Recruitment & Selection

 Are there job descriptions for each position within the organization?
 Are all job descriptions up to date?
 Are current employees made aware of job openings within the organization?
 Does the company use job advertisements?
 Are applicants complete application forms for open positions?
 Do application forms refrain from asking information about prohibited grounds?
 Are unsuccessful candidates notified?
 Is there a standard offer letter?
 Is there a standard contract? Has it been checked by a lawyer?
 Are the references of job applicants checked?
 Is attrition/turnover monitored?
 Is cost per new hire being calculated? Are hiring costs within budget?
 Is training provided for those who conduct interviews?

New Employees (Orientation)

 Are workplace policies and procedures reviewed with all new hires?
 Are company policies and procedures applicable to the work environment?
 Are all policies and procedures communicated and enforced?
 Is there an employee handbook?
 Is the employee handbook specific to your workplace?
 Is there orientation or on-boarding policy?
 Are new hires provided an orientation?
 Are new hires introduced to others employees, including management?
 Are new hires trained appropriately for their job?

Training & Development

 Are employees provided training for new processes and procedures required to
complete their job duties?
 Are employees provided with opportunities to develop their existing skills?
 Are employees evaluated after completion of training programs?
 Are training initiatives within budget?
 How are managers and supervisors trained and prepared for their roles?
Health & Wellness & Safety
 Employees provided Health &Safety training?
 Are all employees provided with emergency numbers, human rights commission and
labor board information?
 Are employees encouraged to promptly report incidents, and suggest ways to reduce
or eliminate risks?
 Are workplace injuries, near misses and accidents being reported, documented and
investigated?
 Are employees' worker's compensation files kept secure and separate from their
employee file?
 Is regular contact made with employees out on workers' compensation?
 Is there a health & Safety Policy in place, and is it updated on an annual basis?
 Is there an effective Return to Work Policy and Procedure in place?
 Are there first aid stations with posted first aid regulations?
 Is bright, effective lighting installed indoors and outdoors?
 Is the Health & Safety Policy posted in a conspicuous place and signed by the head
of the organization?
 Are emergency evacuation plans and procedures established?
 Are measures in place to prevent intruders from entering the grounds or buildings?
 Is there a Health &Safety committee established?
 Are workplace inspections conducted monthly and documented?
 Are workplace inspections documents reviewed and signed by management?
 Is there a policy on discrimination and harassment?
 Is there an established wellness program?
 Is accessible to disabled employees?

Compensation
 Is there a formal pay structure?
 Is the pay structure reviewed regularly?
 Is there documentation pertaining to hours worked?
 Has the compensation plan been communicated to all employees?
 Are the appropriate payroll deductions being made?
 Are employees paid on time, and is pay free from discrepancies?
 Does the compensation structure adhere to employment standards?
 Are there procedures developed pertaining to paid time off (vacation, stat holidays,
etc.)?
Benefits
 Are there incentives in place?
 Is there a benefit plan in place?
 Are employees aware of the details of their benefit plans and incentives?
 Who administers the benefits?
 Is the employee's health care information kept in a private, confidential location?
 Is there a recognition program in place?

Performance Management
 Is there a performance management policy in place?
 Is the effectiveness of the performance management practices reviewed on a regular
basis?
 Is the quality and quantity of work evaluated?
 Is there a correlation between performance and compensation?
 Is there a process for employees to lodge complaints?
 Is there a whistleblower policy?

Attendance Management
 Is there an attendance management program?
 Are workweeks identified and defined?
 Is there an effective leave policy in place?
 Are full-time and part-time hours defined? Are shifts defined?

Recordkeeping and Documentation

 Are employee files up to date and retained for the appropriate length of time?
 Is employee information kept confidential?
 Are records of all training (e. Health & Safety) received, maintained and updated?

Administration
 Do the goals of the Human Resources department align with those of the
organization?
 Are hours of work established for each role within the organization (including full-
time and part-time)?
 Is there open communication to and from the HR department?
Termination of Employment
 Are exit interviews conducted?
 Is the information garnered through?
 Is there a progressive discipline policy in place?
 Is this policy communicated to all employees?
 Do terminations adhere to employment standards with respect to notice, termination
pay, etc.?

Management
 Are HR goals in line with those of the organization?
 Is there open communication to and from the HR department?
 Is the HR department/manager/leader at the same pay level as other senior
executives?
 Is the HR department/manager/leader consulted by the other senior executives
during planning?
 Are all supervisors and managers trained in all HR policies (discrimination
harassment, health, safety, etc.?)
 Is there a talent management plan in place?
Department Organization Questionnaire

Human Resources Department is structured, organized and equipped to provide overall

Strategy, direction and effective management of the organization's human resources
function to accomplish organizational

1. Is there one department or function within the organization that is responsible

accountable for planning, establishing, overseeing and coordinating all human resource
policies, systems and services for categories?

2. Does the senior-level human resources manager report the same level position as all
other major and line departments within the organization?

3. Strategic, tactical and policy issues?

4. Does the senior human resources manager integrate all HR activities with the
organization's strategic business plan?

5. Does the Human Resources department demonstrate a clear understanding of

organizational and customer needs?

6. Are HR services and functions aligned and prioritized to organizational and customer
needs?

7. Has a department mission statement been developed explaining its purpose within
the organization?

Has this mission statement been communicated to all management personnel?

Has this mission statement been communicated to other customers throughout the
organization?

If so, to whom? How?

8. Does the Human Resources department take a lead in striving for a more empowered
and participative work force (productivity improvement, cost reduction, quality
improvement and improved quality of work life programs?)

9. Has a Human Resources department organization chart been published and

distributed?
If so, to whom?
Does the organization chart clearly define functional responsibilities and whom
customers can contact for service?

10. Are job descriptions established for all HR personnel stating major job objectives,
responsibilities and accountabilities?

11. Do all HR personnel understand their respective roles and relationships others in
the department?

12. Are department personnel cross-trained to perform duties outside their major
responsibility?

13. Do they work on team and department task force projects?

14. Are departmental personnel professionally and technically competent?

15. Do they serve as internal consultants to management as well as counselors to

employees?

16. Does the department staff work well as a team?

17. Are they readily accessible to all customers?

18. Are department personnel provided adequate training and professional development
to meet organizational challenges and demands?
19. Is involvement in professional and technical groups encouraged?
Does the department subscribe to major technical and professional journals?

20. Is there a credible performance appraisal in place clearly stating mutually

established goals and objectives for department personnel?

21. Are human resources staffs compensated according to market standards?

Are they compensated based on comparable positions within the organization?

22. Does department staff effectively balance organizational with employee needs and
act as an intermediate for both?

23. Is the Human Resources department results-oriented (i.e., measuring cost-

effectiveness and the bottom line results of human resources programs)?
If so, is it attentive to the bottom line and does it demonstrate a business orientation?

24. What is the span of control of the top position within the departments (i.e., how
many and which positions report to it)?
 Are supervisors or managers reporting to other mid-level managers?
 How many employees are in the Human Resources department?
 What is the ratio of HR department staff to all employees served?
 How does this compare to comparable organizations offering similar services?

25. Are HR needs and programs accounted for in the organization's budgeting process?

26. Does the organization make plans for ensuring that HR's future needs are met?

27. On a scale of one to seven (seven being the highest and four being adequate), how
would the Human Resources team rate the overall effectiveness and structure of your
Human resources department?

28. On the same one-to-seven scale, how do you think other department heads would
rate the overall effectiveness and structure of the HR department?
On the same one-to-seven scale, how do you think the employees would rate the overall
effectiveness and structure of the HR department?
Recruitment
1. Is there a policy in place stating the organization's philosophy on recruitment and
selection?
Does the policy contain procedures to guide managers through the recruitment and
selection process and describe how to get help?

2. Is there one position within the organization accountable for overseing and
coordinating recruitment and placement?

3. Is there a formal process in place for identifying job vacancies?

4. Briefly describe the process from needs identification through final approval
authorization.

5. Is recruitment done proactively from a planning mode (i.e., projected workforce plan)
as well as reactively to immediate replacement and new job openings?
Is recruitment linked to human resources planning (projected workforce requirements)?

6. Is job analysis conducted for each position?

 Does the job analysis accompany the hiring authorization?
 Does the job analysis accurately identify the key objectives and responsibilities of
the position?
 Does the job analysis accurately identify the essential 'can do' skills needed (i.e.,
skills, abilities, knowledge, education and experience)? Accurately identify the
essential will do' skills needed (e.g... leadership, interpersonal, entrepreneurial,
communication and good attitude)?

7. Is consideration given to internal candidates for all job before outside recruitment
begins?
If some positions are determined to be filled from within, how is this determination
made?

8. Is there a formal job posting procedure If so, does the job posting contain the job
objectives, needs and requirements cited in the job analysis ( # 6 above ) ?
9. Are recruitment strategies (methods to obtain qualified candidates) set before active
recruitment begins?
 Who participates in the strategy development?
 Does this strategy include affirmative action and diversity needs?

1o. what kind of recruiting sources does your organization use and for what positions
Newspaper sources?
 Professional journals/periodicals?
 College recruiting?
 Special events recruitment (e.g., job fairs and expos)?
 Community referral agencies (e.g., state employment and training offices)?
 "Quasi-search" methods (e.g., hourly rate paid to recruiting professionals for
targeting candidate sourcing of professional candidate researchers)?
 Employee referral?
 Internal computerized applicant database?
 Professional networking (e.g., associations)?
 Direct mail recruitment?
 Personal networks (e.g., local competitors, customers, suppliers, outplacement firms
or industry research)?

11. Does your organization measure the effectiveness as well as the costs of these
recruiting sources?

12. To whom are these performance measures and recruiting costs communicated?

SELECTION
13. Does the HR department perform all initial screening of candidates??

14. Are candidate telephone interviews, Teleconferencing or video screening conducted

before personal interviews personal interviews?

15. How many candidates typically interviewed before filling a position and at what
levels?
16. Who participates in the interview and at what intervals?
 How many people are typically involved in the interviewing process?
 Are panel interviews used?
 Who makes the final hiring decision?

17. Are hiring managers trained in objective selection (e.g., interviewing techniques,
position- related questions and legal implications)?

18. Are reference checks conducted on all candidates?

Who performs the reference checks?

19. Are tests or personality profiles used in the selection process?

Are they professionally validated?

20. Are drug tests administered to all new employees as a condition for hire?

21. Does the organization compare the number of job openings and workforce
projections with the HR department's recruitment and selection capacity?
Are peak and low hiring cycles identified?

22. Has the organization examined or evaluated any of the following alternatives to
satisfying workforce requirements:
 Project or contract outsourcing?
 Temporary placement?
 Internal temporary placement pool?
 Part-time employment and job sharing?

23. Are all employment costs accounted for in the organization's budget?

24. On a scale of one to seven (seven being the highest and four being adequate), how
do you think the HR team would rate the effectiveness of the recruitment and selection
process?
25. On the same one-to-seven scale, how do you think departments would rate the
effectiveness of the recruitment and selection process?
Compensation Questionnaire
A system of evaluating jobs and compensating employees to ensure that the
organization attracts retains and motivates employees to accomplish organizational
objectives.

1. Does the organization have a policy clearly stating its position on employee
compensation?
 Is this organization's management philosophy on compensating employees, and does
it reinforce the values of the organization?
 Is the organization's compensation philosophy clearly communicated to all
employees? Is it clearly supported and monitored by management?

2. Does the compensation policy contain procedures to guide managers on how to

implement the compensation system?

3. Is there one position within the organization accountable for overseeing and
coordinating all compensation-related activities (Gob evaluation, job classifications,
job descriptions, salary administration, performance appraisal and compliance with all
governmental pay regulations and EEO regulations)?
 4. Is there a process for keeping the organization aware of compensation paid for
comparable job functions in the region? Compensation paid to comparable exempt
job functions nationwide?
 Compensation paid job functions industry-wide?
 How frequently are there market studies performed?

5. Is your plan in agreement with the compensation philosophy of the organization?

 Are pay ranges wide enough so as not to force vertical pay growth?
 Are pay ranges wide enough and procedures available to reward additional
knowledge, skills, abilities and responsibilities and encourage lateral career growth?
 Do the intervals between ranges clearly define the differences in positions assigned
to those pay ranges?
 Are pay differences great enough to ensure that a subordinate is not paid more than
his or her supervisor, including overtime payments?
6. Are all jobs classified using a consistent job analysis?

7. Are all job classifications reviewed for gender and minority equity?
Are all comparable jobs reviewed for possible evidence of uneven treatment for females
or minorities?

8. Does your organization have an employee performance appraisal system?

 Does the performance appraisal establish clear objectives, expectations and
performance measurement criteria linked to that specific job?
 Does the performance appraisal provide objective, interactive and meaningful
feedback on performance?
 Do performance objectives clearly support departmental and organizational
objectives?
 Are these objectives and measurement discussed with individual being appraised?
 Do the employees have clear and direct control over the outcome of their appraisals?
Do performance appraisals reflect an employee's positive behavior, as well as
results? Do performance appraisals include a written plan to improve employees'
knowledge and skills?
 Are pay plans linked to rewards for measured performance?
 Is the performance rating/pay adjustment reviewed by someone in a position higher
than that of Are t the rater before discussion with the employee and implementation?

9. Does your organization have a pay-for-performance (merit-based) system?

 Does it work as intended, or is it a tool for compensation adjustment?
 Does an outstanding performance merit an outstanding reward?

10. Are compensation increases budgeted throughout the organization and are
guidelines for distribution clearly communicated?
 Are ranges and limits clearly defined (e.g., pay increments linked to performance
measures)?
 Is distribution of compensation among departments reviewed by management for
consistency and equity before awarding increases?
11. Are other performance compensation awards (results sharing) appropriate and in
place?
 Profit-sharing awards based on organization-wide profitability.
 Special recognition awards, e.g, bonuses for meeting a combination of results
criteria, including department contribution performance, major productivity
increases, sales and profit increases, and cost savings.
 Group or team productivity based performance and distributed by team members.
 Gain-sharing awards based on local performance
 A special pay-for-knowledge system, e.g., payment for increased development of
employee knowledge, skills, abilities and/or responsibility (allowing a broader job
design without changing assignments).

15. Does your organization have the capacity for a compensation strategy to attract,
retain and motivate employees?

16. Are compensation administration costs included in the budget?

17. On a scale of one to seven (seven being highest and four being adequate), how do
you think the Human Resources department would rate the effectiveness of the
compensation system?

18. On the same one-to-seven scale, how do you think your internal clients (other
departments and employees) would rate the effectiveness of the compensation system?

Employee Benefits Questionnaire

Programs by which employees receive noncash compensation to ensure that the
organization attracts, retains and motivates employees to accomplish organization
objectives.
1. Does the organization have a clear policy regarding employee benefits?

2. Is there one position within the organization accountable for fairly and consistently
implementing employee benefit programs and ensuring compliance with governmental
regulations, such ERISA, COBRA, EEO and the Family and Medical Leave Act/law?
 3. Is the organization current on competitive employee benefit practices, such as
childcare flextime, job sharing, vacation/sick time, time-off provisions and health plan
alternatives?

HEALTH CARE COST CONTAINMENT

4. Is there a process in place to contain medical costs while offering quality health
employees?

5. Do you periodically gauge employee satisfaction with the benefit plan service,
timeliness, claim management and accuracy?

6. If employee dissatisfaction is high or costs are out of control or noncompetitive, do

you put your benefit plans out to bid?
How often this occur?
Labor Checklist