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

Founder & Principal

Human Resources Consulting · Newington, Connecticut · Employees supported in all fifty states

HR for the owner who is still the HR department.

Thirteen years of in-house HR, brought to the owner who has been handling it alone — the handbook pulled off the internet, the compliance worry you keep meaning to get to, the best server you just made a manager.

Start a conversation See which one sounds like you

A few questions about your team, and a reply from me — not a form response — within one business day.

13 years in-houseDirector-level HR inside the business, not advising from outside it
SHRM-SCPSenior Certified Professional, Society for Human Resource Management
Fortune 100 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 by the time a problem shows up in the boxes, it has usually been living somewhere else for a while — in how a role was written, who was never told they owned it, what a first-time manager was never taught. Move the boxes without checking, and the ache just moves with them.

So the work starts with the diagnosis, not the drawing. We find where the trouble actually lives first, so the change you commit to is the one that holds. That order doesn't change whether you're putting real structure in for the first time or shoring up what's carried you this far.

Two ways in

Which one sounds like you?

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

Building it for the first time

You've never really had HR.

For owner-run shops & small teams.

From $149 a month

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.

Start with the library — the write-up, the coaching conversation, the role that needs defining, all built so you can run them yourself. Or have the whole thing put right, built alongside you over ninety days: 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've had three months of practice before you're on your own with it.

See what it costs →

Rebuilding one that's stopped holding

You've outgrown the structure you have.

For growing & mid-market companies.

$3,000 flat — credited in full if you build

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. The 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 →

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.

Read the Connecticut page: what applies at your size, and what it costs →

Not an employer? This one's for you.

You're not a business. You're building a career.

For thirteen years I sat on the hiring side — startups, mid-sized companies, Fortune 100 enterprises. Career Support brings that judgment to your side of it: resume, LinkedIn, interview, and career coaching from someone who knows what gets you hired at a 40-person company will get you screened out at a 40,000-person one.

Flat fees from $175

See Career Support →

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 · $3,000 flat

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 five-week build

Fixed project · flat fee

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

Retainer · $5,000 a month

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 100 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.