Departments
HR and people practices
How well an organisation attracts, develops and looks after its people: hiring, performance, growth, wellbeing, inclusion and people operations.
4 areas · 8 capabilities · 18 questions · answered on a scale from “Agree” to “Disagree”
Maturity levels
- Initial Ad hoc; depends on individuals and varies from case to case.
- Developing Some practice is agreed but applied inconsistently.
- Defined Documented and followed across the organisation or team.
- Managed Measured, with targets and regular review.
- Optimising Continuously improved from evidence and feedback.
What it assesses
Each capability is scored from its questions, and each team or process gets its own level per capability. One example question is shown for each.
Attracting and onboarding
Hiring is fair, timely and finds the right people.
“Roles are defined with clear requirements before we start recruiting.”
3 questions
New starters settle in and become effective quickly.
“New starters have a planned first few weeks, with equipment, access and introductions ready on day one.”
2 questions
Performance and growth
People know how they're doing and what's expected.
“People have regular, useful conversations with their manager about their work and goals, not just an annual review.”
2 questions
People grow their skills and careers.
“Development is planned around what people and the organisation need, not just what courses are available.”
3 questions
Culture and wellbeing
Workload and wellbeing are actively looked after.
“Managers act when people are overloaded or struggling.”
2 questions
Everyone has a fair chance to contribute and progress.
“We act on unfair differences between groups in pay, progression or hiring.”
2 questions
People operations
Routine HR work is efficient and accurate.
“Routine HR tasks such as contracts, changes and leavers are handled quickly and correctly.”
2 questions
Managers are equipped to lead.
“Managers are trained and supported in the people side of their role.”
2 questions