How healthy is your organization's HR foundation?

Every employee has a written, current job description that reflects what they actually do.

New hires go through a structured onboarding plan — not just paperwork — in their first 90 days.

Pay and performance decisions follow a consistent, documented process rather than ad hoc judgment calls.

Our stated values show up in real decisions — hiring, promotions, who gets recognized — not just on a poster.

Employees feel safe raising concerns, mistakes, or disagreement without fear of payback.

We measure engagement or morale in some structured way (a survey, pulse check, or stay interviews) at least once a year.

Managers get real training on how to manage people — they weren't just promoted for being good at their previous job.

There's a reliable channel for employees to give upward feedback about their manager or leadership.

We have a plan for what happens if a key leader left tomorrow — a named successor or a documented transition plan.

Our HR practices are explicitly connected to business goals, not just administrative upkeep.

Our employee handbook and policies are reviewed on a regular cycle and reflect current employment law.

We'd feel confident producing accurate employment records if faced with a complaint, audit, or inspection tomorrow.