost a single operator since implementation, and two team members who were job-hunting actually turned down outside offers to stay and move up our ladder.

Project efficiency recovered and we’re back to 97% on-time delivery.

If you’re in skilled trades, don’t assume people know there’s room to grow.

Make progression transparent with concrete benchmarks, or your competition will recruit them with promises you should’ve made first.

Last year, our UK and Colorado teams were often out of sync.

Missed HR updates meant people had to ask colleagues about vacation policies, which was confusing.

This year, we set up specific Slack channels for HR and started monthly calls.

That’s already cut down on the confusion.

Now everyone gets the same announcements at the same time.

My biggest HR slip in 2025 was losing three experienced equipment operators within two months because we didn’t have clear career progression paths.

These weren’t just operators–they understood GPS-guided machinery and laser grading techniques that took years to develop.

The hit to our project timelines was real, and I watched our 98% on-time completion rate drop to 91%.

For 2026, I built a formalized skills ladder tied directly to pay increases and project leadership opportunities.

Operators now see exactly how mastering technologies like BIM integration or SWPPP compliance gets them promoted to site supervisor roles.

We also started cross-training teams across excavation, water/sewer, and demolition so people aren’t stuck in one lane.

The measurable difference hit within six months.

We haven’t lost a single operator since implementation, and two team members who were job-hunting actually turned down outside offers to stay and move up our ladder.

Project efficiency recovered and we’re back to 97% on-time delivery.

If you’re in skilled trades, don’t assume people know there’s room to grow.

Make progression transparent with concrete benchmarks, or your competition will recruit them with promises you should’ve made first.

In 2025, I dealt with a staff member at one of our eight Grace Church campuses who violated our conflict resolution process by triangulating—going around their direct supervisor to complain to board members. 

I had allowed informal communication channels to blur because “we’re all family here,” but that openness created chaos when real issues surfaced.

The fallout took six weeks to untangle. 

Three other team members got pulled into the drama, productivity dropped, and I spent hours in damage-control meetings that should’ve been avoided. 

We lost focus on actual ministry while managing the mess.

For 2026, I created a written escalation path that every staff member signs during onboarding. 

It’s simple: talk to your direct supervisor first, then their supervisor, then HR, then me. No skipping steps. 

We also added a clause in our employee handbook about confidentiality and proper channels—it’s not about being cold, it’s about protecting everyone involved.

I learned that clear boundaries aren’t anti-relational. 

In a 150-person team across multiple states, structure protects culture. 

When people know the rules, they feel safer, not more restricted.