Windsurf + Aider targets, MCP server, and demo placement (#33)
Broadens both reach (more tools) and content types (an MCP server), continuing the multi-platform story. Windsurf + Aider: - build-exports.mjs gains two platforms: exports/windsurf/*.md (workspace rules, trigger: model_decision) and exports/aider/*.md (conventions for `aider --read`). Now 5 platforms (ChatGPT, Gemini, Cursor, Windsurf, Aider). - install.sh + bin/cli.mjs install both (windsurf -> .windsurf/rules, aider -> .aider/skills with a --read hint); generated README index is excluded from copies. - One-line windsurf-install.sh / aider-install.sh wrappers for parity. MCP server (new content type): - mcp/server.mjs — zero-dependency stdio MCP server exposing list_skills, search_skills, get_skill. Published as a second bin (pm-claude-skills-mcp). Logs to stderr; reads bundled skills/ at startup. mcp/README.md documents client config. Also: README hero "See it in action" demo placement (ready to swap in a GIF; recording guide in web/docs-assets/README.md), Works-With table + exports + install docs updated, CHANGELOG Unreleased. package.json files/bin updated. Claude-Session: https://claude.ai/code/session_016JWn5jRD5tcEFKrubjQ6Px Co-authored-by: Claude <noreply@anthropic.com>
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# Change Management Plan Skill
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Produces a structured change management plan — because most change initiatives fail not because the change is wrong, but because people aren't brought along with it.
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## Required Inputs
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Ask the user for these if not provided:
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- **The change** (what is changing, and what is the current state?)
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- **Scale** (how many people affected, in how many teams/locations?)
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- **Timeline** (when does the change go live? How long is the transition?)
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- **Sponsor** (who is accountable at senior level?)
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- **Key concern** (what is the biggest risk to adoption?)
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- **What happens if change fails** (consequences of low adoption)
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## Output Structure
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---
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# Change Management Plan: [Change Name]
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**Change sponsor:** [Executive owner]
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**Change manager:** [Who is running this]
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**Go-live date:** [Date]
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**Affected population:** [N people, N teams/locations]
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---
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## 1. Change Summary
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**From (current state):** [Specific description of today's situation]
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**To (future state):** [Specific description of what changes]
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**Why this change is happening:** [Honest explanation — people adopt change faster when they understand the real reason]
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**What stays the same:** [Explicitly naming what is NOT changing reduces anxiety]
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---
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## 2. Stakeholder Analysis
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| Stakeholder group | Size | Impact level | Current sentiment | What they need |
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|---|---|---|---|---|
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| [Group] | [N] | High/Med/Low | Supportive / Neutral / Resistant | [Specific concern or need] |
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**Key influencers to engage early:**
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[Name the informal leaders, respected voices, and early adopters who can help. And the resistors who need direct attention.]
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---
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## 3. Impact Assessment
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| Area | Impact | Severity | Action needed |
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|---|---|---|---|
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| Daily workflow | [What changes day-to-day] | High/Med/Low | [Training / support / redesign] |
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| Systems or tools | [What tools are affected] | | |
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| Roles and responsibilities | [Any role changes] | | |
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| Processes | [Process changes] | | |
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| Metrics and targets | [Any KPI changes] | | |
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---
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## 4. Communication Plan
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**Core message:** [The 1-sentence summary everyone should understand and remember]
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| Audience | Message focus | Channel | Timing | Owner |
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|---|---|---|---|---|
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| All staff | [Why this is happening + what to expect] | All-hands / Email | [T-6 weeks] | Sponsor |
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| Managers | [How to support their teams] | Manager briefing | [T-5 weeks] | Change manager |
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| Directly affected teams | [What changes for them specifically] | Team meeting | [T-4 weeks] | Line manager |
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| [Other group] | [Tailored message] | | | |
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**Communication principles:**
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- Over-communicate — people need to hear a message 7 times to internalise it
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- Use managers to cascade, not just top-down announcements
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- Create a feedback channel — questions left unanswered become rumours
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---
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## 5. Training and Support Plan
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| Audience | Training type | Timing | Duration | Delivery | Owner |
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|---|---|---|---|---|---|
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| [Group] | [e.g. Hands-on system training] | [T-2 weeks] | [2 hours] | [In-person / online] | [Owner] |
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**Go-live support:**
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- [What support is available on day 1 — helpdesk, floor walkers, champions]
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- [Escalation path for issues in first 30 days]
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---
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## 6. Resistance Management
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**Anticipated resistance sources:**
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| Concern | Who holds it | Root cause | Response |
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|---|---|---|---|
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| [e.g. "This will increase my workload"] | [Middle managers] | [Loss of autonomy] | [Specific action to address] |
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**Resistance management principles:**
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- Acknowledge concerns genuinely — dismissing resistance amplifies it
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- Involve resistors in design where possible — converts them into advocates
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- Distinguish between genuine concerns (worth addressing) and preference for the status quo (to be managed, not solved)
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---
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## 7. Adoption Metrics
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| Metric | Baseline | Target | Measurement point | Owner |
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|---|---|---|---|---|
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| [System usage rate] | [0%] | [80%] | [30 days post go-live] | [Owner] |
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| [Process compliance] | [X%] | [Y%] | [60 days] | [Owner] |
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| [Staff confidence score] | [Survey score] | [Target] | [90 days] | [Owner] |
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**Adoption milestones:**
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- D+7: [First check — early issues identified]
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- D+30: [First adoption review]
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- D+90: [Sustained adoption confirmed or remediation plan activated]
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---
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## Quality Checks
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- [ ] "What stays the same" is explicitly addressed
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- [ ] Stakeholder analysis includes resistors, not just supporters
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- [ ] Communication plan uses managers to cascade (not just top-down)
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- [ ] Training is timed before go-live (not after)
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- [ ] Adoption metrics have a measurement date and owner
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- [ ] Resistance management has specific responses (not just "communicate more")
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## Anti-Patterns
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- [ ] Do not treat communication as a one-time announcement — people need to hear a message multiple times before they internalise it; plan for repeated touchpoints
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- [ ] Do not assign change management to a single owner without involving line managers — managers are the most effective cascade channel and must be briefed before their teams
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- [ ] Do not schedule training after go-live — people who learn a new system on the day they need to use it will revert to the old process
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- [ ] Do not ignore resistors in the stakeholder analysis — resistors who are not explicitly engaged will undermine adoption, especially informal leaders
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- [ ] Do not measure adoption only at go-live — the real test is sustained adoption at 90 days, when novelty has worn off
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## Example Trigger Phrases
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- "Write a change management plan for [initiative]"
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- "Help me plan the rollout of [system change] for [team/org]"
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- "Create a communication and training plan for [change]"
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- "How do I manage resistance to [change]?"
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# Employee Engagement Survey Skill
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Designs complete employee engagement surveys and provides a framework for analysing and acting on results.
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## Required Inputs
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Ask the user for these if not provided:
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- **Mode** — designing a new survey or analysing existing results
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- **Survey type** (annual / quarterly pulse / post-onboarding / exit / specific topic)
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- **Company name** (for personalisation of question text)
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- **Company size and stage** (startup / scaleup / enterprise — affects question relevance)
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- **Key areas of concern** (optional — e.g. "we have had high attrition on the engineering team")
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- **Anonymity approach** — fully anonymous, team-level reporting only, or individual responses visible to HR
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- **Length target** (short: 5–10 questions / standard: 15–25 / comprehensive: 30+)
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- **For analysis mode:** survey results data (paste as table, CSV, or summary statistics)
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## Mode Detection
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- User provides survey results -> Analysis mode
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- User wants to create a survey -> Design mode
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---
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## Design Mode
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### Required Inputs
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- Survey type (annual / quarterly pulse / post-onboarding / exit / specific topic)
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- Company size and stage
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- Key areas of concern (optional)
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- Anonymity approach
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- Length target (short: 5-10 / standard: 15-25 / comprehensive: 30+)
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### Opening Statement (always include)
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"This survey is anonymous. Your responses help us understand what is working and what to improve. Results will be shared with [who] and we will communicate actions taken by [date]."
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### Core Questions
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**Overall Engagement**
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1. On a scale of 0-10, how likely are you to recommend [Company] as a great place to work? (eNPS)
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2. I feel proud to work at [Company]. [1-5]
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3. I intend to still be working here in 12 months. [1-5]
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**Role and Clarity**
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4. I understand how my work contributes to company goals. [1-5]
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5. I have the tools and resources I need to do my job. [1-5]
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6. My workload is manageable. [1-5]
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**Manager and Team**
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7. My manager gives useful feedback. [1-5]
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8. My manager cares about my development. [1-5]
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9. I feel part of a team that works well together. [1-5]
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**Culture and Belonging**
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10. I feel I can be myself at work. [1-5]
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11. People treat each other with respect. [1-5]
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12. [Company] lives by its stated values. [1-5]
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**Growth and Recognition**
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13. I have opportunities to grow and develop. [1-5]
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14. My contributions are recognised. [1-5]
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15. I have had a meaningful career conversation in the last 6 months. [Yes/No]
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**Open questions (always include)**
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- What is one thing [Company] should start doing?
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- What is one thing [Company] should stop doing?
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- Anything else to share?
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---
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## Analysis Mode
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### Analysis Output
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**1. Headline Scores**
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| Metric | Score | Benchmark | Trend |
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|---|---|---|---|
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| eNPS | [-100 to +100] | Industry avg | vs last survey |
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eNPS: Below 0 = Concerning / 0-30 = Good / 30-70 = Great / 70+ = Excellent
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**2. Strengths** — Top scoring areas with evidence.
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**3. Improvement Areas** — 3 lowest scoring areas with verbatim comment themes.
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**4. Action Planning Template**
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| Improvement area | Action | Owner | Timeline | Measure |
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|---|---|---|---|---|
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**5. Communication Template** — Draft message to share results with employees.
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## Quality Checks
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- [ ] Survey includes anonymity statement at the start
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- [ ] eNPS question (0-10 recommend scale) is included in all survey types
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- [ ] Open-ended questions are included (not just Likert scales)
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- [ ] Analysis includes a specific action planning template (not just observations)
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- [ ] Results communication template commits to sharing back with employees by a specific date
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## Anti-Patterns
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- [ ] Do not launch a survey without committing to a communication-back date — surveys with no follow-through reduce trust and depress future response rates
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- [ ] Do not use only Likert scale questions — open-text responses surface specific themes that quantitative scores cannot, and are essential for action planning
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- [ ] Do not design a comprehensive 30+ question survey as a pulse — pulse surveys that take more than 5 minutes see sharply lower completion rates
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- [ ] Do not present analysis without an action planning template — raw scores without committed actions are the most common reason engagement survey data is ignored
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- [ ] Do not segment results below teams of 5 when anonymity is promised — small-group breakdowns allow individual identification and destroy psychological safety
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## Example Trigger Phrases
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- "Create an employee engagement survey for our team"
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- "Design a pulse survey for [topic]"
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- "Analyse these engagement survey results: [paste]"
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# Job Description Writer Skill
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Writes complete, inclusive job descriptions that attract the right candidates and reduce bias in the hiring process.
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## Required Inputs
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- **Job title and level**
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- **Team and reporting line**
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- **Top 5 things this person will actually do**
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- **Must-have requirements** (be ruthless — only what is truly required)
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- **Nice-to-have requirements**
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- **Salary range** (JDs with salary ranges get 30% more applicants)
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- **Location and remote policy**
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- **Company description** (2-3 sentences)
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## Output Structure
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### [Job Title]
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**[Company] | [Location] | [Remote policy] | [Salary range]**
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**About [Company]**
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[2-3 sentences. Specific and honest — not marketing copy.]
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**The Role**
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[3-4 sentences. What this person will own, why the role exists now, what success looks like in year one.]
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**What You Will Do**
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[6-8 bullet points. Outcomes and responsibilities, not activities. Start each with an action verb. Most important first.]
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**What We Are Looking For**
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Must have (4-6 items only):
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- [Requirement]
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Nice to have (3-4 items):
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- [Nice to have]
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**What We Offer**
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[Compensation, benefits, development. Be specific.]
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**How to Apply**
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[Clear instructions. What to send, where, timeline.]
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---
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### Inclusive Language Review
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**Words to remove or replace:**
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| Original | Replace with | Why |
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|---|---|---|
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| "rockstar" | "experienced" | Gendered connotation |
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| "ninja" | "skilled" | Same issue |
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| "must have degree" | "relevant experience or qualification" | Excludes qualified non-graduates |
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**Requirement audit:**
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- Years of experience requirements flagged (screen out women and underrepresented groups disproportionately)
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- Any requirements potentially discriminating against protected characteristics
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## Quality Checks
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- [ ] Salary range included
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- [ ] Must-haves genuinely essential (6 items max)
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- [ ] Each responsibility starts with action verb
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- [ ] Inclusive language review completed
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- [ ] No years-of-experience requirements unless legally required
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## Anti-Patterns
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- [ ] Do not include years-of-experience requirements unless legally necessary — they exclude qualified candidates and may create legal risk
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- [ ] Do not list "nice to have" items in the requirements section — separate mandatory from desirable clearly
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- [ ] Do not use gendered or exclusionary language — run the inclusive language check before finalising
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- [ ] Do not write a responsibilities section with more than 8 items — prioritise the most important duties
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- [ ] Do not omit compensation range where legally required or culturally expected — hiding salary deters qualified candidates
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## Example Trigger Phrases
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- "Write a job description for a [role]"
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- "Create an inclusive job posting for [role]"
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- "Review and rewrite this JD: [paste]"
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# Onboarding Plan Skill
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Creates a complete, structured onboarding plan tailored to a specific role — covering the first 90 days with clear milestones and success criteria.
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## Required Inputs
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- **Role and level** of the new hire
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- **Team and manager**
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- **Key stakeholders** they will work with
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- **Top 3 priorities** for their first 90 days
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- **Tools and systems** they will need access to
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- **Company stage** (startup / scaleup / enterprise)
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## Output Structure
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### Onboarding Plan: [Name] — [Role]
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**Start date:** [Date] | **Manager:** [Name] | **Buddy:** [Name]
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---
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### Before Day 1 (Manager checklist)
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- IT setup: laptop, accounts, email, Slack, key tools
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- Access provisioned to key systems
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- First week calendar blocked with key meetings
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- Buddy assigned and briefed
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- Welcome message sent with Day 1 logistics
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---
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### Week 1: Orient
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Theme: Listen, learn, do not act yet.
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| Day | Focus | Key activities |
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|---|---|---|
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| Day 1 | IT setup, team intro | 1:1 with manager, team lunch |
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| Day 2 | Product deep dive | Demo, key docs to read |
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| Day 3 | Process and tools | Shadow key workflows |
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| Day 4 | Stakeholder intros | 3-4 intro 1:1s |
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| Day 5 | Week 1 debrief | Check-in, questions logged |
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**Week 1 milestone:** Can describe what the company does, the team role, and their top 3 priorities.
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---
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### Days 8-30: Learn
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Learning goals:
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- Deep understanding of product from customer perspective
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- Know key metrics the team is measured on
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- Understand current projects and status
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- Map key stakeholder relationships
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- Complete all compliance/HR training
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**30-day milestone:** All stakeholder 1:1s complete. 2-3 early observations shared with manager.
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||||
---
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||||
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### Days 31-60: Contribute
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Goals:
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- Own at least one project end-to-end
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- Make one meaningful contribution
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- Build cross-functional relationships
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- Identify one process improvement
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**60-day milestone:** Delivered one tangible output. Manager says "this person is contributing."
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||||
---
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||||
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### Days 61-90: Lead
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Goals:
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- Operating independently on core responsibilities
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- Has formed and shared a point of view on priorities
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- Building reputation with key stakeholders
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||||
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**90-day milestone:** Ready for formal review. Clear 6-month plan in place.
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||||
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||||
---
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||||
|
||||
### 90-Day Review Questions
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Manager: Meeting expectations? What to double down on? What to develop?
|
||||
New hire: Have the clarity, tools, support needed? What surprised you? What would you change about onboarding?
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||||
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||||
## Quality Checks
|
||||
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||||
- [ ] Before Day 1 manager checklist is complete (IT, access, buddy, calendar)
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- [ ] Each phase (orient/learn/contribute/lead) has a clear milestone
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||||
- [ ] 90-day review questions are included for both manager and new hire
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- [ ] Plan is tailored to the specific role and level (not generic)
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||||
- [ ] Key stakeholder 1:1s are listed by name or role
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||||
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## Anti-Patterns
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||||
|
||||
- [ ] Do not produce a generic plan that could apply to any role — the plan must reference the specific role, team, tools, and priorities provided, not use placeholder text
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||||
- [ ] Do not skip the Before Day 1 manager checklist — IT access and system provisioning failures on day 1 destroy first impressions and waste the new hire's first week
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||||
- [ ] Do not set milestones without distinguishing between the orient, learn, contribute, and lead phases — collapsing phases produces plans where new hires are expected to lead before they understand the product
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||||
- [ ] Do not omit the 90-day review questions — the review is the accountability mechanism for the entire plan, and skipping it makes the milestones meaningless
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||||
- [ ] Do not treat the plan as a task list — each phase should have a clear theme and a milestone that describes an observable capability, not just a set of completed activities
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||||
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||||
## Example Trigger Phrases
|
||||
- "Create a 30/60/90 day plan for a new [role]"
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||||
- "Write an onboarding plan for [name] starting as [role]"
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||||
- "Build a first 90 days roadmap for our new hire"
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||||
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# Redundancy Consultation Skill
|
||||
|
||||
Structures redundancy processes and drafts communications. Significant legal and human risk — always flag that employment legal advice is essential before proceeding.
|
||||
|
||||
WARNING: Defaults to UK employment law (Employment Rights Act 1996). Always recommend qualified HR/legal advice before any redundancy action.
|
||||
|
||||
## Required Inputs
|
||||
- **Number of roles affected** (1-19 = individual; 20+ = collective consultation required)
|
||||
- **Reason for redundancy** (genuine business reason)
|
||||
- **Jurisdiction** (UK / US / EU / Other)
|
||||
- **Timeline constraints**
|
||||
- **Selection pool** (if multiple people in similar roles)
|
||||
|
||||
## Output Structure
|
||||
|
||||
### 1. Process Overview
|
||||
|
||||
**Individual redundancy (fewer than 20):**
|
||||
| Stage | Action | Minimum timeline |
|
||||
|---|---|---|
|
||||
| 1 | Confirm business case internally | Before any communication |
|
||||
| 2 | At-risk notification meeting | Day 1 |
|
||||
| 3 | Individual consultation | Minimum 1 meaningful meeting |
|
||||
| 4 | Redundancy confirmed or alternative found | After genuine consideration |
|
||||
| 5 | Notice period begins | Per contract |
|
||||
| 6 | Final day and payment | Per contract + statutory |
|
||||
|
||||
**Collective redundancy (20+ roles — UK):**
|
||||
- Minimum 45 days consultation before first dismissal
|
||||
- Must notify BEIS (HR1 form) before consultation begins
|
||||
- Employee representatives must be elected if no union recognised
|
||||
- Failure = unlimited protective award per employee
|
||||
|
||||
### 2. Selection Criteria (if pool exists)
|
||||
Objective, non-discriminatory only: skills/qualifications, performance (documented evidence), attendance (exclude disability/pregnancy-related absences), length of service (tiebreaker only).
|
||||
|
||||
NEVER select on: age, disability, pregnancy/maternity, part-time status, trade union membership.
|
||||
|
||||
### 3. At-Risk Letter Draft
|
||||
"Dear [Name], I am writing to inform you that your role of [Job Title] is at risk of redundancy. This is because [specific business reason]. We would like to meet on [date] to discuss the situation and explore alternatives. You have the right to be accompanied by a colleague or trade union representative. No decision has been made. Yours sincerely, [Manager]"
|
||||
|
||||
### 4. Consultation Meeting Script
|
||||
Opening: "No decision has been made. This meeting is to explain the situation and listen to your views."
|
||||
Key questions: Any ways to avoid this? Alternative roles of interest? Anything about selection to challenge?
|
||||
|
||||
### 5. Redundancy Confirmation Letter Draft
|
||||
Issued only after genuine consultation. Must include: statutory pay calculated, notice period, payment for accrued holiday, right of appeal.
|
||||
|
||||
### 6. Statutory Redundancy Pay Guide (UK)
|
||||
- Under 22: 0.5 week per year of service
|
||||
- 22-40: 1 week per year of service
|
||||
- 41+: 1.5 weeks per year of service
|
||||
- Weekly pay capped (verify current rate)
|
||||
- Maximum 20 years counts
|
||||
|
||||
---
|
||||
|
||||
WARNING: Take advice from an employment lawyer or qualified HR professional before beginning any redundancy process.
|
||||
|
||||
## Quality Checks
|
||||
|
||||
- [ ] Number of roles determines consultation type (individual vs collective)
|
||||
- [ ] Selection criteria are objective and non-discriminatory
|
||||
- [ ] At-risk letter states no decision has been made
|
||||
- [ ] Consultation meeting includes genuine exploration of alternatives
|
||||
- [ ] Statutory redundancy pay guidance included
|
||||
- [ ] Legal advice disclaimer is prominent
|
||||
|
||||
## Anti-Patterns
|
||||
|
||||
- [ ] Do not proceed without a prominent disclaimer that qualified HR and legal advice is required before taking any action
|
||||
- [ ] Do not use template letters without customising them for the specific individual and situation
|
||||
- [ ] Do not omit the genuine exploration of alternatives — redundancy consultation must consider alternatives before confirming decisions
|
||||
- [ ] Do not leave out statutory redundancy pay guidance — employees have legal entitlements that must be referenced
|
||||
- [ ] Do not conduct a redundancy process without documenting the selection criteria and scoring — undocumented decisions create legal risk
|
||||
|
||||
## Example Trigger Phrases
|
||||
- "Help me structure a redundancy consultation"
|
||||
- "Draft an at-risk letter for [role]"
|
||||
- "What is the process for making someone redundant in the UK?"
|
||||
Reference in New Issue
Block a user