HR Health

Check
Demo Report
HR Health Check Report
Demo Report

Your Results
This report covers the following:
 Areas you are doing really well, so you can continue to keep them strong
 Practical actions you can do to improve your Human Resources Management, based on your
business

Your Business Profile

This is what you have told us about your business:
 40-100 staff and/or contractors
 Managers or team leaders supervise work of staff
 Operations plus office functions which include a broader range of functions such as purchasing,
AP/AR, sale/adverstising, customer service, etc.
 Functions in the business need to work towards their own goals and delivery, as well as working
across the business with other teams
 Product/service mix and scale of the business is relatively stable and constant

Based on this profile, your responses have been assessed and scored against which Human Resources
Management areas are important for your business.

Overall Rating
Poor Fair Good Very Good Excellent

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Human Resources Management Benchmarks

The degree of Human Resources Management you require depends very much on the size and type of
business you have and what your business needs are, at a particular point in time.

Based on your business profile, we have evaluated your responses and calculated your scores based on:

Benchmark 2

Each question is scored differently for each benchmark level. What might be of high importance to a
business at Benchmark 4, might be of little importance to a business at Benchmark 1.

Here is a brief description of each of the benchmarks:

Benchmark 1
 You do the HR basics right.
 You comply with relevant laws and agreements.
 You have the right people, and they perform well.

Benchmark 2
 Your resourcing needs are met smoothly.
 Your staff have the right skills.

Benchmark 3
 Your team work effectively together.
 Your processes are efficient.
 You attract and keep the best people.

Benchmark 4
 You have a winning culture.
 Your business can change and grow with agility.
 You predict and plan.

Your results below take into consideration the Benchmark that we have determined is currently
appropriate for your business.

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Summary
Poor Fair Good Very Good Excellent
Engagement
Recruitment, Selection & Induction

Position Descriptions

Employee Contracts & Induction

Remuneration & Benefits

Employee Benefits
Management
Code of Conduct

Team Values & Behaviours

Organisational Culture

Work Health & Safety

Performance Management

Learning & Development

Employee Wellness

Talent Management
Planning
Staff Leave

Employee Payroll

Org Processes & Systems

HR Business Planning

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Action Plan
The following actions are critical when you make a plan:
 Prioritise
If the area covers compliance, safety or conduct, you should be acting to do something as soon as
possible. Other areas can be put in place over time based on what you decide in your action plan.
 Plan Tasks
Break your action plan into easy tasks so you can make progress and no one piece of your plan is
too big to handle.
 Set deadlines and track
Don’t put your plan away in a drawer! Keep it handy so you can track progress and keep focused
on your goals.

Four key actions can help keep a plan on track:

 An owner
Nominate the right person in your business who should be responsible for improving this task or
area.
 Skills
Make sure the person you give the task to is trained and skilled, or knows where to get advice and
help.
 Tools
Seek tools and help from experts.
 Communication
Make sure the person and everyone in the team is aware so they can support the improvement.

What next?
 Stay up to date
 Source ways to stay up to date.
 Make changes as required
 Keep in touch with the growth and evolution of your business so that as it evolves, you can be
prepared to increase the level of People Management in your business.

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Action Plan
Summary
Your business needs to take urgent action in the following High Priority HR Management areas. Each item
is described further in the Details section below.

High
Engagement Management Planning
 Employment advice sources  Conduct with company property  Shift and work rosters
 Advertisement formats  Internal complaints process  Leave record accuracy and
 Financial and authority limits  Staff professionalism completeness
 Award and agreement  Staff pride in the business  Staff and contractor records
compliance  Staff communication source
 Complete agreement terms  Conflict management  Staff and contractor records
used  Employment Relations completeness
 Superannuation administration  New staff induction  Pay security and confidentiality
 Incentive and bonus programs  Safety set-up completeness  Staff and contractor cost
 Company benefits offered  Business process improvement capture
 Performance feedback  Employee share ownership
 Staff training plans administration
 On the job learning usage
 Business-wide capability
development
 Flexible work arrangement
management

Medium
Engagement Management Planning
 Recruitment criteria  Illegal conduct resolution  Timesheet accuracy and
 Reference checks  Staff accreditation and license completeness
 Induction responsibilities records  Pay accuracy and timeliness
 Position titles  Staff disputes status
 Staff career discussions  Performance objective tracking
 Internal promotions  Work-life balance
 Job Descriptions
 Correct agreements used
 External pay benchmarking

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Low
Engagement Management Planning
 Written and agreed terms of  Standards of workplace  Excess sick leave management
employment behaviour  External payroll and reporting
 Organisational charts  Manager understanding of compliance
 Documentation of induction HR/IR support avenues  Business process effectiveness
materials  Social Media conduct standards  HR Operations Model
 Apprentice/trainee usage  Management team  Business Planning
 Remuneration and Benefits effectiveness  Responding to a downturn
 Internal pay equity  Business operating values  Maintaining performance
 Pay increase method  Management of workplace  Responding to growth
 Salary packaging stress and tension
 Non-cash benefits  Leave and backfill management
 Exit interviews
 Culture and Engagement
 Workforce Planning
 Hazard and risk management
completeness
 Physical work environment
 Systems and work tools
effectiveness
 Performance counselling
process
 Performance feedback
discussions
 Performance objective setting
 Manager skills to give feedback
 Reward and recognition
programs
 Manager understanding of
Training support avenues
 Parental leave management
 Succession planning
 Leaders and High Potential
Talent

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Detail Recommendations for Action

High Priority
Recruitment, Selection & Induction
Employment advice sources  Confirm phone and online advice numbers you can
call or email to ask termination advice

Advertisement formats  Determine for your industry if there are any specific
online sites or networks which could be a source of
people
 Create an online presence on the right channels
 Brand your ads to attract people
 Seek assistance in writing an effective ad which pulls
in the right level and type of responses

Position Descriptions
Financial and authority limits  Update and communicate authority and financial
limits in job descriptions

Employee Contracts & Induction

Award and agreement  Check which agreements cover your staff
compliance  Compare the agreements to how you currently roster
and pay your staff
 Make any changes you need to for rostering and
paying your staff correctly

Complete agreement terms  View sample letters and agreements to make sure all
used necessary items are agreed with your staff
 Put in place complete written agreements with your
staff which cover all items not already covered by an
award or EBA correctly

Employee Benefits
Superannuation administration  Source information on your obligations with
superannuation
 Nominate a person in your business to be responsible
for ensuring timely and accurate superannuation
obligations are met.

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Employee Benefits
Incentive and bonus programs  Evaluate your bonus and incentive methods for staff
 Check the records and process that incentives and
bonuses are being captured accurately
 Confirm the person in your business responsible for
tracking and recording the results
 Communicate the method and process to the team

Company benefits offered  Confirm additional benefit items which can apply in
your business (eg. Phone, vehicles, laptops, credit
card, on-call allowances, additional superannuation,
bonuses etc.)
 Confirm the accounting and tax treatment of such
benefits
 Work out a fair rationale for which staff/contractors
receive the additional benefits
 Confirm who and how the tracking of company
property held by staff/contractors occurs
 Confirm the person and process responsible for the
completion of FBT returns

Code of Conduct
Conduct with company  Update and republish the conduct statement in your
property business
 Once republished, have all staff and contractors sign
and acknowledged the statement of conduct

Internal complaints process  Make it clear to staff and contractors what they
should do and who they should go to with complaints
or employment issues

Staff professionalism  Agree with your staff and contractors how to deal
with customers
 Have an agreed method staff/contractors are to use
with difficult customers or complaints

Team Values & Behaviours

Staff pride in the business  Set up a staff noticeboard, website or newsletter so
that the team can hear what the company is doing
 Use staff communication to recognise individuals and
teams who have achieved something special
 Nominate a person in the business to coordinate a
newsletter/noticeboard to keep it up to date

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Team Values & Behaviours

Staff communication  Review the effectiveness of the staff noticeboard,
website or newsletter so that the team can hear what
the company is doing
 Implement and communicate improvements to
business noticeboard Nominate a person in the
business to coordinate a newsletter/noticeboard to
keep it up to date

Conflict management  Make sure all staff are clear who to go to with
concerns or issues
 Build the skills of managers in dealing with conflict

Organisational Culture
Employment Relations  Review the Employee Relations Plan for your business
 Update a Business-wide Employee Relations Action
Plan

Work Health & Safety

New staff induction  Review the current materials which new staff and
contractors work through when they start, and
improve the quality and completeness of the process
 Check when and why induction may not be
happening and put in place actions and
responsibilities so that every new person receives a
complete induction

Safety set-up completeness  Update and recommunicate a Safety Policy in your

business
 Ensure updated safety training for your staff and
contractors, depending on their job
 Reinforce regular times to communicate and consult
with all staff and contractors about safety
 Conduct an online Work Health and Safety audit and
create an Action Plan to improve the safety
standards in the business

Business process improvement  Seek feedback from your teams on key processes,
blockages and delays (S.W.O.T)
 Identify and prioritise improvements which can be
made
 Create a plan and nominate people in the business
to action each item
 Track the improvements

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Performance Management
Performance feedback  Give feedback and agree a performance plan with
any staff who could improve their performance,
attitude or productivity
 Set review dates to track improvement

Learning & Development

Staff training plans  Ask each person complete a draft training plan
 Review the draft training plan for each person and
agree a plan works for your business as well as them
 Nominate responsibility for someone to set up agreed
training time and programs
 Set a date to review progress against the training plan

On the job learning usage  Work out which staff can share their expertise with
other staff/contractors through on-the-job training
 Plan who needs training and put in place an action
plan

Business-wide capability  Update a business-wide development plan based on

development the skills, knowledge and behaviours required

Employee Wellness
Flexible work arrangement  Update and communicate your Flexibility Policy
management  Discuss work flexibility options with staff
 Consider how the arrangement can work for the
business, the team and the individual
 Document and communicate the agreed plan

Staff Leave
Shift and work rosters  Review the effectiveness of the roster in light of the
business and staff schedules
 Plan and discuss the roster regularly so it runs smoothly

Leave record accuracy and  Confirm the timesheet process, the cause of any
completeness errors or delays and put in place actions to
prevent/improve the process

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Employee Payroll
Staff and contractor records  Confirm the location for all staff and contractor files
source which is secure and confidential
 Ensure the nominated person in your business to be in
charge of keeping the files up to date with any
changes

Staff and contractor records  Confirm the location for all staff and contractor files
completeness which is secure and confidential
 Ensure the nominated person in your business to be in
charge of keeping the files up to date with any
changes

Pay security and confidentiality  Keep all pay details, records and conversations in a
confidential and secure place

Staff and contractor cost  Confirm who is nominated to make sure staff and
capture contractor costs are charged to the accounts
correctly
 Check and amend as required, the method for
charging staff costs to the accounts

Employee share ownership  Confirm who is nominated in your business to manage

administration any share records and transactions
 Get advice on employee share plans

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Medium Priority
Recruitment, Selection &
Induction
Recruitment criteria  Review the requirements used for different jobs when
looking at potential people to join your business
 Consider putting in place or improving your job
application form
 Seek assistance on creating advertisement templates
which will attract the right people
 Confirm criteria and questions used in interviews to select
the best person

Reference checks  Reinforce the use of reference checks for all recruitment
and create a format which is based on your needs

Induction responsibilities  Review the process and thoroughness of how new

staff/contractors, are set-up on the first day (phone, pc,
tools, uniform etc.)

Position titles  Review and update staff with position titles in light of
their role and responsibilities
 Confirm any updates in staff’s employment
agreement/letter

Staff career discussions  Set a regular process within the team each year
where each person discusses their career with their
manager
 Collate the discussions together as a management
team and agree feedback for each person
 Agree career plans which work for the business and
staff person

Internal promotions  Post any internal opportunities so that internal staff

can apply/express interest
 Use a job description to outline the criteria for the job
 Conduct internal interviews to determine the best
person
 Give feedback to successful and unsuccessful staff

Position Descriptions
Job Descriptions  Update and communicate job descriptions for each
job in the business

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Employee Contracts & Induction

Correct agreements used  Check which agreements cover your staff
 Compare the agreements to how you currently roster
and pay your staff
 Make any changes you need to for rostering and
paying your staff correctly

Remuneration & Benefits

External pay benchmarking  Review each pay level against external ads and
benchmarks, at least once a year, or on a needs
basis
 Consider any differences in light of company
complexity and size
 Check any risks underpayment against the market
might have on the retention of staff

Code of Conduct
Illegal conduct resolution  Seek assistance in planning an education session for
your managers on their obligations and rights in
relation to harassment or bullying issues
 Update and republish the related policies to all
staff/contractors

Work Health & Safety

Staff accreditation and license  Ensure a person in your business is responsible for files
records which include records of training and qualifications all
staff and contractors need to do their job

Performance Management
Staff disputes status  Reinstate and ensure regular staff meetings to keep
communication channels open
 Seek avenues of advice if issues are escalating

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Performance Management
Performance objective  Track objectives periodically during the year
tracking  Use a Business KPI template to track and publish
results to staff
 Celebrate “wins” and targets being reached or
exceeded
 Communicate progress overall to the team
 Adjust objectives if circumstances change so they
stay relevant

Employee Wellness
Work-life balance  Discuss the effectiveness of the roster with staff and
contractors
 Discuss how caring responsibilities might be balanced
with team and work needs
 Plan and discuss the roster regularly so it runs smoothly

Staff Leave
Timesheet accuracy and  Confirm the timesheet process, the cause of any
completeness errors or delays and put in place actions to
prevent/improve the process

Employee Payroll
Pay accuracy and timeliness  Review the pay process and forms and put in place
actions to rectify any delays or errors

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Low Priority
Recruitment, Selection &
Induction
Written and agreed terms of  Continue to update and reinforce the standard letters
employment and agreements you use in your business for new
employees and contractors

Organisational charts  Continue to update the organisation chart which can

be then be communicated and displayed to the
team

Documentation of induction  Update and improve the standard folder (hardcopy

materials or online) which new staff and contractors can work
through when they start
 Confirm the process to ensure that all new people
sign an acknowledgment that they have read and
understood the contents

Employee Contracts & Induction

Apprentice/trainee usage  Discuss

Remuneration & Benefits

Remuneration and Benefits  Conduct a regular salary review and benchmarking
process
 Have a clear remuneration and benefit plan based
on how competitive you choose to be

Internal pay equity  At least once a year, conduct a pay audit which
looks at pays for all staff, by role and skills, across your
business
 Check the pays against minimum obligations of
awards or agreements
 Identify any anomalies and put in place a plan to
correct them

Pay increase method  Update and recommunicate a Pay for Performance

template which shows the link between top
performance and pay levels/increases
 Discuss the template with managers and ensure a link
to KPI’s and how they have their performance
discussions with staff

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Remuneration & Benefits

Salary packaging  Seek additional advice on the available salary
packaging elements which can be offered to staff
 Seek advice on the correct accounting and tax
treatment of such benefits
 Review if you want your business to offer these, based
on the size and complexity of your business
 Nominate a person responsible to assist in setting up
and administering the selected benefits

Non-cash benefits  Continue to stay in touch with which non-cash

benefits companies are offering their people
 Each year, create a plan for any additional non-cash
benefits you would like to offer your staff
 Nominate a person responsible to assist in setting up
and administering the selected benefits

Code of Conduct
Standards of workplace  Investigate online methods of storing the Code of
behaviour Conduct and having all staff reacknowledge an
updated version each year

Manager understanding of  Plan further education of your managers on their

HR/IR support avenues obligations and rights in relation to HR issues to help
prevent any future incidences

Social media conduct  Update and republish the social media policy
standards statement in your business

Team Values & Behaviours

Management team  Share Guide to Team effectiveness with all managers
effectiveness and team leaders
 Plan a team effectiveness workshop for anyone who
manages people

Business operating values  Work with staff in your business to check in with each
other and your customers that the values your
business promotes are what are observed
 Publish the values in your business premises and online

Management of workplace  Recommunicate access for staff to local or online

stress and tension counselling services Investigate programs which can
help educate your staff about managing stress

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Team Values & Behaviours

Leave and backfill  Confirm accurate use of an online calendar to track
management staff movements, leave and absences
 Discuss and agree with staff a contingency plan for
each person’s tasks so that either with internal or
external help, leave can be covered

Exit interviews  Confirm the exit interview form and process which
staff leaving the business can complete

Organisational Culture
Culture and Engagement  Review the Culture and Engagement in your business
 Develop additional programs to build culture and
engagement based on key needs

Workforce Planning  Review how well your workforce resource plan and
scheduling works using a S.W.O.T analysis
 Track and adjust the plan on a regular basis

Work Health & Safety

Hazard and risk management  Continue to refresh and update the Safety Policy in
completeness your business
 Ensure updated safety training for your staff and
contractors, depending on their job
 Reinforce regular times to communicate and consult
with all staff and contractors about safety
 Conduct regular online Work Health and Safety audits
and maintain an annual Action Plan to improve the
safety standards in the business

Physical work environment  See feedback from your teams on their physical work
environment
 Implement any “quick fixes” which can improve the
environment
 Put in place a plan to investigate or implement further
changes as required

Systems and work tools  Seek feedback from your teams on their equipment
effectiveness needed to do their job
 Identify and prioritise improvements which can be
made
 Create a plan and nominate people in the business
to action each item
 Track the improvements

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Performance Management
Performance counselling  Continue to update and communicate a
process Performance and Misconduct Policy and process
 Ensure all staff have easy access hard copy or online
to all company policies
 Seek avenues of advice if incidents arise
 Keep records and files of any incidents and their
resolution

Performance feedback  Reinforce a regular process within the team each

discussions year (or half year) where each person discusses their
overall performance with their manager
 Introduce or update discussion tools for managers
and staff to use in the discussion
 Collate the discussions together as a management
team and agree feedback for each person
 Agree actions coming out of the process which could
include performance improvement plans or further
opportunity for high performers
 Implement and track actions

Performance objective setting  Update key metrics which the business needs to
achieve in the year
 Use a Business KPI template to help communicate the
KPI’s and key metrics to staff
 Allocate whole/part of these objectives to people in
the team depending on their level and job
 Include specific objectives for each job, which will
help motivate the person to perform at the right level
and on the right things
 Use an individual KPI template for each person
 Communicate and agree objectives with staff

Manager skills to give feedback  Distribute a Guide to Effective Performance

Discussions to all managers
 Arrange for training for any managers who need to
build skills in giving feedback

Reward and recognition  Continue to evolve and enhance the effectiveness of

programs current recognition programs

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Learning & Development

Manager understanding of  Work with training providers to offer in-house
Training support avenues programs on key skill and behaviour areas within your
business
 Work with training providers to tailor content to
business needs
 Investigate online sources of training in addition to
face to face
 Investigate establishing a Study Assistance Policy for
eligible staff to undertake TAFE or university study
 Complete and communicate a Business-wide training
plan each year

Employee Wellness
Parental leave management  Continue to update your information and Parental
Leave policy
 Explore additional Parental benefits and support for
staff and managers through training and online
packs/assistance

Talent Management
Succession planning  Compile a People Plan which looks at key roles, key
people and the succession pipeline
 Develop a Business-wide People Action Plan to
prepare your business for its future talent needs

Leaders and High Potential  Update and track an action plan for key talent
Talent  Conduct a People Planning session with your
managers present so they can discuss and
participate in using the plan during the year

Staff Leave
Excess sick leave management  Track sick leave metrics in the business and seek to
understand any trends or increases with individuals or
teams

Employee Payroll
External payroll and reporting  Publish a calendar of deadlines to make sure all
compliance payment obligations are met on time, with the owners
of each task clearly identified

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Org Processes & Systems

Business process effectiveness  Conduct a SWOT analysis on the effectiveness of your
business processes
 Develop and track a plan to improve business
processes across the business

HR Operations Model  Identify and cost your current Payroll and HR

operations
 Investigate HR/Payroll insource and outsource options
 Determine and plan for the most effective and cost
efficient delivery which matches the scale and type
of your business

HR Business Planning
Business Planning  Develop and business plan
 Communicate and involve the team in the
development, tracking and celebrations of
achievements
 Share accountability for actions through KPI’s and
staff objectives

Responding to a downturn  Conduct a review of resources and people to

identify opportunities for temporary or permanent
staffing adjustments to the business
 Review your HR Business Plan which plans and tracks
the strategic development of HR with the business

Maintaining growth  Review your annual HR Business Plan which plans and
tracks the strategic development of HR with the
business

Responding to growth  Have an annual HR Business Plan which plans and

tracks the strategic development of HR with the
business

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Benefits of improving HR
Management
Compliance
What can happen if I don’t take urgent action on compliance issues?
Here are some examples....

 You can be personally liable

 You can be imprisoned
 Your business will face large fines for each offence
 Injunctions can stop your operations
 You may be ordered to reinstate people
 You may face an order for compensation
 We can help prevent non-compliance

Work Health and Safety

 Company officers have a duty to exercise due diligence to ensure the company meets its safety
obligations. There are significant penalties, including imprisonment for officers who fail to
discharge this duty, even if an employee is not injured.
 An officer who is in contravention commits an offence and is liable for a penalty. The laws provide
for significant monetary penalties, as well as imprisonment for the most serious breaches. There
are also a range of remedial orders available, including adverse publicity orders and community
service orders.

Illegal Conduct – Harassment or discrimination

 Under the Fair Work Act 2009, there are a number of remedies and penalties for adverse action
on discriminatory grounds. The maximum penalty for contravention of the unlawful
discrimination protections is $33,000 per contravention for a corporation and $6,600 per
contravention for an individual.
 The court may also make any order that it considers appropriate, including orders for injunctions,
reinstatement and/or compensation.

Minimum Wage Obligations

 An employer must not contravene a term of a modern award or a national minimum wage order.
Suspected contraventions will be investigated and enforced by the Fair Work Ombudsman.
 A contravention of a term of a modern award or a national minimum wage order may result in
penalties of up to $6,600 for an individual and $33,000 for a corporation.

Independent Contractors/sham contracting

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 Fair Work Inspectors can seek the imposition of penalties for contraventions of sham contracting
arrangements and reform opt-in provisions. The courts may impose a maximum penalty of $33
000 per contravention.
 Fair Work Inspectors may also apply to the courts to grant an injunction or an interim injunction if
an employer seeks (or threatens) to dismiss an employee for the purpose of engaging them as an
independent contractor. The purpose of the injunction would be to prevent the dismissal from
occurring, or otherwise remedy the effects. Courts can also make other orders to have the
employee reinstated or compensated.

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Australian Business Consulting &

Solutions
We can help you to put your Human Resources Management Action Plan in place:
Documents
 Policies
 Agreements
 Forms
 Correspondence
 Checklists

Information
 Subject-information
 Pocket Guides
 Templates & resources
 Updates and news

Advice
 Expert Advice - Workplace Advice Line 132959
 Legal support

Assistance
 Australian Business Consulting Solutions 1800 505 529

The information contained in this HR Health Check report is intended as general information only and
should not be relied on in place of specific legal or professional advice. NSWBC accepts no responsibility
or liability for any loss or damage which may be suffered or incurred by any person acting on the
information published.

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