The extent to which the organisation has a clear and coherent People strategy that is aligned to organisational priorities, defines why the People function exists and where it is going, sets clear priorities and enablers, is underpinned by values, is understood by those responsible for delivering it, and has clear measures of success.
1. The People strategy is clearly aligned to the organisation’s strategy and priorities, with a clear line of sight between business outcomes and People priorities. 1. The People strategy is clearly aligned to the organisation’s strategy and priorities, with a clear line of sight between business outcomes and People priorities.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
2. The People function has a clearly articulated purpose, vision and mission — why it exists, where it wants to get to, and how it intends to get there. 2. The People function has a clearly articulated purpose, vision and mission — why it exists, where it wants to get to, and how it intends to get there.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
3. The People strategy identifies a clear and manageable set of priorities and the key enablers required to deliver them. 3. The People strategy identifies a clear and manageable set of priorities and the key enablers required to deliver them.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
4. The People strategy has clearly defined measures of success, with outcomes and indicators that show whether it is making a meaningful difference. 4. The People strategy has clearly defined measures of success, with outcomes and indicators that show whether it is making a meaningful difference.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
5. The People strategy is known and understood across the People function — particularly by HR Business Partners and Centres of Excellence — and is underpinned by clear values and behaviours that guide how it is delivered. 5. The People strategy is known and understood across the People function — particularly by HR Business Partners and Centres of Excellence — and is underpinned by clear values and behaviours that guide how it is delivered.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
