A Practical People & Culture Assessment for Nonprofits and Growing Organizations

HR Essential Standards
Assessment Tool

Strengthen your people practices as you grow.

As organizations evolve, people practices often develop unevenly — some areas are strong, while others lag behind.

This assessment helps you take a step back and see clearly where you stand today, so you can move forward with confidence.

Built on international HR standards and NGO best practices, this tool is designed for organizations working across different contexts, sizes, and stages of growth. It offers a practical, structured, and context-sensitive way to assess your HR practices — without requiring heavy systems or technical expertise.

What it helps you answer

What is working well in your people's practices?

What are your main gaps or people-related risks?

What should you prioritize first?

Are your HR practices ready to support growth as you evolve?

What you will get

✓

A structured assessment across 16 key HR dimensions

✓

A clear view of your strengths and gaps

✓

Priority areas to focus on over the next 6–12 months

✓

A practical foundation to strengthen your people practices over time

How it works

⏱︎ Simple and focused

The assessment takes about 20–30 minutes. For each practice, read the descriptions and pick the one that best matches your organization today.

✦ Flexible to complete

You can pause at any time and return later — your progress is saved as you go.

🎯 Grounded in real-world practice

Each rating level describes what it actually looks like in practice, so you can self-assess with clarity and confidence.

Before you begin

Which best describes your people's practices today?

Wherever you start, the assessment will guide you through the core HR standards.

This document is the intellectual property of Claude Diwouta. Authorized use only — not for wider circulation without approval.

HR Standards Self-Assessment

How to complete this assessment

For each practice, read the three descriptions and select the one that best matches your organization today. If a practice does not apply to your context, mark it as Not Applicable.

Progress
0 of 73 rated
1
HR Strategy & Governance
HR strategy is aligned with the mission, strategic plan, and funding model, and covers the key people priorities for the planning period to support a culture of belonging and talent growth.
Not started
1.1 Governance HR priorities, policies, standards, and frameworks are communicated, managed through a clear cycle of development, approval, and review at the appropriate governance level, and are accessible to all categories of staff.
Fully Demonstrated
Policies are documented, approved at board/leadership level, reviewed on a defined cycle, and available to all staff via an accessible platform or handbook.
Partially Demonstrated
Some policies exist but review cycles are irregular, approval processes unclear, or staff have difficulty accessing current versions.
Not Demonstrated
Policies are absent, outdated, or exist only informally. No regular review or approval cycle. Staff do not know where to find them.
1.2 Governance Delegated authority levels for key HR and people decisions, from hiring to employee exit, are clearly defined, applied consistently, and understood by relevant stakeholders.
Fully Demonstrated
A delegation of authority matrix covers all key HR decisions. Managers and leadership know their approval limits and apply them consistently.
Partially Demonstrated
Some delegation exists but is not comprehensive, not written down, or inconsistently followed across teams or locations.
Not Demonstrated
No documented delegation of authority for HR decisions. Decision-making is ad hoc or concentrated in one person without clear rules.
1.3 Governance The HR operating model and roles are clearly defined, supported by sufficient capacity to deliver core people management services, and reviewed as the organisation changes.
Fully Demonstrated
HR roles and responsibilities are documented, resourced appropriately for the organization's size, and revisited when structure or needs change.
Partially Demonstrated
HR function exists but is under-resourced, roles overlap or have gaps, or the model hasn't been reviewed as the organization has grown.
Not Demonstrated
No defined HR operating model. HR tasks are handled reactively by whoever is available, with no dedicated capacity or role clarity.
1.4 Governance HR support to line managers and senior leadership provides timely guidance on people matters, promotes consistent application of HR practices, and strengthens people management capability.
Fully Demonstrated
HR provides regular advisory support to managers. Guidance is timely, consistent, and helps managers apply policies and handle people issues effectively.
Partially Demonstrated
HR provides some support but it is reactive, inconsistent, or only available to senior leaders. Managers often navigate people issues alone.
Not Demonstrated
Managers receive little or no HR guidance. People decisions are made without reference to policy or professional HR input.
1.5 Governance People-related risks and workforce implications are considered in HR planning and governance, with appropriate monitoring, escalation, and action to help staff cope and support continuity of operations.
Fully Demonstrated
People risks (turnover, capacity, wellbeing, compliance) are identified, monitored, and factored into organizational planning with clear escalation paths.
Partially Demonstrated
Some people risks are tracked informally but there is no systematic approach to monitoring, escalation, or linking risks to operational planning.
Not Demonstrated
People risks are not identified or discussed in planning. Issues surface only when they become crises.
2
Workforce Planning
Workforce planning is aligned with organizational strategy, operating plans, and approved budgets.
Not started
2.1 Strategic Alignment Headcount plans, staffing priorities including skills and capability gaps, and hiring forecasts are reviewed at least annually and updated when material organisational changes occur.
Fully Demonstrated
Headcount and staffing plans are reviewed annually, linked to strategy and budget, and updated when significant changes occur.
Partially Demonstrated
Some workforce planning happens but it is not annual, not linked to strategy, or only covers part of the organization.
Not Demonstrated
No headcount planning process. Hiring happens reactively based on immediate needs without forward planning.
2.2 Job Management Jobs are created, changed, or discontinued through a clear approval process that defines the business rationale, funding source, grade, and reporting line.
Fully Demonstrated
Job creation and changes follow a defined process with documented rationale, funding source, grade, and reporting line before approval.
Partially Demonstrated
Some process exists but it is not consistently applied, or key information like funding or grading is sometimes missing.
Not Demonstrated
Jobs are created or changed informally without a structured approval process, clear rationale, or documented grading.
2.3 Job Management An up-to-date view is maintained of critical jobs, vacancies, structural risks, and anticipated workforce needs.
Fully Demonstrated
A current overview of vacancies, critical roles, and anticipated needs is maintained and used to inform decisions.
Partially Demonstrated
Some tracking exists but it is incomplete, outdated, or not used proactively for planning.
Not Demonstrated
No systematic tracking of vacancies, critical roles, or workforce risks. Information is fragmented or unavailable.
2.4 Workforce Composition Workforce planning reflects all categories of workers, including volunteers, interns, and consultants or contractors, with appropriate HR processes and legal treatment applied to each category.
Fully Demonstrated
All worker categories are included in workforce planning with appropriate HR processes, contracts, and legal treatment for each.
Partially Demonstrated
Some non-staff categories are tracked but processes and legal treatment are inconsistent or incomplete.
Not Demonstrated
Workforce planning only covers permanent staff. Volunteers, interns, and contractors are managed informally without appropriate processes.
2.5 Talent Needs Workforce planning identifies current and future capability needs, skills gaps, and roles where internal development or external hiring will be needed to support organizational priorities.
Fully Demonstrated
Capability needs and skills gaps are assessed as part of workforce planning, with plans for developing or recruiting to fill them.
Partially Demonstrated
Some capability gaps are recognized but they are not systematically assessed or connected to development or hiring plans.
Not Demonstrated
No assessment of capability needs or skills gaps. Workforce planning does not address future talent requirements.
2.6 Workforce Composition Donor-funded positions are tracked against grant timelines, with forward planning for end-of-project transitions, extensions, or redeployment to minimise operational disruption and legal risk.
Fully Demonstrated
Donor-funded positions are tracked against grant end dates. Transition plans are prepared in advance to avoid disruption and legal risk.
Partially Demonstrated
Grant-funded positions are partially tracked but transition planning is often last-minute or incomplete.
Not Demonstrated
No systematic tracking of grant-funded positions against timelines. End-of-project transitions are handled reactively, causing disruption.
3
Job Architecture
A documented job architecture is in place, defining jobs, grades, and reporting lines, and is kept current with material organisational changes.
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3.1 Job Design Job descriptions are developed for all jobs using a consistent methodology and are reviewed and updated at least every two years, or when a job materially changes.
Fully Demonstrated
All positions have current job descriptions using a consistent format. They are reviewed at least every two years or when roles change significantly.
Partially Demonstrated
Most roles have job descriptions but the format varies, some are outdated, or reviews happen inconsistently.
Not Demonstrated
Job descriptions are missing for many roles, or they are significantly outdated and not maintained.
3.2 Job Evaluation New or significantly changed jobs are evaluated using a consistent methodology to determine relative job weight, inform grading, and support equitable pay and people planning decisions.
Fully Demonstrated
A defined job evaluation method is applied consistently to new or changed roles, informing grade and pay decisions.
Partially Demonstrated
Job evaluation is done sometimes but not consistently, or the methodology varies or is not well understood.
Not Demonstrated
No systematic job evaluation process. Grading and pay are determined informally or inconsistently.
3.3 Grading The grading structure is clearly linked to the salary structure to support consistent and fair pay placement across all jobs and locations.
Fully Demonstrated
The grading structure is clearly linked to salary bands. Staff can see how their role's grade connects to pay, and it applies consistently across locations.
Partially Demonstrated
A grading structure exists but the link to pay is unclear, applied inconsistently, or does not cover all locations.
Not Demonstrated
No formal grading structure linked to salary. Pay decisions are made without reference to a consistent framework.
4
Talent Acquisition
Recruitment is carried out through a documented, transparent, fair, and efficient process that responds to staffing needs while ensuring a good candidate experience.
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4.1 Recruitment Process Each stage of recruitment, including planning, sourcing, selection, and hiring, is carried out through a clear and consistent process aiming at hiring top quality candidates and providing excellent candidate experience.
Fully Demonstrated
Recruitment follows documented steps from planning through offer. Timelines, responsibilities, and candidate communication are clear and consistent.
Partially Demonstrated
A general process exists but steps are sometimes skipped, timelines slip, or candidate experience is inconsistent.
Not Demonstrated
No documented recruitment process. Hiring is ad hoc, with inconsistent practices across managers or roles.
4.2 Diversity & Inclusion Diversity of applicants is supported through appropriate sourcing channels, inclusive language, and fair assessment methods.
Fully Demonstrated
Job postings use inclusive language, sourcing reaches diverse candidates, and selection methods are designed to reduce bias.
Partially Demonstrated
Some attention is paid to diversity in recruitment but it is not systematic — for example, sourcing channels are narrow or assessment methods untested for bias.
Not Demonstrated
Diversity is not actively considered in recruitment. Sourcing is limited and no effort is made to reduce bias in selection.
4.3 Pre-Employment Checks Reference, background, safeguarding, and right-to-work checks are completed in line with organizational policy and local legal requirements.
Fully Demonstrated
All required checks (references, background, safeguarding, right-to-work) are completed before or shortly after start, per policy and local law.
Partially Demonstrated
Checks are done for most hires but sometimes incomplete, delayed, or not consistently tracked.
Not Demonstrated
Pre-employment checks are rarely done or are not part of a defined process.
4.4 Contracting Offers and employment contracts are managed in compliance with labor law and regulatory requirements. An EOR is used where no local legal entity exists, and a PEO where a local entity exists but external support is needed for employment administration, including payroll and benefits.
Fully Demonstrated
Employment contracts comply with local labor law. The organization uses appropriate legal employment structures (EOR/PEO) where needed.
Partially Demonstrated
Contracts are generally compliant but some gaps exist — for example, terms are outdated, or employment structures in some locations are informal.
Not Demonstrated
Contracts are non-compliant, missing, or employment in some locations is not managed through a proper legal structure.
4.5 Safeguarding Safeguarding risk is assessed at the recruitment planning stage for all jobs, and enhanced criminal record checks are applied to positions involving direct contact with, or responsibility for, vulnerable populations.
Fully Demonstrated
Safeguarding risk is assessed for every role during recruitment planning. Enhanced checks are applied to all positions working with vulnerable populations.
Partially Demonstrated
Safeguarding checks are done for some roles but the risk assessment is not systematic or does not cover all relevant positions.
Not Demonstrated
Safeguarding is not considered during recruitment planning. Enhanced checks are not applied even for roles involving vulnerable populations.
5
Onboarding & Probation
Every new hire receives a structured onboarding plan before or on their first day, covering role orientation, system access, key contacts, mandatory policy acknowledgements, and any required compliance, to ensure integration into the organizational culture and team.
Not started
5.1 Probation A probationary period is defined for all new hires in line with labor law, with clear performance expectations set at the start and a structured evaluation process.
Fully Demonstrated
All new hires have a defined probation period with documented objectives, check-ins, and a formal evaluation before confirmation.
Partially Demonstrated
Probation is defined in contracts but objectives are vague, check-ins are informal, or the evaluation is not consistently done.
Not Demonstrated
No structured probation process. New hires are either confirmed automatically or assessed informally without clear criteria.
5.2 Role Onboarding Every new hire or internally promoted employee receives an updated job description and structured role onboarding covering responsibilities, team context, and ways of working.
Fully Demonstrated
All new hires and internal movers receive a structured onboarding plan, updated job description, and introduction to team context and ways of working.
Partially Demonstrated
Some onboarding elements exist but they are inconsistent across teams, or key pieces like updated job descriptions are often missing.
Not Demonstrated
No structured onboarding. New hires are expected to figure things out on their own with minimal guidance.
5.4 Performance Concern Performance concerns during probation are addressed promptly, with appropriate support provided before decisions are made on the outcome of the probationary period.
Fully Demonstrated
Performance concerns during probation are raised early, documented, and addressed with support before a decision is made on confirmation or separation.
Partially Demonstrated
Concerns are sometimes raised but feedback is late, inconsistent, or not documented. Decisions may be made without adequate support.
Not Demonstrated
Performance issues during probation are not addressed. Poor performers are either confirmed by default or let go without a fair process.
6
Compensation & Benefits
A compensation philosophy, salary structure, and related policies support transparency, internal equity, external competitiveness, and affordability to attract, retain, and grow talent in the organizational culture.
Not started
6.1 Philosophy & Framework A compensation philosophy is implemented with a compensation framework that includes policies, tools, and procedures.
Fully Demonstrated
A written compensation philosophy guides pay decisions, supported by documented policies, tools (e.g. salary scales), and procedures.
Partially Demonstrated
Some compensation principles exist informally but there is no written philosophy, or policies and tools are incomplete.
Not Demonstrated
No compensation philosophy or framework. Pay decisions are made without guiding principles or documented policies.
6.2 Salary Structure The salary structure is aligned with the job grading structure and relevant policies, and salary decisions are made consistently within that framework.
Fully Demonstrated
Salary bands are defined for each grade. Pay placement and salary decisions follow the structure consistently across roles and locations.
Partially Demonstrated
A salary structure exists but is not always followed, or does not fully align with grading across all locations.
Not Demonstrated
No defined salary structure. Pay is set on a case-by-case basis without reference to grades or bands.
6.3 Benchmarking Salaries and benefits are benchmarked against the relevant labour market, normally at least every two years, unless local conditions require more frequent review.
Fully Demonstrated
Salaries and benefits are benchmarked against relevant market data at least every two years, with results used to inform the salary structure.
Partially Demonstrated
Some benchmarking has been done but it is irregular, covers only some roles, or results are not consistently used.
Not Demonstrated
No salary benchmarking has been conducted. Pay levels are set without reference to the external market.
6.4 Salary Review An annual salary budget and salary review process are in place to address market movement, cost-of-living adjustments, and equity considerations.
Fully Demonstrated
An annual salary review process is defined, budgeted, and considers market movement, inflation, and internal equity.
Partially Demonstrated
Salary reviews happen but are irregular, not budgeted in advance, or do not systematically address equity or market changes.
Not Demonstrated
No annual salary review process. Pay adjustments happen only on an ad hoc basis or when staff raise concerns.
6.5 Benefits Benefits eligibility is clearly defined, communicated, and reviewed periodically for compliance and sustainability.
Fully Demonstrated
Benefits are documented, eligibility is clear for all staff categories, and benefits are reviewed periodically for compliance and sustainability.
Partially Demonstrated
Benefits exist but eligibility criteria are unclear, communication is poor, or reviews are infrequent.
Not Demonstrated
Benefits are informal, undocumented, or applied inconsistently. No periodic review for compliance or sustainability.
6.6 Salary Increases Salary increases reflect market and equity adjustments, policy requirements, funding availability, and defined decision criteria.
Fully Demonstrated
Salary increases follow defined criteria (market, equity, performance, funding) and are applied consistently and transparently.
Partially Demonstrated
Increases happen but criteria are unclear, inconsistently applied, or not communicated to staff.
Not Demonstrated
Salary increases are arbitrary or given only when staff threaten to leave. No defined criteria or consistent approach.
6.7 Reward & Recognition Contribution and performance are recognised and rewarded through appropriate mechanisms consistent with organisational values and available funding.
Fully Demonstrated
Formal and informal recognition mechanisms are in place, aligned with values, and accessible to all staff. Rewards are proportionate and funded.
Partially Demonstrated
Some recognition happens but it is inconsistent, dependent on individual managers, or not aligned with values or funding.
Not Demonstrated
No recognition practices in place. Good performance goes unacknowledged, or recognition is perceived as unfair.
6.8 Variable Pay Bonuses or other variable pay elements are managed in line with policy and defined criteria.
Fully Demonstrated
Variable pay elements (bonuses, allowances) are governed by policy with transparent criteria, applied consistently.
Partially Demonstrated
Some variable pay exists but criteria are unclear, not documented, or applied inconsistently.
Not Demonstrated
Variable pay is awarded informally without policy, criteria, or transparency.
7
Payroll
Payroll is processed accurately and on time through appropriate coordination between Finance and HR, in compliance with local statutory obligations.
Not started
7.1 Payroll Inputs HR provides accurate and approved payroll inputs, including new starters, leavers, salary changes, variable pay, allowances, and leave balances, in line with cut-off dates and control requirements.
Fully Demonstrated
HR delivers complete, accurate, and approved payroll inputs by the cut-off date each cycle, covering all changes and adjustments.
Partially Demonstrated
Payroll inputs are generally provided but sometimes late, incomplete, or require corrections after submission.
Not Demonstrated
Payroll inputs are frequently late, inaccurate, or incomplete. There is no clear process for HR to submit changes.
7.2 Payroll Processing Payroll is processed through Finance or an authorized payroll provider, with HR responsible for approved employee data and payroll inputs, and with clear separation of duties, review, and control checks between HR and Finance.
Fully Demonstrated
Payroll is processed with clear separation of duties between HR and Finance. Control checks and review steps are documented and followed.
Partially Demonstrated
Payroll processing happens but duties between HR and Finance overlap, or control checks are inconsistent.
Not Demonstrated
Payroll processing lacks separation of duties or control checks. One person handles the end-to-end process without review.
7.3 Records Payroll records and payslips are retained securely, accessible to employees as appropriate, and supported by a process for identifying and correcting errors.
Fully Demonstrated
Payslips are issued to all employees. Payroll records are stored securely with a clear process for error correction.
Partially Demonstrated
Payslips are issued but records are not always secure, or the error correction process is informal.
Not Demonstrated
Payroll records are poorly maintained. Employees may not receive payslips, and there is no clear process for addressing errors.
7.4 Reconciliation Payroll costs are reconciled at defined intervals against HR headcount data and accounting records, with variances investigated and resolved timely.
Fully Demonstrated
Payroll is reconciled regularly against HR data and accounting records. Variances are investigated and resolved promptly.
Partially Demonstrated
Reconciliation happens but is irregular, or variances are identified but not consistently resolved.
Not Demonstrated
No regular payroll reconciliation. Discrepancies between HR data and financial records go undetected or unresolved.
8
Performance
A formal performance management framework defines competencies aligned to the organization values, performance expectations, objective-setting, performance measures, feedback processes, evaluation methods, and decision rules.
Not started
8.1 PM Framework The performance management framework applies across all staff categories, with processes adapted as appropriate for managers, directors, and executive leadership.
Fully Demonstrated
A documented performance framework applies to all staff levels with appropriate adaptations for managers and leadership.
Partially Demonstrated
A framework exists but does not cover all staff categories, or adaptations for different levels are lacking.
Not Demonstrated
No formal performance management framework. Performance is managed informally or not at all.
8.2 Appraisal Cycle The performance cycle includes objective-setting, defined performance measures and evaluation criteria, regular feedback, mid-year reviews, and formal annual appraisal against agreed objectives, results, and performance standards.
Fully Demonstrated
A full performance cycle is in place: objectives are set, feedback is regular, mid-year check-ins happen, and annual appraisals are completed for all staff.
Partially Demonstrated
Some elements of the cycle are in place but not all — for example, objectives are set but mid-year reviews or appraisals are inconsistent.
Not Demonstrated
No structured performance cycle. Objectives are not set, feedback is rare, and formal appraisals do not happen.
8.3 Underperformance Performance improvement cases are managed with appropriate support, follow-up, and recordkeeping.
Fully Demonstrated
Underperformance is addressed through a documented improvement process with support, timelines, follow-up, and records.
Partially Demonstrated
Performance issues are sometimes addressed but the approach is inconsistent, not documented, or lacks follow-through.
Not Demonstrated
Underperformance is not systematically addressed. Poor performers continue without intervention or support.
8.5 Records & Use Performance records are complete, secure, and used to inform development actions and organizational decision-making.
Fully Demonstrated
Performance records are maintained for all staff, stored securely, and actively used to inform development, promotions, and organizational decisions.
Partially Demonstrated
Records exist for some staff but are incomplete, not centralized, or rarely used for decision-making.
Not Demonstrated
Performance records are not maintained. Past performance information is unavailable when decisions need to be made.
9
Talent Development
Career development, internal mobility, and growth are supported through fair, transparent, and structured talent development processes aligned with organizational needs.
Not started
9.1 Development Framework Employee growth is supported through a clear talent development process that links performance, capability, potential, career development needs, employee aspirations, and organizational opportunities.
Fully Demonstrated
A talent development process links performance data, capability assessments, and career aspirations to organizational opportunities and development actions.
Partially Demonstrated
Some development conversations happen but there is no systematic process linking performance, potential, and organizational needs.
Not Demonstrated
No talent development framework. Career growth depends entirely on individual initiative or manager discretion.
9.2 Internal Mobility Promotion, transfer, and role change decisions are managed through clear processes aligned with job architecture, capability requirements, and budget availability.
Fully Demonstrated
Promotions, transfers, and role changes follow a defined process aligned with grading, capability requirements, and budget.
Partially Demonstrated
Some processes exist but they are not consistently followed, or criteria for promotion and mobility are unclear.
Not Demonstrated
No defined process for promotions or internal moves. Decisions are informal, inconsistent, or perceived as unfair.
9.3 Development Planning Employees have access to development conversations and individual development planning appropriate to their role, level, and growth needs.
Fully Demonstrated
Employees at all levels have regular development conversations with their manager and an individual development plan that is reviewed periodically.
Partially Demonstrated
Development conversations happen for some staff but are not consistent, or individual development plans are not maintained.
Not Demonstrated
No development conversations or planning. Employees are not supported in identifying or pursuing growth opportunities.
9.4 Succession Planning Succession planning and critical-role continuity measures are in place for positions where business continuity risk is significant.
Fully Demonstrated
Critical roles are identified, successors or interim plans are documented, and these are reviewed regularly to ensure continuity.
Partially Demonstrated
Some succession thinking exists for top roles but it is informal, not documented, or not reviewed.
Not Demonstrated
No succession planning. Departure of key staff would cause significant disruption with no contingency in place.
10
Learning
Annual learning priorities are defined in line with strategic needs, role requirements, and capability gaps.
Not started
10.1 Planning & Budget Learning plans and training budgets support organizational priorities, capability gaps, and career development needs, and are monitored and adjusted through the year.
Fully Demonstrated
An annual learning plan and budget are defined, aligned with organizational priorities and capability gaps, and monitored through the year.
Partially Demonstrated
Some training happens and a budget may exist, but planning is not systematic or aligned with identified gaps.
Not Demonstrated
No learning plan or training budget. Training happens only when staff find their own opportunities or donors fund it.
10.2 Manager Capability Managers receive structured induction and ongoing people management development to lead teams, apply HR policies, manage performance, conduct feedback conversations, and operate effectively in cross-cultural or remote contexts.
Fully Demonstrated
Managers receive structured people management training covering performance, feedback, policy application, and cross-cultural leadership.
Partially Demonstrated
Some management training is offered but it is not structured, not comprehensive, or not available to all managers.
Not Demonstrated
No specific training for managers on people management. Managers are expected to learn on the job without support.
10.3 Records & Use Training records, attendance, certifications, and learning completion data are accurate and used to assess participation and impact.
Fully Demonstrated
Training records are maintained centrally, accurate, and used to track completion, certifications, and inform future planning.
Partially Demonstrated
Some training records exist but are incomplete, scattered across systems, or rarely reviewed.
Not Demonstrated
No training records are maintained. The organization cannot report on who has completed what training.
10.4 HR Policy Enablement Managers and teams are equipped to apply HR frameworks, policies, and people management practices consistently across locations.
Fully Demonstrated
Managers across all locations receive guidance and support to apply HR policies and frameworks consistently.
Partially Demonstrated
Some managers are supported but coverage is uneven across teams or locations, leading to inconsistent application.
Not Demonstrated
Managers are not trained or supported on HR policies. Application varies widely depending on individual interpretation.
11
Culture & Engagement
Employee engagement, recognition, communication, and staff feedback are operationalized to support organizational culture and employee experience.
Not started
11.1 Values & Inclusion The organization has defined clear values and fosters a respectful, inclusive, and values-based work environment through clear expectations and leaders who set the tone and model the expected culture.
Fully Demonstrated
Organizational values are defined, communicated, and visibly modeled by leaders. The work environment is perceived as respectful and inclusive.
Partially Demonstrated
Values are stated but not consistently reinforced by leadership behavior, or inclusion efforts are limited or inconsistent.
Not Demonstrated
Values are not defined or are purely aspirational. No active effort to foster an inclusive or values-driven culture.
11.2 Staff Feedback Employee feedback mechanisms, such as surveys, pulse checks, or focus groups, are used periodically and followed by appropriate action.
Fully Demonstrated
Staff feedback is collected periodically through surveys, pulse checks, or focus groups. Results are shared and followed by visible actions.
Partially Demonstrated
Feedback is collected sometimes but irregularly, or results are not shared with staff or translated into concrete actions.
Not Demonstrated
No employee feedback mechanisms. Staff have no structured way to share their views on the work environment.
11.3 Engagement Activities Culture and engagement activities are appropriate to organizational size, context, and resources, and help strengthen connection, communication, and employee experience.
Fully Demonstrated
Engagement activities are planned, appropriate to context and resources, and contribute to connection and positive employee experience.
Partially Demonstrated
Some engagement activities happen but they are ad hoc, not inclusive of all staff, or not clearly connected to culture goals.
Not Demonstrated
No engagement activities. There is little effort to build connection, communication, or a positive employee experience.
11.4 Recognition Staff recognition practices are aligned with organizational values and adapted appropriately to the cultural context across locations.
Fully Demonstrated
Recognition is regular, values-aligned, culturally appropriate across locations, and accessible to all staff regardless of role or level.
Partially Demonstrated
Some recognition happens but it is inconsistent, not adapted to different cultural contexts, or limited to certain teams.
Not Demonstrated
No recognition practices. Contributions go unacknowledged, or recognition is perceived as arbitrary or biased.
12
Health, Wellbeing & Safety
Staff are provided with a safe and healthy working environment consistent with local law, operational context, and organizational duty of care.
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12.2 Staff Information Staff receive the safety and security information relevant to their work environment, including during assignments within or outside the country of employment.
Fully Demonstrated
All staff receive relevant safety and security information for their context, including briefings for travel or assignments in different locations.
Partially Demonstrated
Some safety information is provided but it does not cover all contexts, or staff on assignment do not receive location-specific briefings.
Not Demonstrated
Staff do not receive safety or security information relevant to their work environment.
12.3 Incident Management Occupational health, safety, incident response, and wellbeing issues are tracked and followed up through a clear escalation and support process.
Fully Demonstrated
Incidents are reported, tracked, and followed up through a defined process. Escalation paths and support are clear to staff.
Partially Demonstrated
Some incident tracking exists but it is informal, not consistently followed, or escalation paths are unclear.
Not Demonstrated
No incident reporting or tracking process. Health, safety, and wellbeing issues are handled reactively without follow-up.
12.4 Security & Risk Envts. Where staff operate in fragile, conflict-affected, or high-risk environments, context-specific security protocols, critical incident management procedures, and psychosocial support resources are in place.
Fully Demonstrated
Context-specific security protocols, critical incident procedures, and psychosocial support are in place for staff in high-risk environments.
Partially Demonstrated
Some security measures exist for high-risk contexts but they are incomplete, not context-specific, or psychosocial support is lacking.
Not Demonstrated
Staff in high-risk environments operate without specific security protocols, incident management procedures, or psychosocial support.
12.5 Mental Health Staff mental health and psychosocial wellbeing are supported through access to confidential counselling, peer support, or employee assistance resources, with managers able to recognize and respond appropriately to signs of stress or trauma.
Fully Demonstrated
Staff have access to confidential counselling or EAP services. Managers are trained to recognize signs of stress and respond appropriately.
Partially Demonstrated
Some wellbeing resources are available but access is limited, not well communicated, or managers are not trained to recognize and respond.
Not Demonstrated
No mental health or psychosocial support is available. Managers are not equipped to recognize or respond to staff wellbeing needs.
13
HR Systems & Data
HR systems and files support accurate employee data, secure recordkeeping, workflow processing, reporting, and responsible use of digital and AI-enabled tools.
Not started
13.1 Systems Standardized HR processes are supported by consistent systems, with core HR data managed to enable workflow processing, reporting, and process tracking. Automation and AI may support selected processes where appropriate.
Fully Demonstrated
Core HR data is managed in a consistent system that supports workflows, reporting, and tracking. Automation is used where it adds value.
Partially Demonstrated
Some HR data is in a system but it is fragmented across tools, not consistently maintained, or reporting is limited.
Not Demonstrated
HR data is managed in spreadsheets or paper files without a consistent system. Reporting and tracking are manual and unreliable.
13.2 Data Privacy Data privacy, confidentiality, access control, and document retention standards are clearly defined and applied consistently across HR systems and files.
Fully Demonstrated
Data privacy standards, access controls, and retention rules are documented and applied consistently across all HR systems and files.
Partially Demonstrated
Some data privacy practices exist but they are not comprehensive, not consistently applied, or not documented.
Not Demonstrated
No defined data privacy, access control, or retention standards for HR data. Sensitive information is not adequately protected.
13.3 Quality The application of HR policies, tools, and procedures are documented, monitored, audited, and reviewed regularly. Adjustments are made as needed to maintain quality, relevance, and alignment with employee and organizational needs.
Fully Demonstrated
HR processes are monitored, audited periodically, and reviewed to ensure quality and relevance. Adjustments are made based on findings.
Partially Demonstrated
Some monitoring happens but audits are rare, findings are not acted upon, or reviews are not systematic.
Not Demonstrated
No monitoring, auditing, or review of HR process quality. Issues are only discovered when problems escalate.
13.5 HR Analytics HR metrics and management reporting support decisions on staffing, compliance, and workforce trends.
Fully Demonstrated
HR metrics are tracked regularly and reported to management, supporting data-informed decisions on staffing, compliance, and trends.
Partially Demonstrated
Some HR data is collected but reporting is ad hoc, not regular, or not used systematically for decision-making.
Not Demonstrated
No HR metrics or reporting. Decisions on staffing and workforce issues are made without data.
14
Employment
Employment policies and procedures are aligned with the organization's values and equity principles, are accessible to staff, and comply with applicable labour and employment laws.
Not started
14.1 Policies & Procedures Employment policies and procedures are established to manage the employee lifecycle fairly, consistently, and in line with legal requirements and organizational values.
Fully Demonstrated
Employment policies cover the full lifecycle (hiring through separation), are fair, consistent, legally compliant, and aligned with organizational values.
Partially Demonstrated
Policies exist for some parts of the lifecycle but are incomplete, outdated, or not consistently applied.
Not Demonstrated
Few or no employment policies. The employee lifecycle is managed informally without documented procedures.
14.2 Administration Employment contracts, letters, amendments, and separation documents are stored securely, and employee lifecycle and core HR processes are recorded consistently.
Fully Demonstrated
All employment documents are stored securely and systematically. HR records are complete and up to date for every employee.
Partially Demonstrated
Most documents are stored but some are missing, filing is inconsistent, or records are not always up to date.
Not Demonstrated
Employment documents are poorly managed. Records are missing, unsecured, or scattered without a consistent system.
14.3 Compliance Employment policies and practices comply with applicable labour laws, are regularly updated, and are supported by access to local legal counsel for employment matters and advice as needed.
Fully Demonstrated
Policies comply with local labor law, are regularly reviewed for legal changes, and the organization has access to local legal counsel when needed.
Partially Demonstrated
Policies generally comply but legal reviews are irregular, or access to legal counsel is limited for some locations.
Not Demonstrated
Compliance with labor law is not systematically checked. Policies may be out of date, and legal counsel is not available.
14.4 Leave Management Leave entitlements, including annual, sick, parental, compassionate, and statutory leave, are clearly defined, tracked, and applied consistently, with balances accessible to managers and employees.
Fully Demonstrated
All leave types are defined in policy, tracked accurately, applied consistently, and balances are accessible to both managers and employees.
Partially Demonstrated
Leave entitlements are defined but tracking is inconsistent, some leave types are unclear, or balances are not easily accessible.
Not Demonstrated
Leave management is informal. Entitlements are unclear, tracking is unreliable, and staff cannot easily check their balances.
14.5 International Mobility Where the organisation employs international or expatriate staff, mobility and assignment are managed in compliance with relevant immigration and tax obligations.
Fully Demonstrated
International assignments are managed with proper immigration, tax, and contractual compliance. Mobility processes are documented and followed.
Partially Demonstrated
Some international employment is managed compliantly but processes are not documented for all locations, or compliance gaps exist.
Not Demonstrated
International staff are employed without systematic attention to immigration, tax, or mobility compliance.
15
Ethics
A code of conduct and related ethical standards reflect the organization's values and legal obligations to support a respectful culture.
Not started
15.1 Code of Conduct Annual refresher training on the code of conduct and related ethical standards is provided.
Fully Demonstrated
All staff complete annual refresher training on the code of conduct and ethical standards, with completion tracked.
Partially Demonstrated
Training is offered but not annually, not mandatory, or completion is not tracked.
Not Demonstrated
No code of conduct training is provided. Staff are not reminded of ethical expectations after initial onboarding.
15.2 Reporting Channels Employees are informed of all reporting channels, including whistleblower mechanisms, for complaints, misconduct, safeguarding concerns, or other potential violations, and are able to use them without fear of retaliation.
Fully Demonstrated
Reporting channels including whistleblower mechanisms are documented, communicated to all staff, and used without fear of retaliation.
Partially Demonstrated
Reporting channels exist but are not well communicated, not all staff know how to use them, or there are concerns about confidentiality.
Not Demonstrated
No defined reporting channels. Staff do not know how or where to report concerns about misconduct or ethical violations.
15.3 Safeguarding Commitment to preventing sexual exploitation, abuse, and harassment is communicated and monitored, with awareness training provided to all staff and relevant partners.
Fully Demonstrated
SEAH prevention is clearly communicated, training is provided to all staff and relevant partners, and compliance is monitored.
Partially Demonstrated
Some safeguarding communication or training exists but does not reach all staff or partners, or monitoring is limited.
Not Demonstrated
No active communication, training, or monitoring around preventing sexual exploitation, abuse, or harassment.
15.4 Misconduct Misconduct and conflicts of interest, including nepotism, undisclosed relationships, and financial interests relevant to organizational decisions, are addressed through a process that applies to all staff.
Fully Demonstrated
Misconduct and conflicts of interest are addressed through a defined process that applies equally to all staff regardless of seniority.
Partially Demonstrated
A process exists but is not applied consistently, or there is a perception that senior staff are treated differently.
Not Demonstrated
No defined process for addressing misconduct or conflicts of interest. Issues are handled informally or avoided entirely.
15.5 Investigations Employee relations, grievance, investigation, and disciplinary matters are handled through a fair process with appropriate confidentiality.
Fully Demonstrated
Grievances, investigations, and disciplinary matters follow a documented, fair process with appropriate confidentiality and due process.
Partially Demonstrated
A process exists but is not consistently followed, timelines are unclear, or confidentiality has been compromised in past cases.
Not Demonstrated
No formal process for grievances, investigations, or disciplinary action. Issues are handled informally without due process.
15.6 Non-Retaliation A non-retaliation policy protects staff who raise concerns in good faith and is communicated and applied consistently, regardless of the seniority of the person involved.
Fully Demonstrated
A non-retaliation policy is documented, communicated to all staff, and applied consistently regardless of the seniority of those involved.
Partially Demonstrated
A policy exists on paper but staff are not confident it would be applied, or there have been instances where protection was inconsistent.
Not Demonstrated
No non-retaliation policy, or staff believe that raising concerns could lead to negative consequences.
16
Offboarding & Separation
An offboarding process covers notice period, knowledge transfer, handover, system access revocation, asset return, final payroll processing, and exit feedback, while supporting a respectful employee experience and capturing lessons learned.
Not started
16.1 Separation Types All types of separation, including resignation, redundancy, end of contract, dismissal, and retirement, are handled through defined and legally compliant procedures, with appropriate documentation issued and retained.
Fully Demonstrated
All separation types are managed through documented, legally compliant procedures. Appropriate documentation is issued and retained for each case.
Partially Demonstrated
Procedures exist for some separation types but not all, or documentation is inconsistent across cases.
Not Demonstrated
No defined separation procedures. Exits are handled informally, and documentation is often missing or incomplete.
16.2 Redundancy Redundancy and restructuring processes comply with local legal requirements on consultation, selection criteria, notice, and severance, and are managed with transparency and fairness.
Fully Demonstrated
Redundancy processes comply with local law on consultation, selection, notice, and severance. The process is managed transparently and fairly.
Partially Demonstrated
Some legal requirements are followed but the process is not fully compliant, or transparency and fairness are inconsistent.
Not Demonstrated
Redundancy is handled without reference to legal requirements. Processes are opaque, and affected staff are not treated fairly.
16.3 Exit Feedback Exit interviews or structured exit feedback are conducted for all departing employees where feasible, and insights are reviewed periodically to identify patterns and inform retention or management improvements.
Fully Demonstrated
Exit interviews or feedback are conducted for departing employees. Insights are reviewed periodically and used to inform retention and management improvements.
Partially Demonstrated
Exit interviews happen sometimes but not consistently, or insights are collected but not reviewed or acted upon.
Not Demonstrated
No exit interviews or feedback process. The organization does not capture learning from departing employees.
16.4 Records Closure Employee records are closed, archived, and retained for the required period following separation, with access restricted in line with data privacy standards.
Fully Demonstrated
Employee records are properly closed, archived, and retained for the required period with access restricted per data privacy standards.
Partially Demonstrated
Records are archived but the process is inconsistent, retention periods are unclear, or access is not properly restricted.
Not Demonstrated
Records of departed employees are not properly closed or archived. Data may remain accessible or be deleted prematurely.
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