TEAM MEMBER LIFECYCLEBEST PRACTICESSELF ASESSMENT

“We riseby lifting others”- Robert Ingersoll

Website includes employment pages with current jobs listed & are easy to

find & navigate

Jobs are advertised across multiple digital platforms

Prospective job seekers have heard positive information related to the

company culture; the company has a good public reputation

The company purpose & values are infused into all collateral

Someone is accountable for managing brand consistency across social

media platforms as it relates to hiring/job-openings.

Competitive salary & benefits

Provide a compelling referral program

ATTRACTION

INSTRUCTIONS:Rate your organization’s current state for each best practice.

Use the scoring sheet at the end to identify where you stand and find opportunities for improvements.

TEAM MEMBER LIFECYCLE BEST PRACTICESSELF ASESSMENT

0 - My organization does not currently use this best practice or we have an unclearprocess that is not used consistently by everyone for all employees

1 - We have a rudimentary or outdated process to manage this best practice

2 - We have a clear, consistent process that almost everyone uses to manage this best practice

3 - We are innovators in this area, and are among the “best in class” atconsistent execution of this best practice

SUBTOTAL Low: 0-9 Medium: 10-14 High: 15-21

Job descriptions are specific, clear, regularly updated & reviewed for

accuracy

Open positions are posted internally before hiring outside applicants

Interested job seekers are able to leave a brief message

& contact information

HR responds to all interested job seekers in less than 24 hours

The company asks for qualified referrals from employees

A well-designed interview process is in place that includes behavioral

inquiry & clear expression of company purpose & values

At the end of each interview stage, HR communicates clear next steps to

each candidate

Candidates who are not selected are given specific constructive feedback

All job-specific employment requirements (security clearance, technical

skills, etc.) are clearly articulated to all candidates

RECRUITMENT

SUBTOTAL Low: 0-11 Medium: 12-18 High: 19-27

All required actions for the employee prior to day one are outlined &

communicated in written & verbal forms to new employees at the time of

the offer (what paperwork to bring, security protocols, etc.)

The company purpose & values are made clear throughout all onboarding

programs

General company onboarding is provided that includes information about

the company, policy & procedures.

Role/department-specific onboarding checklists are provided

& supervisors are equipped to deliver effective onboarding

The handoff from HR to Manager is smooth & new employees are

introduced to key members of their department & provided relevant

contact information.

Specific team members are assigned to provide a standard welcome

process to acclimate new employees to their job

JOB OFFERAND

ONBOARDING

TEAM MEMBER LIFECYCLE BEST PRACTICESSELF ASESSMENT

SUBTOTAL Low: 0-7 Medium: 8-12 High: 13-18

New team members are celebrated & introduced to the team

Facility tour

Face to face welcome from a senior leader

Share & discuss purpose & values of the organization

Lunch with the team, a mentor, or a key leader

Announce new hires company, division, or department-wide (depending

on the size of the organization)

DAY ONE

SUBTOTAL Low: 0-9 Medium: 8-12 High: 13-18

During the first 30 days of employment the direct manager regularly

follows up with employee for support & questions

A mentor or buddy is assigned for the first 30 days (can be a peer,

designated company-wide “new team member guide”, or manager)

Managers are specifically trained to be approachable & available to new

employees especially during the first 30-days

HR checks in with new managers at the end of 30 days regarding all new

hires

A 90-day progress meeting takes place between the manager & employee;

employees are given specific feedback as to their performance & career

planning is introduced & discussed

Regular feedback is given throughout the year to support employee

performance

The first performance evaluation contains no surprises

YEAR ONE

TEAM MEMBER LIFECYCLE BEST PRACTICESSELF ASESSMENT

SUBTOTAL Low: 0-9 Medium: 10-14 High: 15-21

Ongoing learning is encouraged & supported (providing industry specific

updates, articles, opportunities to attend outside seminars, providing

training resources in the budget)

Employees who engage in additional training are formally recognized &

praised

Ongoing internal opportunities for training & development are provided

for soft & technical skills

There is a clear performance development process that requires managers

to regularly assess employee skills & areas for development

High performance employees are identified & provided additional training,

opportunities & stretch assignments

There is training & recognition when an employee makes the transition

from individual contributor to role with supervisory responsibilities

Employees are regularly challenged to be accountable for their own

development (in staff meetings, company newsletters, all-hands meetings)

GROWTHAND

DEVELOPMENT

SUBTOTAL Low: 0-9 Medium: 10-14 High: 15-21

The hiring process is regularly reviewed, evaluated & adjusted to meet

changing needs

The company culture makes the relationship between the organization &

the employee important

Formal rewards & recognition programs are inclusive, clearly

communicated & reinforce the values of the organization

Managers & HR are highly approachable, professional & maintain

employee confidentiality

Managers understand the basics of rewards & recognition (the 5

languages of recognition, engagement, etc) & are clear about what

motivates individual employees

Company leadership regularly updates the entire workforce on company

objectives, strategies & other mission-critical information

Employees are able to regularly give leadership & operational feedback

through formal processes & informal contact with leaders

Employees engage in a performance development process where

their contributions are recognized & supported through frequent

manager/employee contact

Employee morale/engagement is regularly measured & discussed by the

leadership team

Exit interviews happen consistently, the process is clear & concise, and

feedback is regularly tracked & discussed amongst HR & senior leadership

Employees seek opportunities to deepen their relationship with the

organization through participation in special programs & events

RETENTION

TEAM MEMBER LIFECYCLE BEST PRACTICESSELF ASESSMENT

SUBTOTAL Low: 0-13 Medium: 14-22 High: 23-33

Contact us to learn more about how Purpose & Performance Group can help your organization dive deeper into the practices that retain top talent.

Purpose Elevates Performance.2510 EAST 15TH ST, SUITE 201, TULSA, OK 74104918-631-7767 | INFO@PURPOSEANDPERFORMANCEGROUP.COM

A clear succession plan for anyone with supervisory responsibility is in

place & reviewed regularly

Knowledge from seasoned employees & subject matter experts is

intentionally transferred to potential successors

A consistent retirement recognition program is in place to express

employee appreciation & demonstrate the value of lifelong employees

Retirees have opportunities to continue to contribute to the purpose of

the company through limited or symbolic roles

RETIREMENT

It’s the not-too-scared-to-get-down-in-the-trenches -with-you-and-get-things-done kind of swagger. We’reresults-obsessed, strategic, leader-replicating, kind, data-driven practitioners and scientists who care deeply about everyone on our team (and by our team we mean all our clients, ouremployees, and our communities).

We’ll be honest. The strength of our team gives us a bit of swagger.

TEAM MEMBER LIFECYCLE BEST PRACTICESSELF ASESSMENT

SUBTOTAL

TOTAL SCORE

Low: 0-5 Medium: 6-8 High: 9-12

Low: 0-77 Medium: 78-118 High: 119-171