How Healthy is Your
Talent Strategy?

Take our short quiz to find out.

Human Resources is the heart of an organization. It ensures the flow of fresh talent and ideas and the health and growth of the organization. Having a sound talent strategy is critical, but often takes second place to day-to-day work critical for keeping the organization running.

This brief quiz lets you check in on your performance on the eight key talent strategy areas every team needs to master.

Take the quiz, and we'll send you a detailed report on how you're doing, and what areas you need to work on (and how to do it!)

Strategic Alignment

1

Which best describes your workforce strategy?

A

Our team can barely keep up with hiring, how do you expect us to have time for strategy?

B

We know what type of talent we need, but do not have a defined strategy.

C

We have an internal workforce strategy but it is not closely connected to company goals.

D

We have a written workforce strategy that aligns with company goals.

E

We have a written workforce strategy that aligns with company goals, and includes development initiates that closely align with the company's immediate and long-term goals.

2

How often do you review your workforce strategy with other departments and company executives?

A

Never. Our workforce strategy is for HR only.

B

Every year.

C

Quarterly.

D

Monthly.

E

We have regular communications, and automated tracking of key team KPIs.

3

How closely aligned are HR leaders with company leaders and department heads

A

Department heads send us their requirements and we do our best to find suitable candidates.

B

We take part in company meetings but do not share or review our team’s KPIs and performance.

C

We regularly meet to review performance and results.

D

We regularly meet to review performance and results, as well as create development plans.

E

We are an integral part of the executive team with clearly defined goals.

4

Now, on to your team! How closely aligned is your team with the company’s mission and vision?

A

Our company does not have clearly defined values or company goals.

B

Our team understands our values, but are mostly working to get seats in chairs.

C

Our team understands the company’s value, but our focus is to hire for skills first, company fit, second.

D

Our team is mission first, and believe that exceptional candidates can learn additional skills as they progress.

E

Our team lives the company’s vision and mission, and feels personally engaged to find other people who do as well.

5

How well does everyone on your team understand your team’s goals, OKR’s and KPI’s?

A

We do not have established team goals.

B

We have individual goals that feed into team goals but do not review them regularly.

C

We have regular team meetings where we review goals and progress.

D

We have regular team meetings where we review goals and progress and share future goals.

E

We have regular team meetings where we review goals and progress and develop future goals as a team.

Operational Excellence

1

Let’s talk about your business processes. Which one best describes your team?

A

We don’t have standardized processes, yet.

B

We do have standard processes, but truth be told, they are in need of updating.

C

We have standard processes, but they are cumbersome and not everyone follows them.

D

We have standard processes and people are doing a great job using them.

E

We have process, participation, and regular updates to ensure we keep the cutting edge.

2

How does your team handle compliance issues, such as ensuring that you’re OFCCP compliant and protecting personal data?

A

We do our best to be fair, but we don’t have a process to protect us.

B

We do basic training on compliance when people first join the company.

C

Our staff is fully trained on how to stay compliant.

D

We have written documentation and regular training on compliance and privacy protection.

E

We have automation and safeguards in place in addition to regular training.

3

How often do you train your team?

A

We don’t have formal training. People learn on the job.

B

We have basic onboarding, but no regular training program.

C

We have an onboarding process and update people as needed.

D

We have an onboarding program and schedule regular training to improve the skills of our team.

4

How does your technology support your compliance efforts?

A

Our technology has no built-in safeguards.

B

We feel our technology does help with compliance, but there is no documentation of this.

C

Our technology is designed to be compliant and acts as a safeguard against audits.

D

Our technology safeguards against potential compliance violations, and we make sure to regularly audit our results.

5

How often do you audit your processes and technology?

A

Never. We don’t have time.

B

Whenever there is a problem.

C

Whenever we are looking at new solutions or there is a problem.

D

We have regular audits to ensure our systems and technology are working at their best.

6

Bonus question: Systems or people? Which comes first in your company?

A

People, always!

B

Systems: you can always replace people!

C

Both! Our systems are designed to support our people, and our people know that and work to improve the systems.

Professional Development

1

Does your company have a policy for workforce development?

A

No, we haven’t gotten around to it. We don’t even have a plan or budget for it.

B

We plan to get to it… sometime….

C

We don’t have a formal policy, but we encourage people to keep on learning.

D

We have a formal policy and budget in place, but our employees can choose what they learn.

E

We have a formal policy in place that aligns with our long-term company goals.

2

Does your leadership team understand the benefits of employee development programs?

A

No, they think they are a waste of time and money.

B

No, they don’t think it’s a priority at this time.

C

They know it’s important, but don’t really understand why.

D

They understand the importance and make it a strategic initiative.

3

How closely is your development program aligned with company goals?

A

We do not have a development program.

B

Our development program is an employee perk but does not relate to company goals.

C

Our development program is loosely aligned with company goals (thematically)

D

Our development program directly supports company goals, in both company culture and business goals.

4

Who has access to employee development programs?

A

We don’t have any programs.

B

Leadership level training.

C

They can apply for opportunities.

D

Everyone, and we make it easy to access.

5

Who is in charge of telling your team about PD programs?

A

It’s mentioned in our handbook.

B

Human Resources.

C

Managers share.

D

Managers encourage.

6

Bonus Question! Do you have training programs for workers whose skills are quickly evolving or expiring?

A

No

B

Yes

Internal Mobility

1

Tell me about your company’s internal mobility strategy.

A

We don’t have one. Yet.

B

We encourage people to apply, but they aren’t given precedence over external applicants.

C

We have a clearly written policy and a system for sharing openings internally.

D

We have a clearly written policy, a system for sharing openings, and resources to upskill our talent.

2

How strong is support for internal promotions amongst leadership?

A

Our leadership expects us to find the best talent, which usually means hiring outside of our organization.

B

Our leadership understands the value of internal promotion but leaves the hiring decisions up to HR and team leaders.

C

Internal promotions are highly encouraged, but there is no formal process of evaluation.

D

Leadership considered internal promotions critical to the health of their company and makes resources available to ensure it happens.

3

How do you support internal mobility?

A

We don’t.

B

We post open roles within.

C

We provide regular screening and feedback.

D

We actively encourage both employees and managers to participate.

4

Do you have professional development programs to move people along their career path?

A

Not yet.

B

We have a budget for people who want to take classes, but they have to elect into them.

C

We encourage all people to participate in upskilling and have a budget, but they do it on their own time.

D

We actively upgrade skillsets across the organization.

5

How often do you review people for promotions or new opportunities?

A

Never.

B

We have regular performance reviews, but they are not headed towards IM.

C

Only when a supervisor flags them or they apply.

D

We have regular performance reviews that play into our workforce planning.

Diversity, Equity, and Inclusion

1

Tell us about your DE&I strategy.

A

We try to hire diverse talent, but don’t have a strategy for it.

B

We have loosely defined goals for hiring diverse talent.

C

We have clear goals for hiring diverse talent, which we measure frequently.

D

We have clearly defined goals not just for diversity, but equity and inclusion, and continuously work to improve them.

2

We have executive and leadership support for increasing DE&I.

A

Our leadership cares more about hiring and promoting people with the right skills than diversity hiring.

B

Our leadership thinks diversity is important, but skills and experience always win out.

C

Diversity is an important part of our company’s talent strategy and we have top-down support.

D

Our leaders value diversity and hold the talent team and team leaders accountable for creating it.

3

Everyone in our organization understands the importance of a diverse workforce.

A

Our company does not have a strong emphasis on hiring diverse talent.

B

We all agree diversity is important, but hiring talent with the correct skills takes precedent.

C

We all understand the importance of diversity, the benefits it brings, and have measures in place to foster diversity in our workforce.

D

We all understand the importance of diversity, the benefits it brings, and track our progress towards achieving it.

4

How do you track your DE&I goals?

A

We currently don’t have DE&I goals.

B

We are acknowledge for hiring or promoting diverse talent.

C

We have rewards in place for hiring diverse talent.

D

We have OKRs and KPIs to measure our impact in DE&I hiring.

5

Do your benefits support a diverse workforce?

A

We weren’t aware that benefits have an impact on diversity.

B

We offer competitive benefits and compensation, but diversity isn’t a factor in choosing them.

C

We offer a broad range of benefits that enable people from all backgrounds to find work-life balance.

D

We intentionally choose benefits that help our employees find better work-life balance.

6

Bonus: How do you teach your team about social justice, sensitivity, and more.

A

Our team offers standard onboarding that includes harassment training.

B

We have written policies that address sensitivity topics, such as harassment.

C

We have written policies, an onboarding process, and train our managers in addressing issues in a sensitive manner.

D

We proactively educate our team on racial and social issues, sensitivity, and encourage participation from all employees.

Talent Quality

1

What are your standards for measuring talent quality?

A

We currently don’t measure talent quality.

B

We measure talent quality according to how well they rank up against their job description and meet their quotas and goals.

C

We measure the above, as well as how long people stay in the organization and how quickly they reach productivity.

D

We measure all of the above, and dedicate time and effort to finding better ways to hire and onaboard people.

2

What kind of system do you use to monitor your talent quality?

A

We do not have a system.

B

We keep track of basic figures, such as time-to-fill, new hire churn, test scores, and promotions.

C

We have an automated system that monitors the above information.

D

We have an automated system that tracks information, and regularly review it to see if there are areas for improvement.

3

How often do you update and refine your systems for measuring talent quality?

A

We currently don’t have a system to update.

B

We don’t update our system unless there was a major problem.

C

We update our system periodically, usually when evaluating new vendors or as part of an annual review.

D

Updating our system is part of our regular HR functions.

4

How do you work to improve talent quality?

A

We don’t have a formal process for improving talent quality, though we try to integrate feedback into our process.

B

We regularly measure our performance and try to devise new ways to improve quality of hire.

C

We continually seek feedback to improve our systems and make them more effective.

D

We seek feedback and design programs that help both new hires and existing employees become more effective in their work.

5

How broadly do you define talent quality?

A

We don’t have an active standard for defining talent quality.

B

We include the usual metrics, such as time-to-fill, new hire churn, etc.

C

We include the above metrics, as well as performance indicators taken over the course of their career.

D

We include the above metrics, as well as metrics that support our company’s values, such as upskilling, development and diversity.

Employee Engagement

1

How much do different team members in your organization value employee engagement?

A

We are too busy to look at employee engagement as its own project.

B

Our managers care about employee engagement, as much as it means them getting their projects one.

C

Our HR team and managers work together to create greater employee engagement.

D

Our executives, managers, and employees all value employee engagement.

2

How do you keep track of employee engagement?

A

We don’t really track it.

B

We try to check in with managers to keep a finger on the pulse of the company.

C

We regularly do company-wide engagement checks.

D

We regularly do company-wide engagement check, and work to create targeted improvements.

3

How much time to you spend on employee engagement?

A

We don’t have any time left over for employee engagement.

B

We address employee engagement issues when they become a problem.

C

We try to create initiatives that support engagement.

D

We meet regularly to create employee engagement initiatives.

4

How do you promote employee engagement?

A

We try to create a great place to work through good salaries and benefits.

B

We try to create a work environment that is both competitive in salary and benefits and fun to work in.

C

We do all of the above, and encourage our staff to share their ideas to create a more engaging workplace.

D

In addition to great benefits, we also offer upskilling and development programs that boost engagement.

5

What team members are tasked with improving employee engagement?

A

We don’t have team members that work on employee engagement.

B

The HR team works on employee engagement when they have time.

C

The HR team and managers work together to create greater employee engagement.

D

The HR team leads the charge, but all team members are encouraged to become involved with improving employee engagement.

Employee Experience

1

Does your company have a clearly defined mission and core values?

A

No, not really.

B

Yes, we have a basic mission statement.

C

Yes, we have a mission statement and core values, but we don’t discuss them often.

D

Yes, we have a mission statement and core values, and we make them part of our regular discussions and our daily call to action.

2

How do you do onboarding in your company?

A

New team members pair up with their managers to learn the ropes.

B

We have a structured onboarding process that teaches them everything they need to know.

C

We have a structured onboarding process and match people to mentors to accelerate their time to productivity.

D

We have all of the above, plus regular check-ins to ensure the progress is running smoothly.

3

How strong is your employee development program?

A

We do not have an employee development program.

B

We can make allocations if team members want to learn a new skill. All they have to do is apply.

C

We have a written policy that clearly explains what development opportunities are available.

D

Development is part of our long-term talent strategy, and we have a formal process in place to continually improve the skills of our employees.

4

How do employees become eligible for promotion?

A

We don’t have any triggers or processes. Usually, our employees request their promotions.

B

We consider promotions and raises at every employee review.

C

We actively look for great talent to promote, both to counter churn and to create greater upward momentum for employees.

D

In addition to seeking out talent ready for promotion, we have active systems in place that ensure we are always promoting the right people.

E

We have regular performance reviews and opportunities for team members to share their experiences and requests with leadership.

Your Talent Health Score is: 110 Thank You!

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