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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 development process will cover self-assessments on the following nine primary categories
of the HR function:
Each of these categories will be comprehensively covered, and will help you discover your
organizations issues, resolve and recover.
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.
Directions:
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:
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.
HR MANAGEMENT FUNCTIONS
Don’t Does Not
Needs Work Fully Meets
Know Meet
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.
What is the turnover rate in your organization? Has this changed over time? 1 2 3 4