Assesses whether each HR function exists, whether the workflow/SOP is in place, and whether it is being correctly operated. Be precise — the gaps you identify become the action plan for your KAD.
Is there a documented workflow/SOP for the full employment engagement process — from offer to confirmation?
The employment process has many steps: offer, letter, documentation, induction, probation, confirmation. Without a written SOP defining the sequence, responsibilities, and handoffs, steps get missed and the process runs on memory.
Is a formal letter of appointment issued to every new hire before or on their first day?
A formal appointment letter is the legal basis of employment. Employment without one is not properly constituted.
Are 2 recent passport photographs (not older than 6 months) collected from all new employees on resumption?
Passport photographs and reference checks are the baseline verification requirement on engagement.
Is a structured induction programme conducted for new hires, ending with a signed induction form from both the employee and HR?
Structured induction with a signed form is the evidence that orientation actually happened.
Is an employment number and ID card issued to every employee? Are ID cards being worn in the office as required?
Every employee needs an employment number and ID card. IDs must be worn in office and shown to clients.
Is probation correctly managed? 3-month period → written supervisor assessment → written confirmation letter. Extensions (max 6 months total) issued in writing?
Probation must be formally managed: 3-month period, written assessment, written confirmation or extension letter.
Has the company handbook been issued to all employees? Has each employee signed and returned the acknowledgement slip?
Without a signed handbook acknowledgement, the company cannot enforce handbook terms against an employee.
Is there a documented workflow/SOP for monthly payroll — collection of inputs, review, processing, payslip issuance?
Payroll depends on timely, accurate inputs from HR, Finance, and line managers every month. A documented SOP prevents missed payments, errors, and the chaos that typically surrounds month-end.
Is a payslip (pay advice) issued to every employee on or before the last working day of every month?
Payslips are a statutory requirement in every country Telinno operates in. Non-issuance is a regulatory violation.
Does every employee have a bank account on file? Is all salary paid by direct bank credit — no cash payments?
Salary must be paid by direct bank credit — no cash payments. Every employee needs a bank account on file.
Is every employee's compensation package documented with a full breakdown: basic salary + housing allowance + transport allowance + meal allowance?
Every employee's compensation needs a full breakdown: basic + housing + transport + meal allowances. Lump-sum pay creates disputes.
Is there a documented, market-benchmarked salary band for every role type in your KAD? Are pay decisions made within the band?
Market-benchmarked salary bands per role prevent pay inequity and arbitrary compensation decisions.
Is there a documented workflow/SOP for the full performance cycle — goal setting, 1:1s, mid-year review, end-of-year appraisal?
Performance management has a predictable annual cadence. A written SOP defines what happens when, what forms are used, who reviews, and what outputs feed into pay and promotion decisions.
Do all employees in your KAD have documented, agreed performance goals for the current period — connected to KAD objectives?
Performance management without documented goals is arbitrariness. Goals must be written and connected to KAD objectives.
Have written performance appraisals been conducted in the last 6 months? (Policy mandates twice yearly — mid-year and end-of-year, both in writing)
Twice-yearly written appraisals (mid-year and end-of-year) are the basis for all pay, promotion, and termination decisions.
Are regular performance conversations (1:1s) happening between managers and their direct reports at a defined cadence?
A 6-month appraisal cycle without regular 1:1s means feedback arrives 6 months too late to change behaviour.
Is there a documented underperformance process (PIP) being applied correctly? Written warning first → PIP initiation → review → termination only after documented failure?
Without a documented PIP process (written warning → PIP → second warning → termination), any performance-based termination is legally indefensible.
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4. Discipline & Grievance Management
Query process · written responses · warnings · suspension · grievance procedure · due process
Is there a documented workflow/SOP for discipline and grievance — query, response, escalation, suspension, grievance process?
Discipline and grievance must be predictable and traceable. A written SOP protects both employees and the company when things go wrong — and is the foundation of any legally defensible outcome.
Is the correct disciplinary sequence followed: query issued → employee given 24 hours to respond in writing → management action → escalation if repeated?
Query → 24hr written response → management action. Without this sequence, every disciplinary outcome is at legal risk.
Are all disciplinary actions (queries, warnings, suspensions) documented in writing and filed in the employee's HR record?
Verbal queries and verbal warnings are not legally enforceable. Every disciplinary action must be in writing and filed.
Is there a documented grievance procedure that employees know about and can access? Is the 2-step escalation (supervisor → HR within 3 days) being followed?
Employees need a documented 2-step grievance process (supervisor first, then HR). Without it, concerns get suppressed or escalated inappropriately.
Is there a documented workflow/SOP for leave requests, approvals, tracking, and balance management?
Leave runs on a known cadence (annual, sick, maternity, casual). A written SOP defines application routes, approval authority, documentation, and tracking — so nothing falls through cracks.
Is each employee's annual leave entitlement stated in their letter of employment? Do employees know their exact entitlement?
Each employee's annual leave entitlement must be individually stated in their employment letter — not a generic policy reference.
Have leave schedules been submitted to HR by all employees for this year? Is a consolidated leave plan maintained for your KAD?
Annual leave schedules must be submitted to HR by 31 January each year. Without them, the company has no absence visibility.
Is sick leave tracked against the 24-day annual cap? Is a medical certificate from a registered practitioner required and collected?
Sick leave: 24-day annual cap with medical certificate required. Untracked sick leave creates both policy and financial exposure.
Is maternity leave (12 weeks paid, requires 12 months service) and paternity leave (3 days max per annum) being administered correctly and consistently?
Maternity (12 weeks paid, 12+ months service) and paternity (max 3 days) must be administered consistently to avoid discrimination claims.
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6. Separations & Exit Process
30-day notice · clearance form · final pay · asset recovery · exit interview
Is there a documented workflow/SOP for separations — resignation, clearance, asset recovery, final pay, exit interview?
Exits are high-risk moments: money, property, knowledge transfer, and reputation all in play. A written SOP ensures nothing is lost, no asset disappears, and every leaver completes the full process.
Is the full clearance procedure followed for all exits? (Line Manager → IT/Information Management → Admin → Finance → HR all sign off before final pay is released)
Clearance must follow all 5 sign-offs in order: Line Manager → IT → Admin → Finance → HR. No shortcuts before final pay release.
Is final pay computed within 1 month of termination? Is the 90%/10% retention applied? (10% held for 60 days for outstanding invoices, then released)
Final pay within 1 month of termination, 90% paid / 10% held for 60 days. Both rules required.
Are all company assets recovered from leavers before exit? (ID card, CUG SIM, laptop, phone, access cards) Are exit interviews conducted?
Company assets (ID, SIM, laptop, phone) must be recovered at exit. Unrecovered assets are both a cost and a security risk.
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7. Recruitment & Selection
JDs for ALL existing roles · JSPs · structured selection · internal priority · pre-employment checks
Is there a documented workflow/SOP for recruitment — from approved vacancy to offer letter?
Recruitment has many steps and handoffs between hiring manager, HR, finance, and candidate. Without a written SOP, each hire is reinvented and quality varies wildly.
Does every existing role in your KAD have a current, written Job Description — not just roles being hired for, but every role that currently exists?
Every existing role needs a current JD — not just vacancies. Without a JD, performance cannot be managed, appraisals are not objective, and JSPs cannot be built.
Does every existing role have a completed Job Success Profile (JSP) — defining purpose, outputs, competency requirements, and what excellent performance looks like?
A JSP defines not just what a role does but what excellent performance looks like. Without it, the performance and development system has no foundation.
Is there a structured, scored interview and selection process for all hires above coordinator level? (Not gut feel, informal conversation, or manager preference)
Unstructured interviews predict job performance barely better than chance. Structured interviews more than double the predictive accuracy.
Are internal candidates given priority consideration before any external search for vacancies? Is this actually happening in practice?
Internal candidates are the cheapest, fastest, and most culturally aligned talent pool. They must be considered first by policy.
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8. Onboarding
First-day readiness · 30/60/90 day plans · role clarity · KAD integration · HRBP check-ins
Is there a documented workflow/SOP for onboarding — pre-first-day, day 1, week 1, 30/60/90-day checkpoints?
Onboarding is not a one-day event but a 90-day process. A written SOP defines the sequence — what HR does, what the manager does, what the buddy does, and when each check-in happens.
Do new hires receive a structured 30/60/90-day onboarding plan — not just admin setup and access, but actual integration into the KAD?
A 30/60/90-day onboarding plan is the minimum standard. Without it, time-to-productivity extends dramatically and early attrition spikes.
Do new hires (and employees post-restructure) have documented clarity on their KAD assignment, reporting line, performance expectations, and who they are accountable to — within week 1?
New hires (and post-restructure employees) must have written clarity on KAD, reporting line, and role expectations within week 1. Ambiguity drives disengagement.
Is there a documented workflow/SOP for L&D — needs identification, plan creation, budget approval, delivery, post-training evaluation?
L&D spending is often wasted because the process from gap identification to post-training impact is informal. A written SOP makes L&D an investment decision, not an activity.
Does a competency framework exist for every role in your KAD? Has a Training Needs Analysis been conducted using the Competency Matrix tool?
L&D without a Training Needs Analysis produces activity, not capability. The Competency Matrix tool is the mechanism for this.
Do employees have Individual Development Plans (IDPs) connected to identified competency gaps and career aspirations?
An Individual Development Plan connects competency gaps to specific learning actions. Without IDPs, career development is a stated commitment the company isn't honouring.
Is promotion merit-based, connected to documented appraisal outcomes, and applied consistently? Is internal mobility actively facilitated across KADs?
Promotion must be merit-based and connected to documented appraisal outcomes. Subjective promotions create legal risk and perceived unfairness.
Is there a documented workflow/SOP for HR data — record creation, updates, access, reporting, retention?
People data lives across systems, spreadsheets, and inboxes. A written SOP defines what is mastered where, who updates it, who can see it, and how it gets reported.
Do you have a reliable, complete, and current master record of all employees in your KAD — not fragmented across spreadsheets, email threads, and WhatsApp messages?
A single reliable master record of employees. Fragmented records across spreadsheets and WhatsApp are the root cause of most compliance failures.
Can you produce a headcount, attrition, or vacancy report for your KAD within 24 hours if asked by the CEO?
An HRBP should be able to produce basic people reports within 24 hours. Without this, HR cannot demonstrate value or manage risk.
Does your KAD have a documented workforce plan aligned to 2026 KAD business objectives — covering planned hires, capability gaps, and make/buy/borrow decisions?
Without a documented workforce plan, hiring is reactive — the workforce is perpetually one step behind the business.
Is there a documented workflow/SOP for engagement — listening cadence, issue escalation, retention intervention, morale tracking?
Engagement is not just an annual survey. A written SOP defines the regular listening rhythm, how concerns get escalated, and how retention interventions are triggered before resignations arrive.
Have you completed 1:1 transition conversations with all employees in your KAD post-restructure? Does every person know their KAD, their leader, and their reporting line?
Post-restructure 1:1 transition conversations are the priority. Structural ambiguity from the April 2026 restructure directly drives attrition.
Have you identified any flight risks in your KAD post-restructure? Have retention conversations been initiated for named individuals?
Flight risks must be named and retention conversations initiated before a resignation arrives. Waiting until after is too late.
What is your honest assessment of overall morale in your KAD right now — post-restructure?
Your direct observation is the most current intelligence the organisation has about morale. Name what you are seeing.
Is there a documented HRBP Operating Model — covering mandate, cadence, tools, escalation, and decision rights?
The HRBP role cannot run on personality. A written operating model defines what every HRBP does, how often, using what tools, and with what authority. This is the foundation of a functioning HR operating system.
Do you have a written HRBP Operating Charter — defining what you own, what you decide independently, what you escalate to the HR lead?
A written HRBP Operating Charter defines what you own, decide, and escalate. Without it, authority and accountability are undefined.
Is there a regular weekly or fortnightly HRBP sync with the HR lead and/or CEO?
A weekly or fortnightly HRBP sync is the connective tissue of the HR operating model — without it, each HRBP works in isolation.
Do you have the tools, templates, access, and budget you need to do your job effectively?
An HRBP without tools is a title without function. This question surfaces what the organisation needs to invest.
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