HR DA Control gk HR DA Control gk Is the need for new staff formally considered before a role/ position is created? Yes. Always. We have a very deliberate culture of carefully considering new roles. Generally yes, but there are times (e.g. with more junior roles or when we have urgent time pressure) when this is not always done. To a degree. We will often formally review the need for new roles, but this is not always done (e.g. not all departments follow the process). Not really. We would probably formally review a new role when this is a big position (e.g. a high cost to company), but don't have a policy or don't generally apply the principle. No. Every manager creates new roles as they see fit without any formal process to check the need or implication of that role. Do you do comprehensive background checks (e.g. checking for criminal records, credit history and checking qualifications and references) before making formal offers of employment? Yes. Always. we do comprehensive background checks on ALL potential staff. These include independent reference checks, verification of identity and qualifications, criminal record checks and credit checks. Generally yes. We do check for criminal records, verify references and qualifications. This is however not done for all staff as it is only done for certain levels (e.g. more senior staff). To a degree. We do limited checks on SOME possible employees. We would for example check references, but would call the numbers given. We don't typically check credit records, criminal records and independently verify qualifications though. No. Not really. We will occasionally check references and credentials, but this is rare (only for some appointments) and we don't check anything like criminal records, credit history or verify identity. No. We don't do background checks on possible staff. Do you actively monitor and manage staff whose performance is below the agreed standard? Yes. Under-performing staff are given formal and well crafted performance improvement plans. These staff are closely and actively monitored on an on-going basis. We also monitor these staff for high risk behaviour. Yes. we monitor under-performing staff, often with performance improvement plans in place. The monitoring of these staff could however be better (e.g. more formal and more frequent). We should probably also monitor these staff for high risk behaviour. Not really. The managers of under-performing staff are required to actively manage under-performing staff, but we don't really follow formal processes and the effectiveness is very dependent on the underlying manager. This area does need attention. No. We frankly don't actively manage staff whose performance is below standard. Do you have well defined processes and procedures to follow when staff performance is below the agreed level? Absolutely. We have well defined, formal processes to manage under-performing employees. These processes are ALWAYS followed. To a degree. We have processes that we follow when staff fall below the agreed performance level, but these are not formalised and/or are not very comprehensive and we don't always follow the defined process closely. Not really. We have broad processes that we follow, but these are not formalised in policies and procedures, and are often not adhered to. Do you have procedures in place to identify possible conflicts of interest and to monitor the external interests of staff? Absolutely. All relevant staff are required to make a regular (e.g. annual) declaration of interests. Yes. Relevant staff are typically required to declare external interests or possible conflicts of interest. These are not however updated regularly and the policy is not always enforced. To a degree. We would occasionally require very senior staff to declare possible conflicts of interest, but the policy is limited to very senior staff and is not consistently applied and regular disclosures are not required. No not really. We do on occasion get conflict of interest declarations, but don't typically require these and don't have a real policy that we apply. No. We never or very rarely request declarations of interest and have no policy in this regard. Is the cost of a new employee formally considered and factored into a HR budget? Option 1 Option 2 Score Do you have robust processes and procedures to ensure that all dismissals, retrenchments and other termination of staff engagement comply with the legal requirements (essentially to eliminate the risk of legal action)? Yes. We have a very sound processes to ensure that all dismissals etc. strictly follow due process. we believe that this not only ensures that all disciplinary processes are legally sound (with no possibility of a counter claim (e.g. in the labour court) but is also done to ensure fair treatment of staff. These processes are strictly adhered to. Yes. To a large extent. We have a carefully designed process to ensure that all disciplinary action follows due process. There are however cases where the process is not fully adhered to. These cases can/ do expose the organisation to legal claims and can/ have resulted in unhappiness among some staff. To a degree. We have good policies and procedures covering dismissals etc., but these policies and procedures are not always followed by managers in the organisation. This has caused/is likely to cause problems for the organisation. No. Not really. We do have a policy, but don't have proper procedures or we have procedures that are seldom followed. No. Not at all. we don't have any processes or procedures covering dismissals etc.. Are you vigilant to the risk of high risk employees (e.g. over indebtedness, substance abuse - drugs/alcohol, gambling addictions or experiencing personal challenges) or significant changes in lifestyle (e.g. unexplained lifestyles, overseas holidays, expensive jewellery and clothes, new/luxury cars, private schools)?* Very much so. We are very aware of the risks posed by high risk employees and not only actively monitor the situation, but have procedures (e.g. closer monitoring or offering counseling support) to monitor and assist staff that we suspect of personal challenges or additions. We are generally quite aware of high risk employees, but probably need to refine our policies and procedures relating to high risk staff. We are generally quite weak at identifying and monitoring high risk employees. We are very weak at identifying, and managing high risk employees. It is probably something we need to work on. Do you do identity, credit, criminal and qualification checks on potential staff? Option 1 Option 2 If you are human, leave this field blank. Submit
