HR Department Organization Questionnaire

HR DEPARTMENT DE PARTMENT ORGANIZATION QUESTIONNAIRE The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives. 1. Is there there one department department or function function within within the organization organization that that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2. Does the the senior-level senior-level human human resources resources manager manager report report to the same same level position as all other major staff and line departments within the organization? 3. Does the the senior senior human resources resources manager manager participate participate in addressing addressing the organization’s strategic, tactical and policy issues? 4. Does the the senior senior human resources resources manager manager integrate integrate all all HR activities activities with with the organization’s strategic business plan. 5. Does the Human Human Resource Resources s department department demonstra demonstrate te a clear understanding of organizational and customer needs? 6. Are HR services and functions functions aligned and prioritized prioritized to organizational organizational and customer needs? 7. Has a department department mission mission statement statement been been develope developed d explaining explaining its purpose within the organization? 8. Has this this mission mission statement statement been communica communicated ted to all management management personnel? 9. Has this this mission mission statement statement been communica communicated ted to other customers customers throughout the organization? If so, to whom? How? 10.Does the Human Resources department take a lead in striving for a more empowered and participative work force (productivity improvement, cost reduction, quality improvement and improved quality of work life programs?) 11.Has a Human Resources department organization chart been published and distributed? If so, to whom? whom? 12.Does the organization chart clearly define functional responsibilities and whom customers can contact for service? 13.Are 13. Are job descriptions established established for all HR personnel personnel stating major job objectives, responsibilities and accountabilities? 14.Do all HR personnel understand their respective roles and relationships to others in the department? 15.Are department personnel cross-trained to perform duties outside their major areas of responsibility? 16.Do they work on team and department task force projects? 17.Are departmental personnel professionally and technically competent? 18.Do they serve as internal consultants to management as well as counselors to employees? 19.Does 19. Does the department department staff work well as a team? Department Organization Questionnaire Reprinted with permission of the HR Center at the International Personnel Management Association Associ ation (IPMA), 1617 Duke St., Alexandria, VA 22314; (703) 549-7100.

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20.Are 20. Are they readily accessible accessible to all customers? 21.Are department personnel provided adequate training and professional development to meet organizational challenges and demands? 22.Is involvement in professional and technical groups encouraged? 23. Does the department subscribe to major technical and professional journals? journals? 24.Is 24. Is there a credible performance appraisal appraisal in place clearly stating mutually established goals and objectives for department personnel? 25.Are human resources staff compensated according to market standards? 26.Are they compensated based on comparable positions within the organization? 27.Does department staff effectively balance organizational with employee needs and act as an intermediate for both? 28.Is 28. Is the Human Resources Resources department results-oriented results-oriented (i.e., measuring cost-effectiveness and the bottom line results of human resources programs)? 29.If 29. If so, is it attentive to the bottom line and does it demonstrate a business orientation? 30. What is the span of control of the top position within the departments (i.e., how many and which positions report to it)? 31. Are supervisors or managers reporting to other mid-level managers? 32. How many employees are in the Human Resources department? 33.What 33. What is the ratio of HR department staff to all employees served? served? 34. How does this compare compare to the staffing levels of other comparable organizations offering similar services? 35. Are HR needs and and programs accounted for in the organization’s budgeting process? 36. Does the organization make plans for ensuring ensuring that HR’s future needs are met? 37. On a scale of one to seven (seven being the highest highest and four being adequate), how would the Human Resources team rate the overall effectiveness and structure of your Human Resources department? 38. On the same one-to-seven scale, how do you think other department heads would rate the overall effectiveness and structure of the HR department? 39. On the same one-to-seven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department? Explanation of Department Organization Questionnaire

For each of the 11 categories, the Self-Audit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire: Is the HR department structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish the organization’s objectives? Department Organization Questionnaire Reprinted with permission of the HR Center at the International Personnel Management Association Associ ation (IPMA), 1617 Duke St., Alexandria, VA 22314; (703) 549-7100.

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Recruitment and Selection Questionnaire The process providing timely recruitment, selection and placement of high-quality employees to satisfy the organization’s staffing requirements. 1. Is there there a policy policy in place stating stating the the organization’s organization’s philosophy philosophy on recruitment and selection? Does the policy contain procedures to guide managers through the recruitment and selection process and describe how to get help? 2. Is there there one position within the the organization organization accountable accountable for overseeing overseeing and coordinating recruitment and placement? RECRUITMENT 3. Is there there a formal formal process process in place for for identifying identifying job job vacancies? vacancies? 4. Briefly describe the process process from from needs needs identification identification through through final approval authorization. 5. Is recruitment recruitment done done proactively proactively from from a planning planning mode mode (i.e., (i.e., projected projected workforce plan) as well as reactively to immediate replacement and new job openings? openings? Is recruitme recruitment nt linked to to human resources resources planning planning (projected workforce requirements)? 6. Is a job job analysis analysis conducted conducted for each each position? position? Does Does the job analysis analysis accompany the hiring authorization? Does the job analysis accurately identify the key objectives and responsibilities of the position? Does the job analysis analysis accurately accurately identify identify the essentia essentiall ‘can do’ skills skills needed needed (i.e., skills, abilities, knowledge, education and experience)? Does the job analysis accurately identify the essential ‘will do’ skills needed (e.g., leadership, interpersonal, entrepreneurial, communication and good attitude)? 7. Is consideratio consideration n given to internal internal candidates candidates for for all or some job job openings openings before outside recruitment begins? If some positions are determined to be filled from within, how is this determination made? 8. Is there there a formal formal job posting procedure procedure in place? place? If so, does does the job job posting contain the job objectives, needs and requirements cited in the job analysis (#6 above)?

Department Organization Questionnaire Reprinted with permission of the HR Center at the International Personnel Management Association Associ ation (IPMA), 1617 Duke St., Alexandria, VA 22314; (703) 549-7100.

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9. Are recruitment recruitment strategies strategies (methods (methods to obtain obtain qualified qualified candidates) candidates) set before active recruitment begins? Who participates in the strategy development? Does this strategy include affirmative action and diversity needs? 10. What kind of recruiting sources does your organization use and for what positions: Newspaper sources? Professional journals/periodicals? College recruiting? Special events recruitment (e.g., job fairs and expos)? Community referral agencies (e.g., state employment and training offices)? "Quasi-search" methods (e.g., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)? Employee referral? Internal computerized applicant database? Professional networking (e.g., associations)? Direct mail recruitment? Personal networks (e.g., local competitors, customers, suppliers, outplacement firms or industry research)? If so, please give examples: 11.Does your organization measure the effectiveness as well as the costs of these recruiting sources? 12.To whom are these performance measures and recruiting costs communicated? • • • • •

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SELECTION 13. Does the HR department perform all initial screening of candidates? candidates? 14.Are candidate telephone interviews, teleconferencing or video screening conducted before personal interviews? 15.How many candidates are typically interviewed before filling a position and at what levels? 16.Who participates in the interview and at what intervals? How many people are typically involved in the interviewing process? Are panel interviews used? Who makes the final hiring decision? 17.Are hiring managers trained in objective selection (e.g., interviewing techniques, position-related questions and legal implications)? 18.Are reference checks conducted on all candidates? Who performs the reference checks? 19.Are tests or personality profiles used in the selection process? Are they professionally validated? 20.Are drug tests administered to all new employees as a condition for hire?


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21.Does the organization compare the number of job openings and workforce projections with the HR department’s recruitment and selection capacity? Are peak peak and low hiring hiring cycles cycles identified? identified? 22.Has the organization examined or evaluated any of the following alternatives to satisfying workforce requirements: Project or contract outsourcing? Temporary placement? Internal temporary placement pool? Part-time employment and job sharing? 23. Are all employment costs accounted for in the organization’s budget? 24.On a scale of one to seven (seven being the highest and four being adequate), how do you think the HR team would rate the effectiveness of the recruitment and selection process? 25.On the same one-to-seven scale, how do you think departments would rate the effectiveness of the recruitment and selection process? • • • •

Compensation Questionnaire A system of of evaluating evaluating jobs and compensating compensating employees employees to to ensure that the organization attracts, retains and motivates employees to accomplish organizational objectives.

1. Does the the organization organization have have a policy clearly stating its its position position on employee compensation? Is this policy linked to the organization’s management philosophy on compensating employees, and does it reinforce the values of the organization? Is the organization’s compensation philosophy clearly communicated to all employees? Is it clearly supported and monitored by management? 2. Does the the compensation compensation policy contain procedures procedures to guide managers managers on how to implement the compensation system? 3. Is there there one position within the the organization organization accountable accountable for overseeing overseeing and coordinating all compensation-related activities (job evaluation, job classifications, job descriptions, salary administration, performance appraisal and compliance with all governmental pay regulations. 4. Is there there a process process for for keeping keeping the organization organization aware aware of compensation compensation paid for comparable job functions in the region? Compensation paid to comparable exempt job functions nationwide? Compensation paid to comparable exempt job functions industry-wide? How frequently are there market studies performed? 5. Is your pay plan plan in agreement agreement with with the compensation compensation philosophy philosophy of the organization? Are pay ranges wide enough so as not to force vertical pay growth? Are pay ranges wide enough and procedures available to reward additional knowledge, skills, abilities and responsibilities and encourage lateral career growth? Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges? Are pay differences great enough to ensure that a subordinate is not paid more than his or her supervisor, including overtime payments? Department Organization Questionnaire Reprinted with permission of the HR Center at the International Personnel Management Association Associ ation (IPMA), 1617 Duke St., Alexandria, VA 22314; (703) 549-7100.

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6. Are all all jobs classif classified ied using using a consiste consistent nt job analysi analysis? s? 7. Are all job job classifications classifications reviewe reviewed d for gender gender and minority minority equity? equity? Are all comparable jobs reviewed for possible evidence of uneven treatment for females or minorities? 8. Does your your organizatio organization n have an employee employee performance performance appraisal appraisal system? Does the performance appraisal establish clear objectives, expectations and performance measurement criteria linked to that specific job? Does the performance appraisal provide objective, interactive and meaningful feedback on performance? Do performance objectives clearly support departmental and organizational objectives? Are these these objectives objectives and measuremen measurementt criteria discussed discussed with the individual being appraised? Do the employees have clear and direct control over the outcome of their appraisals? Do performance appraisals reflect an employee’s positive behavior, as well as results? Do performance appraisals include a written plan to improve employees’ knowledge and skills? Are pay plans linked linked to rewards rewards for for measured measured performance? performance? Is the performance rating/pay adjustment reviewed by someone in a position higher than that of the rater before discussion with the employee and implementation? 9. Does your organizat organization ion have have a pay-for-performa pay-for-performance nce (merit-based (merit-based)) system? Does it work as intended, or is it a tool for compensation adjustment? Does an outstanding performance merit an outstanding reward? 10.Are compensation increases budgeted throughout the organization and are guidelines for distribution clearly communicated? Are ranges ranges and limits limits clearly clearly defined (e.g., pay pay increments increments linked to performance measures)? Is distribution of compensation among departments reviewed by management for consistency and equity before awarding increases? 11.Are other performance compensation awards (results sharing) appropriate and in place? Profit-sharing awards based on organization-wide profitability. Special recognition awards, e.g., bonuses for meeting a combination of results criteria, including department contribution performance, major productivity increases, sales and profit increases, and cost savings. •

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Group or team productivity based on team performance and distributed by team members. Gain-sharing awards based on local performance. A special special pay-for-knowledge pay-for-knowledge system, e.g., e.g., payment payment for increased increased development of employee knowledge, skills, abilities and/or responsibility (allowing a broader job design without changing assignments). Employee Benefits Questionnaire Programs by which employees receive non-cash compensation to ensure that the organization attracts, retains and motivates employees to accomplish organization objectives. 1. Does the the organization organization have have a clear policy policy regarding regarding employee benefits? benefits? 2. Is there there one position within the the organization organization accountable accountable for fairly and and consistently implementing employee benefit programs and ensuring compliance with governmental regulations? 3. Is the organization organization current current on on competitive competitive employee employee benefit benefit practices, practices, such as childcare, flextime, job sharing, vacation/sick time, time-off provisions and health plan alternatives? HEALTH CARE COST CONTAINMENT 4. Is there a process process in place to contain contain medical costs while while offering offering quality health care to employees? 5. Do you you periodically periodically gauge gauge employee employee satisfact satisfaction ion with the benefit benefit plan plan in terms of customer service, timeliness, claim management and accuracy? 6. If employee employee dissatisfact dissatisfaction ion is high high or costs are are out of control control or noncompetitive, do you put your benefit plans out to bid? How often does this occur? 7. Are the costs of of employee employee benefits benefits regularly regularly calculated calculated and compared compared to to national, industry and local data? 8. Are vacation vacation and sick leave leave accruals accruals analyzed analyzed for purpose purpose as well as cost cost consideration? 9. Are there there progr programs ams to cont control rol absen absentee tee costs? costs? 10.Are 10. Are there programs to curb sick leave abuse? •

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Employee Relations and Communications Questionnaire This section audits programs that govern employee treatment, communications, support systems and services that encourage greater employee satisfaction, motivation and productivity. 1. Is there there one position within the the organization organization accountable accountable for overseeing overseeing and coordinating all employee relations and communications activities? COMMUNICATIONS 2. Are there there policies policies that state the the organization’ organization’s s employee employee relations relations philosophy governing all conditions affective employees? 3. Do these these policies policies state expected expected behaviors behaviors of of employees? employees? 4. Are these these policies policies condensed condensed into into an employee handbook? handbook? 5. How and and to whom is the emplo employee yee handbo handbook ok distrib distributed uted? ?


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6. Is the employee employee handbook handbook information information reviewed reviewed by legal legal counsel counsel to satisfy satisfy all laws affecting employment, personnel relations, working conditions, employment at will, implied employment contracts and disclaimer issues? 7. How How freque frequentl ntly y is it upda update ted? d? 8. Is there there a formal formal orientat orientation ion for new new employe employees? es? Are follow-up follow-up employee employee orientations orientations schedule scheduled? d? 9. Are employees employees given the opportunity opportunity to exchange exchange information information with superiors as well as assimilate information being transmitted from the top down? 10.Are 10. Are there forums that allow for regular interaction and information information exchanges between employees and management? If so, briefly describe: 11.Are 11. Are there forums in which racial and ethnic minority concerns are conveyed to management with the intent of affecting positive changes? 12.Does your organization engage in employee opinion surveys? If yes, how frequently? Do you communicate survey results to employees? Is there a demonstrated commitment to introducing changes based on survey data? EMPLOYEE TREATMENT 13. Are employees afforded a process where both sides of a complaint are heard and a decision is rendered fairly? 14.Are disciplinary procedures and rules of conduct explained in an employee handbook or other form of notice? (Remember, the purpose of discipline is to have people behave in an acceptable way.) 15.Are 15. Are progressive progressive forms of discipline expressly cited? Are they they consistently consistently applied? applied? 16.Are 16. Are fairly competitive employee employee benefit programs in place? 17.Is 17. Is there a program that provides for management and employee participation in the discipline process? 18.Are 18. Are there opportunities opportunities for employee professional professional growth? 19.Does the organization demonstrate, emphasize and reward leadership to ensure success and satisfaction in the organization? 20.Using a one-to-seven scale how do immediate manager practices rate in terms of daily supervision and management of employees? 21.Has the organization demonstrated reasonable employment security? 22.Is direct compensation/pay reasonable, equitable and competitive? 23. Are employee and team accomplishments, special efforts and contributions recognized in addition to direct pay? 24.Does the organization encourage teamwork and employee involvement? •

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STATISTICS 25.What 25. What is the organization’s monthly absentee absentee rate? Do you consider this high or low? In what departments/areas are absences particularly high and why? 26.What is the annual turnover rate (average position replacements per year)? • •


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Do you consider this high or low? 27.Are 27. Are exit interviews conducted? conducted? By whom? Who is given feedback from the exit interview and how is it used? 28.Are 28. Are demographics demographics of turnover turnover data analyzed? analyzed? How is this analysis used? What has management done in the past two years to reduce turnover? 29.Has the organization attempted to project future needs in terms of an increase in working mothers, child care, single parents, elder workers, a more diverse work force, etc.? 30.Has 30. Has the organization organization made plans to meet its future employee relations needs? 31. On a scale of one to seven (seven being the highest highest and four being adequate), how do you think your Human Resources department would rate the effectiveness of the organization’s employee relations and communications programs? 32. On the same one-to-seven scale, how do you think your internal clients (other departments and employees) would rate the effectiveness of the employee relations and communications programs? •

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Personnel Policies/Workplace Rules Questionnaire Statements of guiding principles intended to translate organizational objectives and means into operational terms and help managers make decisions. 1. Are there there written written procedures procedures governing governing all conditions conditions of of employment employment and and policies clearly stating the organization’s human resources philosophy? 2. Are there there procedures procedures for for monitoring monitoring the organization’s organization’s compliance compliance with personnel laws and regulations? 3. Are there there policies policies and procedu procedures res published published and adequat adequately ely communicated? How? (please describe) 4. Is there there one position within the the organization organization accountable accountable for overseeing overseeing the development, coordination and distribution of these policies and procedures? 5. Do these these policies policies reflect reflect the organiza organization’s tion’s desire desire to be an "employer "employer of choice"? 6. Do these these policies policies and procedures procedures contribute contribute toward toward the the organization’s organization’s mission and objectives? 7. Do they they balance balance empowerment empowerment of of staff with sufficient sufficient controls controls to ensure ensure achievement of the organization’s mission and objectives? 8. Are managers managers guided guided by by policy as they make decisions decisions from hire through separation of employment? 9. Are managers managers given given the opportunity opportunity to provide provide input to policy drafts drafts before they are formalized? •


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10.If there are other rules outside the organization’s stated policies, such as Civil Service rules, are they communicated to and understood by the managers? If yes, does management periodically review such outside rules to see if they reflect the organization’s current needs? 11.Is policy consistent in purpose, background and procedures for implementation? 12.Are effective dates of policies cited, and do they specify any previous policy statements they supersede? 13. Are all policies approved at the highest appropriate level of the organization before being adopted? 14.Are personnel policies condensed into an employee handbook? 15.Is the current personnel policy manual periodically reviewed by legal counsel to reflect new laws affecting employment, personnel relations, working conditions, employment at will, implied contract and disclaimer issues? 16.Are new policies that may have legal implications also reviewed by legal counsel? •

.Equal Employment Opportunity and Regulatory Compliance Questionnaire Policies and practices to ensure compliance with equal employment opportunity laws and other governmental regulations as they relate to recruitment, selection, placement, compensation and treatment of employees while enhancing the validity and effectiveness of related personnel systems.

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1. Does your your organizatio organization n have a stated stated policy covering covering equal employment employment opportunity as well as its compliance with all applicable discrimination laws? 2. Does your your organizatio organization n explicitly explicitly state state its position position against against discriminat discrimination ion because of: Race? Color? Sex? Religion? Sexual orientation? Physical/mental handicap or disability? Age? National origin? Ancestry? Ancestry? Marital status? How is this policy communicated inside and outside the organization? 3. Is there there one position within the the organization organization accountable accountable for overseeing overseeing and coordinating EEO policies and procedures? •


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4. Is there there a review review process process to keep the the organization organization up-to-date up-to-date regarding regarding regulatory issues and compliance? 5. Are job openings openings analyzed analyzed for for job-related job-related skills, skills, education, education, knowledge knowledge and and ability requirements? 6. Are selection selection criteria based on these these job-related job-related requirements? requirements? Can all hiring decisions be defended against these criteria? 7. Are all all tests tests used used in the hiring hiring process process valid? valid? 8. Are all all hiring managers managers trained trained in nondiscrimina nondiscriminatory tory hiring hiring practices? practices? 9. Has the the employment employment application application been reviewed reviewed to ensure ensure that it meets all equal employment opportunity requirements? 10.Is there an internal process for employees to register complaints concerning discrimination and harassment? 11.Does your organization have an explicit policy against sexual harassment? Has a procedure to resolve sexual harassment claims been implemented? 12.Do you offer training to management on sexual harassment awareness and legal requirements? 13. Does your organization conform to all provisions of the Disabilities Act? Does your organization have a policy statement that prohibits discrimination against qualified handicapped or disabled individuals? Do your organization’s job descriptions distinguish between those qualifications, physical requirements, duties and responsibilities which are essential and those which are nonessential? Are policy policy manuals, manuals, handbooks, handbooks, recruitment recruitment notices, notices, job postings postings and advertisements consistent regarding qualified individuals with a physical or mental impairment of a major life activity? Can disabled individuals apply for job openings and gain access to the premises? Is there a review process for employee restrictions and reasonable accommodation requests? •

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. Training and Development Questionnaire Programs, processes and strategies that will enable organizations to develop and improve their internal human resources in order to optimize their contributions to organizational objectives.

1. Is there there a policy policy that that states states the organizatio organization’s n’s philosophy philosophy on on employee employee training and development? 2. Is there a position position within the the organization organization accountab accountable le for overseeing overseeing and and coordinating training and development activities? 3. Is there there a process process for for assessing assessing the organization’s organization’s immediate immediate training training needs and individual development needs? If yes, how is this assessment carried out? Department Organization Questionnaire - 11 – •

Reprinted with permission of the HR Center at the International Personnel Management Association Associ ation (IPMA), 1617 Duke St., Alexandria, VA 22314; (703) 549-7100.

How often is the assessment updated? Who participates in the assessment? 4. Is there there a process process to to assess assess the organizat organization’s ion’s future future training training needs? needs? If yes, how is this assessment carried out? Who participates? How far into the future are the needs projected? 5. Are job job skills, knowledge knowledge and ability considered considered in assessing assessing training needs? 6. Are new new technologies technologies,, processes, processes, products, products, services services,, market changes and community needs considered in assessing training needs? 7. Are organizatio organizational nal issues, issues, such such as mission, mission, objective objectives, s, cultural cultural changes changes and customer orientation, considered in training needs? 8. Are the organization’s organization’s social social responsibil responsibilities ities and and respect respect for diversity diversity reflected in training needs? 9. Are legal legal require requirement ments s consider considered ed in training training needs needs? ? 10.Is remedial training in literacy and basic computation skills offered? 11.Are employee development plans addressed in performance appraisals or other formal settings? 12.To whom are the organization’s immediate and future training and development needs communicated? How often? 13.How 13. How are all training programs programs and opportunities opportunities communicated communicated to employees? 14.Are subscriptions to professional training and development journals maintained and circulated among department members? Is there a reference library of training and development material for employee use? Is there coordination of professional development material? 15.Do all training and development programs have clear objectives (For example, in a workshop on WordPerfect, a clear objective would be: At the end of this training, participants will be able to use the Merge/Sort feature.)? 16.How are training resources identified internally and externally? Who is involved in the determination? How are all training resources coordinated? 17.Are the results of training programs monitored and evaluated? 18.Is cost considered in the selection of training resources? 19.Is 19. Is there a method to track training costs in terms of lost work time? 20.Does your organization measure a return on investment in training? How do you know training is used back in the job? 21.Does the organization provide adequate capacity to meet chosen training and development needs? Are employees employees availing availing themselves themselves of training training opportunitie opportunities? s? 22.Are 22. Are training and development needs reflected in the organization’s budget? • •

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23. On a scale of one to seven (seven being the highest highest and four being adequate), how do you think your Human Resources department team would rate the organization’s training and development activities and performance? 24. On the same one-to-seven scale, how do you think your customers (other departments) would rate the training and development activities and performance. The choice of training resources should be cost-effective. In some cases a training curriculum can be developed by in-house experts. For other topics it will be more cost-effective to go outside the organization than to train someone in-house. There are many freelance trainers with detailed subject manuals using well-developed modules and techniques. Contract trainers have proven to be very cost-effective. Labor Relations Questionnaire The process that ensures and oversees fair and effective collective bargaining with those unions representing employees and fosters positive labor relations designed to achieve organization objectives. 1. Does the the organization organization clearly clearly state state its philosophy philosophy on labor relations relations and and implement guiding procedures for managers who deal with contract and labor relation issues? 2. Is there a position position within the the organization organization that that oversees oversees and coordinate coordinates s labor relation activities? 3. Do labor labor relations relations strategies strategies support support the the organization organization’s ’s business business plan? plan? 4. Is top top management management informed informed and supportiv supportive e of labor management management strategies and goals? 5. Is there there an atmospher atmosphere e of management management respect respect for union union representat representation? ion? 6. Are negotiatio negotiation n strategies strategies and objectives objectives formulated formulated in advance advance of contract negotiations? 7. Does management management understand understand the laws that that govern govern collective collective bargaining bargaining? ? 8. Is your labor management management team educated educated and trained trained in private- or government-sector bargaining techniques? 9. Does your your labor labor relations relations staff network with professio professionals nals from from other organizations? 10.Are union officials involved in workshops, educational forums or other interactive sessions with management to address topics of mutual concern, such as business competition, health care costs, compensation and organization change issues? 11.Is there a formal labor/management group to discuss issues of mutual concern outside of the bargaining process? If yes, does this group have a charter and regularly scheduled meetings? Is the group trained in effective meeting skills (e.g., agenda, ground rules, timekeeping, facilitation and action plans)? 12.Is adequate assistance provided to managers in contract administration and handling grievances? •

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13. Are managers trained in handling discipline matters, recordkeeping, counseling skills, precedent-setting issues, etc.? 14.Are efforts made to analyze root causes of grievances and take corrective/preventative measures to reduce them? 15.When grievances are submitted, are they resolved in a timely fashion? 16.Are there credible efforts made to gain labor’s input and participation in finding better ways for the organization to survive? 17.Has the organization made plans to meet its future labor relations needs? 18.On a scale of one to seven (seven being the highest and four being adequate), how do you think your Human Resources department would rate the effectiveness of labor relation’s performance? 19.On the same one-to-seven scale, how do you think other departments would rate labor relations performance? 20.On the same one-to-seven scale, how do you think union officials would rate labor relations performance?

Safety, Health and Wellness Questionnaire Programs that provide a work environment that contributes to and demonstrates concern for employee safety, health and well-being, and that produce the economic benefits derived from a safer work environment and healthier workforce. 1. Does the the organization organization have have a policy stating its its philosophy philosophy on on employee employee safety, health and wellness? Is this policy clearly supported and monitored by management? Are there there policies and procedures procedures that that demonstrate demonstrate compliance compliance with federal, state and local regulations? Does the policy provide guidance to managers on implementation of related programs? 2. Does one one position position within within the organization organization oversee oversee and and coordinate coordinate safety, safety, health and wellness activities? Is there a process that ensures organizational compliance with current governmental regulations? 3. Does your organizat organization ion have have a wellness wellness program program in place? Does it include: A qualified qualified wellness wellness coordinator? coordinator? o Voluntary free biennial physicals? o o A health risk assessment? assessment? o A health risk assessment assessment follow-up? follow-up? o Counseling and feedback on health and lifestyle improvements? Discussions/training on health-related topics? o Access to exercise exercise and fitness fitness facilities? facilities? o An evaluation evaluation of program effectivene effectiveness ss (measurable (measurable by o reduced absenteeism, increased productivity, reduced healthcare costs, • •

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fewer claims, and progress against major risk factors measured in health exams)? Does the evaluation include a cost/benefit analysis? o 4. Does your your organizatio organization n have an Employee Employee Assistance Assistance Program (EAP)? Does it include: An analysis analysis of problems problems employees employees exhibit exhibit that, that, if o assisted, would improve the organization’s bottom line (this could be determined by an examination of company records of accidents, benefits usage, absences, performance, as well as by interviews with employees, supervisors and medical personnel)? An evaluation evaluation of the program’s program’s effectivenes effectiveness s to reduce o absenteeism and accident and health insurance claims and improve performance? A cost/benefit cost/benefit analysis? analysis? o •

Does your organization have formal accident prevention programs? If so, do they include: o An analysis analysis of work-relate work-related d injuries by by category, category, department and location? Formal workplace inspections? o A process process to address address biomechanics biomechanics and and ergonomics ergonomics in o the workplace? Inspections that address accident causes, unsafe o conditions and unsafe behaviors? Employee training in accident prevention and good safety o practices? Reinforcement and recognition of safe behaviors? o 5. Does your your organizatio organization n measure the cost/benef cost/benefit it ratio of of safety safety programs? programs? 6. Does your organizat organization ion engage engage in workplace workplace evacuation evacuation drills? If so, how often? 7. On a scale scale of one to seven (seven being the the highest highest and four being being adequate), how do you think your Human Resources team would rate the effectiveness of the organization’s safety, health and wellness programs? 9. On the same one-to-sev one-to-seven en scale, scale, how do you think your your internal internal clients clients and employees would rate your safety, health and wellness programs? •

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HR Department Organization Questionnaire

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