Monday, March 17, 2008

HRM systems diagnostic checklists

HRM systems diagnostic checklists

The following check-lists present some questions which may prove helpful for you to think about when planning your development programs for human resources (your people) in your organization.

Use them to provoke thought and to stimulate discussion. Consult with others in your organization. They will help you to identify the critical human resource issues facing your organization.

The aim is to begin to explore how a considered and planned approach to people management can improve business performance, to the benefit of all.

Use this checklist in conjunction with our diagnostic Team Building instrument. It will, via your team members responses identify critical issues they perceive as important. These issues may be at odds with your own perceptions and analysis and therefore any such discrepancy will need to be addressed.
Warning Indicators
Your organization is more than likely in trouble if any of the following holds true:
chronic industrial relations problems
no means of resolving employee grievances
increasing / erratic employee turnover
increasing number of customer complaints
no pride in the organization
inter-group conflicts
no career paths for ambitious talented employees
dissatisfaction with pay and conditions
unclear job roles
no clear performance measures
quality is unimportant
bad product service / delivery records
poor recruitment standards / practices
no management development programs
no induction training for new employees
critical skill shortages
inter-departmental conflict
you do not know if any of the above are applicable
you ignore any of the above
Culture, organization, people, systems (COPS) Checklist
Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?
Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
Is work allocated on the basis of individual expertise rather than position in the organization?
Are there sufficient skills / power bases in the organization?
Are there appropriate leadership skills within the organization?
Are your staff encouraged to say what they think about the organization?
Does your organization encourage innovation and creativity amongst staff?
Do your staff feel a sense of personal responsibility for their work?
Is quality emphasized in all aspects of the organization?
Does the structure of your organization encourage effective performance?
Is the organization structure flexible in the face of changing demands?
Is the structure too complex? If so in what areas?
Do your staff have clear roles and responsibilities?
Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
Do your procedures and management practices facilitate the accomplishment of tasks?
Do you constantly seek to challenge your organization structure?
Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
Do your staff have a customer service orientation?
Are people with potential spotted and developed for the future?
Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
Do your people know what their expected performance standards are?
Do your organization's systems (e.g. Employee selection and Recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?
Are these systems consistent across the organization?
Are there clear rewards for effective performance within your work group?
Does the organization review its systems frequently and ensure they mutually support each other?

You may now wish to consider and write down:
What are the three critical people issues facing your business?
What plans /actions can you take to address these issues?

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