HR GA General assessment - new (GK 2 Jan 18) Name Surname Email Do you have formal policies and procedure in place to develop staff (e.g. as part of succession planning)? Yes, very much so. We place a very high priority on developing our staff, in the interests of the company (to retain quality staff) and the staff Yes, to a degree. We do encourage staff development, but this is not widely communicated and tends to be more driven by the staff To a limited extent. We would support staff developing themselves, but don't really see this being to the benefit of the company, and/ or it is very limited (e.g. to a few individuals that are on development programs) No, not really. We wil provide some support to staff wishing to develop skills, but this is fairly limited and totally dependent on the staff member driving this process. Not at all. We don't encourage staff to develop, as we see this as their own personal responsibility. Does the business/organisation have HR (human resources) policies, covering key areas such as recruitment, performance, remuneration, conduct and discipline? Yes, absolutely. We have a comprehensive HR policy that covers virtually every aspect and area of HR including employee well-being, use of social media, smoking/vaping in the workplace, conflict, racism, sexism, harassment, confidentiality, restraint conditions and we follow codes of good practice in all areas. Yes, we have HR policies, but only for major elements (e.g. recruitment, remuneration, leave or resignation) and not every aspect of HR notably conduct, disciplinary and/or termination. Yes, to a degree. We have the odd HR policy, but these are limited in number and/or not followed very closely, outdated and/or probably not adequate. No, not really. We have very limited HR policies and procedures in place and these only cover a few some areas, and/or are not uniformly applied. No, not at all. We don't have any HR policy, formalised processes or procedures in place and are dictated by ruling labour practice and common law. Does your organisation promote a culture of role (job) clarity and holding staff and management accountable for their performance? Absolutely. We place a very high priority on ensuring that EVERY staff member and manager must be clear on what is expected and we hold ALL staff and managers accountable for their perormance Yes. We do believe that staff must be clear on what is expected and that we should hold staff accountable for their performance/ contribution. This is however not done at all levels/ for all staff To a degree. We do broadly believe that staff should be clear on what is expected and generally holding staff accountable for their performance, but this is not a major priority To a limited extent. We do feel that roles should be defined and performance monitored, but this is not a high priority and as such this is only relevant in parts (e.g. some levels of the organisation) No. We don't really see the clear definition of roles (i.e. telling staff what is expected of them) as important and don't have a culture of holding staff accountable for their personal performance GA_HR_Score Submit If you are human, leave this field blank.