HR Diagnostic Tool

Analyse your Talent Management practices in 20 minutes with our quick and easy questionnaire. Receive a report showing your current state of play along with recommendations on the next steps to take to achieve high impact talent management that values everyone and aligns to business goals..

HR Diagnostic Tool

Use our HR Diagnostic Tool to identify gaps in your talent management and succession strategy, and for indications on how to fill these gaps.

Rating Scale

Does this happen in your organisation? Rate each of these statements to show the extent to which this happens in your organisation:

Step 1 Step 2 Step 3 Step 4

We have a clear employer brand promise, which all employees can articulate

People regularly discuss how to take advantage of future business challenges and opportunities

People strive to identify improvements to how they work and what they do

There is dissatisfaction with changes that are being introduced

People's ideas are embraced, discussed and built on collaboratively

People's ideas fall off the bottom of the to-do list

Our business priorities are clear

People are clear about what is expected of them

People know what the future might hold for them and how they might get there

People feel they have outstanding opportunities for development

Criteria for pay awards are clear

Internal moves and promotions are sufficient, and have increased in recent years

In our organization, people equate career with promotion

Learning and development is generally held to mean attending a training course

People understand how their behaviour impacts on their performance and have adequate opportunities to identify their strengths and preferences

The criteria for recruiting externally are different from those used for internal selection and development

The quality of performance management conversations is good across the organisation

Performance appraisal is generally regarded as a chore

We deal effectively with under performers

People are given recognition for good work

Line managers are rewarded for being good people managers

Line managers feel well supported in their roles as people managers

People enjoy good, productive team relationships

Line managers view supporting others' learning and development as a priority

Line managers know the motivations and aspirations of their people and seek to satisfy these

Line managers clearly differentiate between high performance and satisfactory performance

Our staff turnover benchmarks well with our competitors (14%?)

When we identify a new business opportunity, we are able to immediately identify who might be able to tackle this

We have skills shortages and struggle to fill these roles

We know the capabilities and aspirations of our workforce

Our managers agree on who our high performers are, and the development they should have

Selection decisions are made on the basis of potential and cultural fit, as well as skills and experience

Senior management conversations focus on people, as well as on sales, finance, etc

Line managers are reluctant to release people because of the disruption this causes

Senior management keep track of the people coming up through the organisation

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Organisation (essential for company diagnosis)

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