Working with small businesses and nonprofits, I’ve seen firsthand how HR often gets pushed aside. Not out of bad intent, but because leaders are overwhelmed. Still, the same patterns show up again and again. If you’re growing a team, here are five common HR mistakes I see all the time and what you can do to avoid them. These are not hypothetical risks. They’re problems I see repeatedly in real businesses run by good people who just didn’t have the right support in place.
1. Using generic handbooks and hollow values
Most of the time, the handbook is a free download from the internet. It’s not written with your business, your team, or your values in mind.
The mission statement and core values sound great but mean nothing if you don’t know them or use them. If you can’t explain what your policies say or how they align with your expectations, they’re not helping you or your employees.
Worse, when the policies contradict how things actually work in your business, it leads to confusion, miscommunication, and even legal risk. A solid handbook should be more than a checkbox. It should be a reflection of your real practices and an extension of how you lead.
2. Onboarding that feels cold and disorganized
Too often I see this routine. The new hire gets onboarding documents emailed in advance. You scan an ID or two for their I-9. Then they show up, and someone points them to their desk. That’s it.
There’s no connection, no rapport, and no structure. This lack of effort sends a loud message. If you don’t care about their first day, why should they care about their job? Onboarding is your chance to set the tone and build trust from the start.
Employees form their first impressions fast. If things feel unplanned and chaotic, they may assume that is how the entire company operates. A strong onboarding process makes your team feel welcomed, respected, and supported from day one.
3. “I feel” is not a policy
Personal feelings should not drive decisions around time off, discipline, or performance.
If an employee requests time off and the calendar is clear and coverage is handled, the request should be approved. Disliking a choice they made last week doesn’t mean they lose the right to attend a doctor’s appointment or take a mental health day.
Discipline and performance evaluations should be based on facts. Not gut feelings or favoritism. If you write “they’re a hard worker who shows up early,” that’s just a sentence unless you can support it with time punches, completed work, or clear results.
This is especially important when multiple people request the same day off or when someone is disciplined for something others have gotten away with. If your reasoning isn’t consistent and well documented, it can appear biased. That appearance alone can cause serious morale and legal problems, even if you meant no harm.
4. Saying you’re too busy for HR never works
HR will demand your attention whether you’re ready or not.
That frustrated employee in the shop or the team member being harassed has already waited too long. When they finally lose their temper or walk out, you may blame them for being unprofessional. But what about the three times they came to your desk asking for help and got brushed off?
When employees bring up concerns about growth or development during a review and you do nothing with it, they notice. People want to know their input matters. Ignoring it sends a message that it doesn’t.
You might think you’re staying focused on the big picture, but your team is living the day to day reality. If they feel dismissed or unheard, you lose not only their motivation but their trust. And once trust breaks, retention and reputation go with it.
5. Trying to do it all yourself
You’re already wearing too many hats. Finance, sales, marketing, web design, IT, operations, HR. There is no room left in your day.
Even if you mean well, HR mistakes in areas like pay, classification, or compliance can cost you big. And you usually won’t know something was done wrong until you’re tested by an audit, a complaint, or worse.
Small businesses are built on scrappiness, but there’s a difference between being resourceful and being stretched too thin. Delegating HR to someone qualified allows you to lead without second guessing whether the back end is handled properly. That peace of mind is worth more than you think.
Final thought
You don’t have to be an HR expert. You just need someone who is.
If any of this sounds familiar, I’m happy to talk through it with you. I offer a free 30 minute consultation to help you identify what’s working and where things need attention.
Let’s make HR something that supports your growth instead of holding it back. You deserve systems that work and a team that thrives.