We have a clear employer brand promise, which all employees can articulate
People regularly discuss how to take advantage of future business challenges and opportunities
People strive to identify improvements to how they work and what they do
There is dissatisfaction with changes that are being introduced
People’s ideas are embraced, discussed and built on collaboratively
People’s ideas fall off the bottom of the to-do list
Our business priorities are clear
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People are clear about what is expected of them
People know what the future might hold for them and how they might get there
People feel they have outstanding opportunities for development
Criteria for pay awards are clear
Internal moves and promotions are sufficient, and have increased in recent years
In our organization, people equate career with promotion
Learning and development is generally held to mean attending a training course
People understand how their behaviour impacts on their performance and have adequate opportunities to identify their strengths and preferences
The criteria for recruiting externally are different from those used for internal selection and development
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The quality of performance management conversations is good across the organisation
Performance appraisal is generally regarded as a chore
We deal effectively with under performers
People are given recognition for good work
Line managers are rewarded for being good people managers
Line managers feel well supported in their roles as people managers
People enjoy good, productive team relationships
Line managers view supporting others' learning and development as a priority
Line managers know the motivations and aspirations of their people and seek to satisfy these
Line managers clearly differentiate between high performance and satisfactory performance
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Our staff turnover benchmarks well with our competitors (14%?)
When we identify a new business opportunity, we are able to immediately identify who might be able to tackle this
We have skills shortages and struggle to fill these roles
We know the capabilities and aspirations of our workforce
Our managers agree on who our high performers are, and the development they should have
Selection decisions are made on the basis of potential and cultural fit, as well as skills and experience
Senior management conversations focus on people, as well as on sales, finance, etc
Line managers are reluctant to release people because of the disruption this causes
Senior management keep track of the people coming up through the organisation
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