Human Resources 101

Does top management look upon employee morale as important to the institution’s continued success in service to the community?

Do management and supervisors meet periodically to review the overall working environment, working conditions, and personnel policies that need correction or revision prior to their becoming the subject of a complaint?

Have supervisors been trained in basic employee relations practices such as resolving employee conflicts or complaints, interpersonal relationships.

Does management know what its employees really think about their jobs, their working conditions, and their pay?

Does the new employee’s immediate supervisor actively assist in employee induction and orientation?

Is each supervisor furnished with a check chart on what to cover with each new employee?

Does labour turnover compare favourably with other institutions in the community and industry.

Has management made any recent study of the level of its employee morale?

Does management provide a formal program of personnel orientation and induction so that a new employee is properly introduced to the organization?

Does the organization have a safety program which is started immediately on the employment of all new employees?

Do employees clearly understand how the institution’s wage system works?

Are the job descriptions and performance standards used as the basis for the wage and salary program?

Are job descriptions regularly reviewed to be sure that they also reflect the responsibility and requirements of the particular job?

Have performance standards been developed and communicated for each job?

Do present salary rates provide for financial recognition of differences in individual effort and performance?

Is individual job performance recognized in the wage and salary program?

Is there a complaint procedure that is published and used by employees?