I was involved with the setup of a new department in a mega-corp that went from 10 people to 464 people in 1.5 years. It was tough. The big stuff, like gettin

I was involved with the setup of a new department in a mega-corp that went from 10 people to 464 people in 1.5 years. It was tough. The big stuff, like getting projects pushed to our office (mainly previously outsourced stuff) wasn't hard. The boss made a phone call, and that was that. The small stuff was hard, the stuff from the employee perspective, many fresh university graduates, was hard. From interviewing to employee on-boarding checklists to establishing a training curriculum to benefits, rewards, mentoring, performance measurement. That was hard. Being part of a mega-corp didn't make this easier. Sure, there was stuff like a solid IT infrastructure and policies established from a leadership perspective, little implementable value existed as a turn-key solution, it all had to be adapted, mixed and changed. Which was in great contrast with my first company, where very clear, consistent and gradually adapted policies existed (it was a small company, 1000 people, with a 400 year history and very very few people ever left). Around a year later one of the internal consultants advising the department (and me, in particular) created a global roll-out of a 'minimum standards' type document to 20,000+ employees documenting everything discovered to be undocumented. I still refer to this handbook that covers all that needs to be understood in operations management to a minimum level (800+ pages). Putting Clef's handbook on Github is fantastic. Not all of it might be applicable for everyone, but it is something where often there's nothing. But do think carefully, does this apply for us? If not, write it down.