Contents

HR Function Development Checklist: An Introduction.............................................................. 1

HR Development Process .......................................................................................................... 1
HR Primary Categories Defined ............................................................................................. 2
HR Management Policy Framework and Employment Legislation ................................... 2
Roles and Headcount......................................................................................................... 2
Recruitment ....................................................................................................................... 2
Documentation .................................................................................................................. 2
Training, Development and Career Management ............................................................. 2
Compensation and Benefits .............................................................................................. 2
Performance Management and Evaluation ...................................................................... 3
Termination and Transition ............................................................................................... 3
Legal Issues and Personnel Policies ................................................................................... 3
Criteria of the HR Development Checklist ................................................................................. 3
Interpretation of Results ....................................................................................................... 4
HR Function Development Checklist ......................................................................................... 6
 HR Function Development Checklist: An Introduction

Our fast moving way of working through life has pushed every sector in any organization forth,
except for the Human Resources (HR) sector. Organizations are facing an ever ageing
workforce, a surge of newbie's, falling recruitment levels, an increase in the need for higher
skills and the list goes on. What is worse, is that the managers and officers working behind
these challenges don’t actually have the proper skills to address such challenges. Hence, the
downwards spiral. Opportunities to create more dynamic and effective HR's are endless. This
is why, after countless studies and researches, we at ODAK have come up with the ultimate
HR Development Checklist, to help set our organizations in the correct path to success, and a
much improved management.

Because organizations are diversified in terms of hierarchy, structure, size, industry, etc.,
every HR needs to be tailored to meet the requirements of its organization. Unfortunately,
there is no such thing as "One Size Fits All" HR's. However, there is common ground between
all, and it is up to each and every organization to utilize the development process, and tailor
it to their needs.

HR Development Process

The Human Resources Development is a process of examining policies, procedures,

documentation, systems and practices taking into account the organization's HR functions. By
going through the process, the strengths and weaknesses, and issues in need of attention will
be revealed, which is the point of this process. By using this process with full focus on the
analysis and improvement of your organizations HR function, best results will be obtained. It
will not only help identify what is missing or what needs improvement, but also informs of
what needs to be done to address and resolve these issues.

The development process will cover self-assessments on the following nine primary categories
of the HR function:

 HR Management Policy Framework and Employment Legislation

 Roles and Headcount
 Recruitment
 Documentation
 Training, Development and Career Management
 Compensation and Benefits
 Performance Measurement and Evaluation
 Termination and Transition
 Legal Issues and Personnel Policies

Each of these categories will be comprehensively covered, and will help you discover your
organizations issues, resolve and recover.

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 HR Primary Categories Defined

HR Management Policy Framework and Employment Legislation

 HR management policies are formalized, documented and approved by the
appropriate authority.
 HR management policies comply with employment, workplace health and safety,
and other related legislation as applicable in the jurisdiction in which the
organization operates.
 HR management policies are reviewed on a regular basis and revised, if necessary.

Roles and Headcount

 The organization should be well aware of the total number of staff on board.
 All employees have a work plan and performance objectives that identify the
tasks/activities and expected results for future performance.

Recruitment
 Recruitment is through an objective, consistent process.
 Criteria used to select the appropriate individual are established and documented.
 All individuals external to the organization who are offered a position sign a letter of
employment that outlines the working relationship between the individual and the
organization.
 All new employees are oriented to the position and to the organization.
 Plans are documented to address any potential key employee turnover so that the
organization’s clients and public continue to receive programs and services.

Documentation
 All personnel files need to be safeguarded, backed-up and up-to-date.
 Where and with whom the files reside should be known.
 The different variety of documents such as applications, transitions, training, work
assignments, etc., should be organized and kept with relevant employees.

Training, Development and Career Management

 Every employee’s training and development needs are reviewed at least annually
and plans established to address any gaps.
 During the development of the annual budget, consideration is given to including
appropriate resources to fund employee training and development.

Compensation and Benefits

 Need to establish formal compensation program

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  Compensation programs and total compensation packages need to be
communicated to employees
 Organization needs to provide and describe health insurance program
 Describe eligibility requirements for health insurance and benefits for the employee
and domestic partners, if relevant.
 The organization is committed to providing a safe work environment.
 The organization is committed to supporting employee work/life balance.
 The organization ensures a work environment free of harassment.

Performance Management and Evaluation

 Managers and supervisors with the responsibility for managing the efforts of others
are provided with appropriate learning opportunities to develop their supervisory
skills.
 All employees have a work plan and performance objectives that identify the
tasks/activities and expected results for future performance.
 The performance of each employee is fairly assessed, at least annually, at the end of
the work plan or performance period.
 The organization’s performance management process includes the potential for
coaching employees in order to address performance issues/concerns.

Termination and Transition

 Have procedures set for termination for cause, job closure, resignation and job
abandonment
 Describe causes and conditions for employment termination
 Set required documentations for all employee transitions

Legal Issues and Personnel Policies

 All employees are appropriately classified
 Set an employee handbook containing personnel policies, and should be kept
updated.
 Ensure all employees and staff follow the disciplinary policies and procedures, which
are also to be described fully.

Criteria of the HR Development Checklist

The following provides a quick assessment of your organization’s HR management practices

and can help identify where your organization may wish to focus its efforts in achieving the
functions. The self-assessment guide can also serve as a tool to benchmark the progress your
organization is making in achieving functions – by completing the guide periodically, you will
see where your organization is making progress and where work still needs to be completed.

Directions:

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 1. Read through the functions.

2. Assess if your organization’s current HR management practices (4) Fully Meets; (3) Needs
Works; or (2) Does not Meet the function. Circle the appropriate number.

3. Circle (1) Don’t Know if you do not have enough information to assess what your
organization’s human resource management practices are.

Interpretation of Results

It is not possible to provide customized solutions for every organization on how to approach
addressing gaps to achieve standards – the following are suggestions:

After you have completed the assessment, review your responses –

a. Identify which functions were circled (1) Don’t Know – you will need to investigate further
to determine what your organization is doing towards achieving these functions.

b. Identify which functions were circled (2) Does not Meet – developing a plan to address
these functions should be a priority.

c. Identify which functions were circled (3) Needs Work – these gaps will need to be
addressed, however if your organization has some processes/practices that meet the
functions it may not be an urgent priority.

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 HR Function Development Checklist

Circle the rating that best describes how your

organization’s current HR management practices meet the Functions

HR MANAGEMENT FUNCTIONS
Don’t Does Not
Needs Work Fully Meets
Know Meet

HR Management Policy Framework and Employment Legislation

HR management policies are formalized, documented and approved by the appropriate
1 2 3 4
authority.
HR management policies comply with employment, workplace health and safety, and other
related legislation as applicable in the jurisdiction in which the organization operates. 1 2 3 4

HR management policies are reviewed on a regular basis and revised, if necessary. 1 2 3 4

Roles and Head Count
Knowledge in the number of employee and staff number 1 2 3 4
How many employees are: regular, newly hired, in orientation, temporary, full and part time,
1 2 3 4
exempt and non-exempt?
Definition of part-time employee (maximum number of working hours an employee works to
1 2 3 4
be considered part time)
Are employees aware of their status? 1 2 3 4
How long can an employee be temporary? 1 2 3 4
How many employees have supervisory responsibility? 1 2 3 4
Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have
1 2 3 4
descriptions?

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 Recruitment
An approved job description is completed for all positions 1 2 3 4

Recruitment is through an objective, consistent process. 1 2 3 4

Criteria used to select the appropriate individual are established and documented. 1 2 3 4

All individuals external to the organization who are offered a position sign a letter of
employment that outlines the working relationship between the individual and the 1 2 3 4
organization.

All new employees are oriented to the position and to the organization 1 2 3 4

Plans are documented to address any potential key employee turnover so that the
1 2 3 4
organization’s clients and public continue to receive programs and services.

How did the work force get to be the current size? 1 2 3 4

What are some of your organization’s future needs for personnel? 1 2 3 4

Are current employees given appropriate consideration for promotion or lateral
1 2 3 4
position changes? Who makes those decisions and are they properly documented?
Who does the preliminary screening of candidates? 1 2 3 4
Who selects candidates for interviews? 1 2 3 4
How are the recruitment, screening, and selection processes documented? 1 2 3 4

Who holds final authority to hire? 1 2 3 4

Who checks references? 1 2 3 4

What is the turnover rate in your organization? Has this changed over time? 1 2 3 4

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 Documentation
Where and with whom are the personnel files currently held? Are they completed accurately 1 2 3 4
and on time?
What documents are held in personnel files? 1 2 3 4
How are the following documented by your organization? Hiring: Application, Interviewing,
and Reference Checks, Transitions, Paid Time Off, Training, Discipline, Work, History, Work
1 2 3 4
Assignments, Significant accomplishments, Emergency contact information, Performance
evaluation and performance management, Termination
How long are files held and where are they stored after employees leave? 1 2 3 4
What is the interface between HR and Finance? 1 2 3 4
Is a payroll service used, and if so, which one? 1 2 3 4
Does the payroll service provide any governmental employment filings? 1 2 3 4
Is there training of managers and employees about personnel files, and policies and procedures
1 2 3 4
for accessing them?
When requests for employee information are made to your organization, who fills the request? 1 2 3 4
Training, Development and Career Management
Every employee’s training and development needs are reviewed at least annually and plans
1 2 3 4
established to address any gaps.
During the development of the annual budget, consideration is given to including appropriate
1 2 3 4
resources to fund employee training and development.
Who is responsible for new employee orientation? 1 2 3 4
What are the elements of the orientation program? 1 2 3 4
Where and to whom do new employees go when they have questions about your
1 2 3 4
organization or their jobs?
Is there a formal training program for employees and managers? 1 2 3 4
How are managers and supervisors trained and prepared for their roles? 1 2 3 4

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 What is the average length of time an employee stays with your organization? 1 2 3 4
How much does your organization spend annually (in total and per employee) on employee
1 2 3 4
training and development?
Compensation and Benefits
Is there a formal compensation program? 1 2 3 4
How are wages set? 1 2 3 4
How frequently are jobs re-evaluated or updated? 1 2 3 4
Who in your organization (what position) administers the compensation program? 1 2 3 4
Is there a bonus system and, if so, how is it structured? 1 2 3 4
How is the compensation program and total compensation package communicated to
1 2 3 4
employees?
What are the “cultural issues” or beliefs related to compensation in your
1 2 3 4
organization?
How is employee communication regarding compensation and benefits delivered in your
1 2 3 4
organization?
Describe the health insurance program provided by your organization 1 2 3 4
Does the organization contribute towards coverage and if so at what percentage? 1 2 3 4
Are domestic partners covered? 1 2 3 4
What are the eligibility requirements for health insurance and other benefits? 1 2 3 4
Which of the following health and wellness benefits are offered, and what are the limits and
requirements for coverage? Dental, Vision, Disability (short and/or long term), Employee
1 2 3 4
Assistance Program, Life Insurance, Other wellness benefits (e.g., gym membership, smoking
cessation, etc.), Flex Spending Accounts, Other benefits
What is the pension or retirement plan? 1 2 3 4
What holidays are paid and who is eligible for them? 1 2 3 4
What is the eligibility requirement for vacation? 1 2 3 4

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 Are employees permitted to substitute sick leave for vacation? 1 2 3 4
Is there a “refund” policy if an employee terminates having used too much time off? 1 2 3 4
Performance Measurement and Evaluation
Managers and supervisors with the responsibility for managing the efforts of others are
1 2 3 4
provided with appropriate learning opportunities to develop their supervisory skills.
All employees have a work plan and performance objectives that identify the tasks/activities
1 2 3 4
and expected results for future performance
The performance of each employee is fairly assessed, at least annually, at the end of the work
1 2 3 4
plan or performance period
The organization’s performance management process includes the potential for coaching
1 2 3 4
employees in order to address performance issues/concerns.
Describe the past and current performance appraisal system in your organization. 1 2 3 4
What type of training is used in relationship to performance evaluation? 1 2 3 4
What is the role of the supervisor/manager in performance appraisal? 1 2 3 4
What is the focus of performance management in your organization? 1 2 3 4
How often and consistently is the process used? 1 2 3 4
Termination and Transition
Is your organization an “at-will” employer? Are there any employment contracts? 1 2 3 4
What other causes or conditions of termination of employment exist? 1 2 3 4
What procedures are used for Termination for Cause, Job Closure, Resignation and Job 1 2 3 4
abandonment
What level of approval is needed before a termination can occur? 1 2 3 4
Is there any formal checklist or legal review prior to termination? 1 2 3 4
Are exit interviews performed for all employees who leave? And what do you do with that 1 2 3 4
information?
What documentation is required for all employee transitions? 1 2 3 4

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 How are references handled in your organization? 1 2 3 4
Who is responsible for internal communications regarding difficult terminations? 1 2 3 4
Legal Issues and Personnel Policies
To your knowledge, are all employees appropriately classified? 1 2 3 4
When was the last time the employee handbook and other personnel policies were reviewed
1 2 3 4
and updated?
Is there a disparity between policies and practices? 1 2 3 4
Who has organizational responsibility for legal or employment questions? 1 2 3 4
Who investigates discrimination/harassment complaints? 1 2 3 4
Is harassment/discrimination training regularly provided? 1 2 3 4
How are employee grievances dealt with? 1 2 3 4

Prepared on: October 28, 2015