Email Address 1. Describe the experience and expertise level of your current HR team HR team members are composed of freshers or not specialized job functions in nature and are embedded in the business HR team members are experienced and in a single business unit HR team members have some experience and are aligned to specific subsections of HR (eg. Recruitment only does recruitment-related work) and are led by an HR Manager HR Manager (or up) and team members are specialists and the HR department functions as a single cohesive business unit HR Manager (or up) is in upper management discussions about the business instead of reporting to an execom member 2. Identify the degree of policy and process documentation in your HR processes There is zero documentation, processes are delivered on an adhoc basis Critical policies are documented only for the purpose of succession management/continuity Policies are documented as a reaction to critical incidents encountered in ongoing operations Policies are documented as a regular part of HR operations and reviewed periodically Policies and processes are aligned to company philosophy and audit and risk readiness. Process documents include sample transactions and other guidelines for processing 3. Characterize the degree of HR tech use in your HR processes All HR processes do not use tech tools HR processes are delivered using rudimentary tools such as MS Office HR processes have a tech stack such as biometric device and software, but most of HR is still on MS Office HR processes have a tech stack and most HR processes can be performed on the HR tools There is a sophisticated HR and Payroll system deployed 4. As an employee, designate the level of interaction you have with your HR whenever you have HR transactions Requests must be made face to face or in-facility because there are no defined service levels for fulfillment Requests can be coursed through email or through a “point of contact” and requests are fulfilled the same route with no monitoring of completion Requests can be coursed through email or through a “point of contact” and requests are fulfilled the same route through an established SLA/TAT HR tech tools facilitate hybrid delivery of HR transactions through a published SLA/TAT HR transactions can be coursed through self-service means with minimal interaction with HR team 5. As an employee, describe the level of access you have on policy and process documentation in relation to HR processes No such documents are made available, aside from individual employment contracts Policy documents exist as a reaction to issues encountered in HR operations Policy and process documents are available due to staff turnover, for purposes of continuity and succession planning Policy and process documents are available as part of a proactive management stance Policy and process documents are published on employee online portals and are aligned with corporate objectives and values 6. As an employee, measure the level of HR tech deployment in your workplace No tech tools deployed MS Office and other local machine-installed tools Web based tools for single or limited purposes/applications are deployed Web based apps seamlessly integrate information from various sources and work as multi-purpose tools Mobile apps, websites and other web 3.0 tools are available for use across the organization 7. As a member of management, assess the degree of integration of management initiatives with HR initiatives Separate and distinct initiatives are undertaken by business owners and by HR leadership HR initiatives are reactions to issues encountered by the business HR initiatives are carefully planned to enable specific short term outcomes HR initiatives are mutually arrived at through deliberate annual planning exercises with business owners to achieve strategic talent outcomes There is mutual cooperation between HR leadership and business owners to achieve business and organizational outcomes tied to each others’ milestones 8. As a member of management, gauge the degree of access and use of HR analytics as inputs to management and business planning No HR analytics are considered in the business Basic HR analytics are reviewed after the fact by the HR team HR analytics go beyond basic information but are only reviewed by the HR team Point-in-time HR analytics are used to inform strategic talent initiatives and used to engage the business Real time analytics are used as inputs to planning and management for both strategic and tactical purposes Time is Up! Time's up