Complete The Scorecard - People

A quick health check for your business..

Welcome to the People Scorecard, read through the four sections and then rate yourself on the scale, remember to be honest and judge yourself on your current and target score. Once you have entered a current and target score, continue through the scorecard and complete all sections.

  • Roles
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    Roles are not defined very much or at all, we come to work and stuff just happens as we have worked together well for ages, or we are new and its just working
    Roles are somewhat defined. As colleagues we understand what eachother does and the value we bring, but there are grey areas that we frequently discuss, sometimes passionaltely!
    Roles are clearly defined in documentation in terms of both Job function and reporting lines. We induct our team into roles effectively and set out a clear vision of how the company works and a particular roles funciton with our company
    We have a great HR function that works with hiring managers to constantly evaluate roles within the company and the effectiveness of them we also consult with team members in those current roles to create and maintain the best possible role definition for the company and the team member fulfilling that role
  • Expectations
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    Expectations are not clearly defined we expect our team members to be flexible enough to take on new responsibilities at a moments notice that's part of the excitement of work and we expect to be able to judge people against these emerging expectations as if it were part of their normal job
    Expectations are somewhat defined line managers induct team members and lay out some of what is expected in both their role and in terms of our company behaviors at the outset of employment, we occasionally feedback to the team member involved about if they are met or not. We have nothing in place in terms of gathering expectations of our team against us as a company
    Expectations are clearly defined we have initial and continual expectation setting and measurement against expectations feedback is regularly shared with team members we are happy with how this area runs
    Expectations are both defined and continually assessed by a line manager during induction and at appraisal time if required between these times as well. We also understand expectations are a two-way street and listen to our teams regularly about their expectations of us as an employer. Our team feedback to us that this is a great thing about our company
  • Recruitment
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    We have no strategy around recruitment of people, we bring new team members in as and when we think we need them, we use external recruiters who provide the best quotes and we get involved at the final interview stage
    We have an informal strategy, we think about who we want to recruit and why in silo's our thoughts are based around the short to medium term requirements of the business, we use external recruiters but are more involved than not throughout the process
    We have a formal strategy around recruitment we use a single recruitment agency, or have an internal recruiter who understands our business well. We actively tie our recruitment into our business plans and seek to recruit specific people we identify from Linkedin or people well known in our industry
    Our recruitment strategy is core part of our business strategy, we have an internal recruiter or team, who work hand in hand with leaders in our business to acquire top talent within our industry, we can think of few if anyways we could be working better to improve this approach
  • Development
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    We let our people self-develop we believe that the best form of development is self-motivated - or we have seen poor results from previously trying to develop our teams either formally or informally
    We have informal development plans and provide some training or adhoc training, our development is not hollistic and we would really like to improve this to make us a more attractive employer and have happier team, with better retention rates
    We have formal personal development plans our team members are assigned mentors and are carefully monitored by both their line manager and mentor, constant feedback is provided in a constructive way. We have formal planned traiing programs for our people we take this seriously. We fell we provide enough in this area
    Development of our people is a key strategy of ours, we invest heavily in this key strategy, as we recognise how powerful this is for people as a motivator to both join our team and stay with the business. we are genuinely interested to see our people become the best they possibly can in a hollistic a way as possible
  • Recognition ∓ Reward
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    Formal recognition is rare, we seldom celebrate success openly and believe that what we pay our people is recognition enough of their talents. If someone does something exceptional they may get a public "pat on the back"
    We do recognise our top performers but we do this in an ad-hoc way, its not as important as we know it should be but it all seems a little old hat. We would like to understand the best ways to recognise performance across various levels in our people and call that out in the best way possible to serve as motivation
    We have a HR controlled or similar program in place, our managers imply nominate who they think deserves recognition and their level of recognition or reward is picked from a list - it works ok for us
    We have a renowned reward and recognition scheme in place that our team helped us create, and can see real value in for themselves as individuals and to us all as a company. We are completely genuine in everything we do and recognition is true admiration
  • Personality
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    We are not concerned by peoples personality in the workplace as long as they get the job done to a professional standard that is all we need or expect
    We know it's important for our teams to gel together well as people and have tried with some success in this are to as best we can match recruits to our teams on a personal basis to avoid conflict. We are keen to hear new ideas on this though or just compare notes, hiring for fit is important
    The fit of people into our business is the responsibility of hiring managers, they are coached on this by HR throughout their career with us, and we have few if any issues of note in this area
    We see peoples personality as key to part of the hiring considerations when we offer a role, we have a strategy in place for this and it is reviewed regularly by teams who are hiring. Teams need to gel well together to be highly performant and we make sure that we do all we can to make that happen
  • Accountability
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    We don't focus too much on this, as long as the work is done and the team are not complaining we are happy as our culture means we just get stuff done
    We would like to have more accountability amongst our team, it's often talked about quietly or amongst small groups, we are not sure how to best approach this issue, but we recognise it could be damaging our team and our business
    Accountability is part of how we work, we don't have issues with this, and on occasion issues do arise they are dealt with via performance reviews and HR, we are happy here
    We recognise accountability is vital is peoples day to day performance of their role, we support our team members in this area as much as possible. It is openly talked about as a subject and we have no culture of fear around admitting mistakes or failures, as long as they are not reckless and are learned from

Thank you!

Please respond to all questions with a score and target to complete this scorecard.

Thanks for completing our scorecard, this is one of many scorecards that we use to help assess if you and your company are a good match for our skills and services. Please fill in your contact details below, and one of the 60 Innovations team will be in touch with you soon to have a short conversation about your results, and to discuss ways in which we can help your business grow.

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