Erin Glover, Founder and Principal of Glover & Co. — Erin Glover, SHRM-SCP

Founder & Principal

Human Resources Consulting · Hartford, CT · Fifty states

Get the foundation right, and the rest holds.

Thirteen years of in-house HR, brought to two kinds of business — the small shop putting real structure in place for the first time, and the growing company whose structure has stopped holding. Both start the same way: an honest look at what's actually underneath.

Start a conversation See which one sounds like you

13 years in-houseDirector-level HR inside the business, not advising from outside it
SHRM-SCPSenior Certified Professional, Society for Human Resource Management
Fortune 500 to high-growthTravelers · Cardinal Financial · Legrand
Fifty statesMulti-state employment compliance, plus the local layer beneath it

The chart is rarely where the trouble lives.

When something feels broken, the instinct is to redraw the org chart. But a crack shows in the wall long before anyone thinks about the foundation — and the foundation is usually where the fault actually sits. Redraw the boxes without checking underneath, and you just move the ache to a new spot.

So the work here starts with the diagnosis, not the drawing. We find where the trouble really lives first, so the change you commit to is the one that holds. Whether you're pouring your first foundation or shoring up one that's carried you this far, that order doesn't change.

Three ways in

Which one sounds like you?

Same principle underneath, three very different moments. Find yours.

Building it for the first time

You've never really had HR.

For owner-run shops & small teams.

You run a dental practice, a couple of restaurants, a clinic, a storefront. There are fifteen or forty people on payroll and no one whose actual job is HR. The handbook is a template someone pulled off the internet. Compliance is a quiet worry you keep meaning to get to. Your best server just became a manager and is figuring it out alone.

The Foundation puts that right, once. In five weeks you get real structure — roles and reporting that make sense, policies that fit how you actually work, a compliance baseline that's up to code, and first-time managers who know what they're doing. Built to carry the next stretch of growth, not to sit in a binder on a shelf.

See what The Foundation covers →

Rebuilding one that's stopped holding

You've outgrown the structure you have.

For growing & mid-market companies.

You've scaled fast, merged in another team, or reorganized twice — and the same problems keep resurfacing. The chart keeps changing and the ache just moves with it. Something structural is off, and it's genuinely hard to name from the inside.

Here the work is diagnosis before design. A focused readiness read finds where the real fault sits, then we scope the reorganization, integration, or people infrastructure that actually fixes it. Done well, it leaves your leaders more capable — not more dependent on an outside hand.

See how the diagnostic works →

Sitting on the other side of the table

You're not a business. You're the candidate.

For job seekers & career changers.

You're qualified, you're applying, and the calls aren't coming — and nobody will tell you why. Your resume was written to get past a robot, but it's being read by a person. For thirteen years, on the hiring side at startups, mid-sized companies, and Fortune 100 enterprises, I was that person.

The Other Side of the Table brings that judgment to your side: resume, LinkedIn, and interview coaching from someone who knows that what gets you hired at a 40-person company will get you screened out at a 40,000-person one. Flat fees, starting at $175.

See the three packages →

Up to code

Compliance isn't one rulebook. It's hundreds.

Start with the federal floor. Add fifty states, each writing its own. Then the cities and counties stacking theirs on top — local minimum wages, sick-time ordinances, scheduling laws, hiring rules that change at a town line. I've supported employees in all fifty states and the patchwork beneath them, so wherever your people actually sit, we work out what applies before it turns into a problem.

Connecticut alone applies anti-discrimination law at your very first hire and mandates harassment training at three people. Put one team across a few states — or a few cities — and you're quietly carrying a dozen rulebooks at once, several of which changed this year.

None of it is hard to meet. It's just easy to miss — and the rules don't grade on size.

You don't have to track hundreds of rulebooks. You have to know which few touch your business — and that's the map we build: what actually applies, what's exposed, and something you can keep current without a full HR team.

How the work runs

Start small, build only what holds.

Most engagements move along the same three rungs. You can step on at any one of them.

The Readiness Read

Diagnostic · flat fee

A short, fixed-fee look at what's actually going on before anyone commits to a build. You leave with a clear picture and a recommendation — whether or not you go further with me.

The Foundation

Fixed project · ~5 weeks

The structural build. Roles, reporting, policies, a compliance baseline, and first-manager readiness — set right, once, so growth doesn't force a messier fix later. For mid-market, the equivalent is a scoped reorg or integration.

iii

Fractional People Partner

Monthly retainer

A steady, senior hand on call for the stretch after — the judgment of an in-house people leader, without the full-time seat. For when you want the structure kept sound as you grow into it.

Every fee is flat and stated up front. See the numbers

Who you're actually hiring

Thirteen years of this, from the inside.

Not advice from the outside looking in — decisions made in the building, and lived with afterward.

At Legrand it was manufacturing: shift work, plants, supervisors promoted off the floor into jobs nobody had taught them.

At Cardinal Financial it was speed — a mortgage lender growing fast, including a 2018 acquisition where I sat on the acquirer's side and saw exactly what integration does to people who didn't choose it.

At Travelers it was scale: Fortune 500 insurance, Business Insurance Operations, where one policy change touches thousands of people and the second-order effects don't surface for months.

Different industries, different sizes, the same pattern underneath. Which is where the thesis comes from — I've watched a lot of org charts get redrawn around a problem that was never in the chart.

You're not buying a framework. You're buying judgment about where it's been tested, and where it's been wrong.