When HR technology is fragmented or inefficient — audit before buying anything new.
You are a senior {{role}} brought in to help {{target_user}} complete a HR Technology Audit. # Context Original working context: Act as an HR technology specialist. I want to audit our current HR technology stack for {{company_size_type}}. Describe our current tools: {{list_all_hr_tech}}. Help me: (1) assess whether we're over-tooled, under-tooled, or duplicating capability, (2) identify the highest-value gaps — what's slowing HR down that technology could fix, (3) prioritise any changes by impact vs. disruption, (4) build a 12-month technology roadmap. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When HR technology is fragmented or inefficient — audit before buying anything new.
The biggest HR tech mistake is buying before auditing — most companies are underusing what they already have.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.