Category Archives: Checklist

Performance Management Process Checklist

Performance Management and Development in the General Work System

    • Define the purpose of the job, job duties, and responsibilities.
    • Define performance goals with measurable outcomes.
    • Define the priority of each job responsibility and goal.
    • Define performance standards for key components of the job.
    • Hold interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)
    • Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file.)
    • Provide the opportunity for broader feedback. Use a 360 degree performance feedback system that incorporates feedback from the employee’s peers, customers, and people who may report to him.
  • Develop and administer a coaching and improvement plan if the employee is not meeting expectations.

Immediate Preparation for the Performance Development Planning Meeting

    • Schedule the Performance Development Planning (PDP) meeting and define pre-work with the staff member to develop the performance development plan (PDP).
    • The staff member reviews personal performance, documents self-assessment comments and gathers needed documentation, including 360 degree feedback results, when available.
    • The supervisor prepares for the PDP meeting by collecting data including work records, reports, and input from others familiar with the staff person’s work.
    • Both examine how the employee is performing against all criteria, and think about areas for potential development.
  • Develop a plan for the PDP meeting which includes answers to all questions on the performance development tool with examples, documentation and so on.

The Performance Development Process (PDP) Meeting

    • Establish a comfortable, private setting and rapport with the staff person.
    • Discuss and agree upon the objective of the meeting, to create a performance development plan.
    • The staff member discusses the achievements and progress he has accomplished during the quarter.
    • The staff member identifies ways in which he would like to further develop his professional performance, including training, assignments, new challenges and so on.
    • The supervisor discusses performance for the quarter and suggests ways in which the staff member might further develop his performance.
    • Add the supervisor’s thoughts to the employee’s selected areas of development and improvement.
    • Discuss areas of agreement and disagreement, and reach consensus.
    • Examine job responsibilities for the coming quarter and in general.
    • Agree upon standards for performance for the key job responsibilities.
    • Set goals for the quarter.
    • Discuss how the goals support the accomplishment of the organization’s business plan, the department’s objectives and so on.
    • Agree upon a measurement for each goal.
    • Assuming performance is satisfactory, establish a development plan with the staff person, that helps him grow professionally in ways important to him.
    • If performance is less than satisfactory, develop a written performance improvement plan, and  schedule more frequent feedback meetings . Remind the employee of the consequences connected with continued poor performance  .
    • The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department.
    • Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting.
    • Mutually sign the performance development tool to indicate the discussion has taken place.
    • End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance.
  • Set a time-frame for formal follow up, generally quarterly.

Following the Performance Development Process Meeting

    • If a performance improvement plan was necessary , follow up at the designated times.
    • Follow up with performance feedback and discussions regularly throughout the quarter. (An employee should never be surprised about the content of feedback at the performance development meeting.)
    • The supervisor needs to keep commitments relative to the agreed upon development plan, including time needed away from the job, payment for courses, agreed upon work assignments and so on.
    • The supervisor needs to act upon the feedback from departmental members and let staff members know what has changed, based upon their feedback.
    • Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral.


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Posted by on January 14, 2013 in Checklist


Recruiting Planning Meeting Checklist

Do you select new employees based largely on an attractive resume and the candidate’s performance at the resultant interview? If so, you are missing the opportunity to use additional recruiting and screening methods that will ensure a superior hire.

A good looking resume is often professionally prepared, or, at least professionally reviewed. A positive interview leaves all participants excited about the potential new employee. But, do these steps ensure a successful hire? An employee whose performance will exceed your expectations? Not likely.

Recruiting Planning Meeting Checklist

  • Determine the need for a new hire, develop a job specification from a job analysis and a job description. Schedule the recruiting planning meeting with the appropriate attendees, minimally, the Human Resources recruiter and the hiring manager. Other attendees can include successful coworkers; an indirect, but interested, manager; and internal customers of the position.
  • Using the job specification, which may also be revised during this meeting, and your experience of other employees who have worked successfully in a similar position, rank the most important qualities, experiences, education, and characteristics that your successful candidate will possess. This ranking allows your HR recruiter to use these characteristics to write the classified ad, post the job online, and screen the arriving resumes. (The HR recruiter will use the complete job specification, but the prioritization is helpful.)
  • Now that you have the important requirements prioritized, determine where to advertise the position to develop the most exhaustive candidate pool, including asking for internal referrals.
  • Determine who will interview the potential employees and the qualities of the candidates they will need to evaluate. For example, one interviewer needs to consider technical skills, another, cultural fit, a third, customer orientation. Assignments depend on the qualities and characteristics you seek in the new employee. Plan the interview and follow-up process.
  • Decide upon the candidate screening questions for the HR recruiter and/or the hiring manager whoever will perform the telephone screens.
  • Assign interview topics and questions to the employees who will conduct the interviews. These questions should be behaviorally-based. You can also write scenarios, or brief role plays, and ask the candidates to tell you how they would solve a particular problem, resolve a common work situation, or improve a work process. Ideally, each interviewer will assess a different area of the potential employee’s qualifications: cultural fit, technical capabilities, experience, ability to communicate, interpersonal effectiveness, and so forth.
  • Decide if testing will assist you to select the best candidate for the job. As an example, you may want to give a writing test to a customer service candidate who will communicate with customers chiefly through email. You can ask a technical writer to produce a writing sample for you. You might ask a developer to program a simple task. (You need to make sure that every candidate for the position receives the same test at the same point in the selection process; generally test only your finalists.)
  • Identify the appropriate questions for the candidate post-interview assessment by each interviewer. In addition to several generic questions, these should comprise a checklist that closely mirrors the characteristics you have determined are most important in the person you hire.

This planning meeting and the recruiting activities that result from it will improve your employee selection process. An improved recruiting and selection process ensures that your organization is selecting candidates who will succeed and star as members of your superior work force.


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Posted by on January 9, 2013 in Checklist


Employment Ending Checklist

Employees leave your organization for good reasons and bad reasons. On the positive side, they find new opportunities, go back to school, retire or land their dream job. Less positively, they are fired for poor performance or poor attendance or experience a layoff because of a business downturn. In each instance, you need an employment termination checklist to help the employee exit process go smoothly. Here’s a sample employment termination checklist.

Employment Termination Checklist

Employee Name: ___________________________________________

Date: _____________________________________

Notify Human Resources

_____ Notify HR: As soon as you are aware of and/or receive a letter from an employee that notifies you of the employee’s intention to terminate employment, notify your Human Resources office.

_____ Official Notice: If an employee tells you of their intention to leave your employment, ask them to write a resignation letter that states they are leaving and their termination date. (Companies request a minimum of two weeks’ notice, when possible and desirable.)

Permissions / Access Termination

_____Notify your network administrator: As soon as you know that an employee is leaving, notify your network administrator or other appropriate staff person of the date and time on which to terminate the employee’s access to computer and telephone systems. Make arrangements for how these accounts will be routed to ascertain that your organization will not lose contact with clients and customers. Additionally, disable the employee’s building entry alarm code, if applicable.

_____Disable employee building or property access: Effective on the termination date, whether immediate in a firing situation, or at a mutually agreed upon end date, you need to terminate the employee’s building access. Depending on your access methods, you will need to disable the employee’s building entry code, disable the entry swipe card, or collect the employee’s keys. It is in both your best interest and the former employee’s that he or she cannot access any company property.

Return of Property

_____ Return of company property: Exiting employees are required to turn in all company books and materials, keys, ID badges, computers, cell phones and any other company-owned items.

_____ Passwords: Employees should provide their supervisors with passwords and other information pertaining to accessing computer files and telephone messages. (You may want to keep email and phone accounts active for a while to field customer contacts.)

Status of Benefits

_____ Vacation pay and unused sick time: Terminating employees are paid up to a maximum of 30 days for unused, accrued vacation time. If the employee has used time not yet accrued, payment to the company for this time is subtracted from the last pay check. (If your company designates a certain number of sick days and they are accrued, you would also need to pay the employee for the time accrued.)

_____ Benefits status letter: Following termination, former employees receive a letter from the Human Resources office that outlines the status of their benefits upon termination. This includes life insurance, health coverage, retirement plan and expense account plans. (00000000000000000000To extend eligible employees and their enrolled dependents the right to continue health care plan coverage for a specified period of time at their own expense and at full cost.)

_____ Repayment of advances: Any unpaid payroll advances will be subtracted from the employee’s final check.

_____ Payment of money owed the employee: Any unpaid expenses for company business purposes (turned in on an expense report), unpaid commission and bonuses will be paid in the final pay check.

Confidentiality and Non-compete Agreements

_____ Review of confidentiality agreement or non-compete agreement: Any confidentiality agreement or non-compete agreement that the exiting employee signed when commencing employment should be reviewed to make certain the employee understands what is expected.

Even if the employee never signed such a document, most employee handbooks have a clause or code of conduct paragraph about not sharing company confidential information or trade secrets. Review this and remind the employee that any breech of this confidentiality will be addressed.

Exit Interview

_____ Confidential exit interview: Exiting employees are encouraged to participate in a confidential exit interview with the Human Resources department. (Exit interviews are an important process you can use to gather information regarding the working environment in your organization. When notified that an employee is terminating employment, your HR office will schedule an exit interview. All information gathered is confidential and is reported periodically in summary form.

_____ Written permission for reference checking: Exiting employees, who plan to seek employment, must sign a form giving the company permission to provide reference information when potential employers call.

_____ Give the employee an address update form to fill out if they move. Especially for large companies, or those with high turnover, Any type of coordination will come back as non-deliverable if the address has changed. Without new contact information, it is difficult to provide needed information to the former employee. As a backup, verify that the employee’s emergency contact information is up-to-date and that you can contact that person to locate them if you have trouble getting to them.


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Posted by on January 9, 2013 in Checklist


Identify the Need for a Policy / Checklist for writing Policies

You want to have the necessary policies and procedures to ensure a safe, organized, convivial, empowering, nondiscriminatory work place. Yet, you do not want to write a policy for every exception to accepted and expected behavior. Policy development is for the many employees not for the few exceptions.

Consequently, you do not want to create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs. Conversely, you want to have needed policies, so that employees never feel as if they reside in a free-for-all environment of favoritism and unfair treatment. These ten steps will take you from determining the need for a policy through distributing and integrating a policy.

Check Out These Guidelines to See if a Policy Is Needed

For each of the reasons provided about why a policy might be necessary, I have provided examples of the policies that might fall into that category of need for a policy. A policy is necessary:

  • if the actions of employees indicate confusion about the most appropriate way to behave (dress codes, email and Internet policies, cell phone use),
  • if guidance is needed about the most suitable way to handle various situations (standards of conduct, travel expenditures, purchase of company merchandise),
  • when needed to protect the company legally (consistent investigation of charges of harassment, non-discriminatory hiring and promotion),
  • to keep the company in compliance with governmental policies and laws (FMLA, ADA, EEOC, minimum wage),
  • to establish consistent work standards, rules, and regulations (progressive discipline, safety rules, break rules, smoking rules), and
  • to provide consistent and fair treatment for employees (benefits eligibility, paid time off, tuition assistance, bereavement time, jury duty).

There may be other reasons, additionally, for why you may want to develop a policy. Remember, though, that one employee’s poor behavior should not require a policy that will affect all other employees.

Articulate the Goal of the Policy

Once you have determined that a policy is necessary, determine the goal you want to accomplish in writing the particular policy. When possible, you will want to tell employees why the policy is being implemented. You need enough details in the policy to make the company’s position clear, yet you can never hope to cover every potential situation addressed by the policy.

Consequently, my goal with a policy is short and simple. I recognize this may not be possible with policies about areas such as the company’s approach to the Family Medical and Leave Act, discrimination or complaint investigation, or the progressive discipline system. But, how much can you really say about driving while talking on a cell phone? So, use common sense as you determine the outcome you want from your policy.

The first part of this article asked: Do You Need a Policy? If So, What’s the Goal of the Policy?

Gather Information

This Human Resources website provides sample policies as do many other websites, albeit other companies frequently charge for their policies. Even websites that charge provide free samples so you can test their policies. In my experience, I never find a sample policy that is exactly right for my company circumstances. But, research online and find sample policies to provide a base for revising rather than writing your policy from scratch.

You can also subscribe to a service that provides samples such as Personnel Policy Manual Service, a service used by a client company. External policy sources are also provided in my policy samples directory. Finally, the Society for Human Resources Management (SHRM) provides policy samples for members.

In some cases, you may even want to talk with your employment law attorney. Law firms write generic policies for their clients that can also be customized. Especially when a new law passes or the Department of Labor issues new rules, your attorney is likely to develop an accompanying policy.

Develop and Write the Policy

With goals and samples in hand, write the policy using simple words and concepts. Speak directly to the people who will be reading, enforcing, and living by the policy. After each paragraph, ask yourself “what if” questions to make certain the policy is covering the basics and the normal exceptions and questions. Do not obsess over this, however; as stated, no policy ever covers every possible contingency.

Review the Policy

Select several employees, or even a small pilot group, to read the policy and ask any questions they might have about the policy. This review provides feedback that employees will be able to understand and follow the policy. Rewrite the policy based on the feedback.

Obtain Management Support for the Policy

Review the policy with the managers who will have to lead and put into effect the policy. You will want to have their support and ownership of the policy. You will have started this process much earlier, even as early as when you identified the need for the policy, but management support as you implement the policy is crucial.

Obtain Legal Review of the Policy

If the policy has legal implications, is litigious by its nature, has personal implications for employees (such as security procedures), you will want to have your attorney review the policy before you distribute the policy further. Make sure you communicate to your attorney that you do not want the policy rewritten in “legalese.” You want the policy reviewed for legal implications and appropriate wording.

Implement the Policy

In small groups, individually, or in a company meeting, depending generally on the controversial nature of the policy and the ease with which it will be understood, distribute and review the new policy. Give employees a chance to ask questions.

The policy should always consist of the policy on a piece of paper with the employee sign off on a second sheet. Employees can sign off that they have received and understand the policy, yet retain a copy for their own files.

This is a sample signoff statement to use:

I acknowledge receipt of and understanding of the (Your Company) Policy. The policy is effective (Date) until further notice.


Employee Signature


Employee Name (Please Print)



Decide How You Will Communicate the Policy in the Future

Include the policy in your employee handbook. You may also want the policy to become part of your New Employee Orientation. Some companies place policies in their Intranet or in a policy folder on the computer network’s common drive. Determine whether you will want to distribute the policy by additional methods.

You will also want to archive and date former policies that this policy replaces. You may need them for legal or other reference in the future.

Interpret and Integrate the Policy

No matter what you write in the policy, your later policy application and work practices will determine the real meaning of the policy. Think “consistent” and “fair” as you interpret the policy over time. When you find your practices differing from the written policy, it is time to review and rewrite the policy and the cycle starts again.


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Posted by on January 9, 2013 in Checklist


Training needs analysis checklist

Training needs analysis checklist

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Posted by on January 3, 2013 in Checklist, Forms and Formats, MIS


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Declaration of Investment Checklist

Declaration of Investment Checklist

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Posted by on January 3, 2013 in Checklist



1-HirCklst Ref:

  • Determine the need for a new or replacement position.
  • Think creatively about how to accomplish the work without adding staff (improve processes, eliminate work you don’t need to do, divide work differently, etc.).
  • Hold a recruiting planning meeting with the recruiter, the HR leader, the hiring manager, and, potentially, a coworker or internal customer.
  • Develop and prioritize the key requirements needed from the position and the special qualifications, traits, characteristics, and experience you seek in a candidate. (These will assist your Human Resources department to write the classified ad; post the job online and on your Web site; and screen resultant resumes for potential candidate interviews.)
  • With HR department assistance, develop the job description for the position.
  • Determine the salary range for the position.
  • Decide whether the department can afford hiring employees to fill the position.
  • Post the position internally on the “Job Opportunities” bulletin board for one week. If you anticipate difficulty finding a qualified internal candidate for the position, state in the posting that you are advertising the position externally at the same time.
  • Send an all-company email to notify staff that a position has been posted and that you are hiring employees.
  • All staff members encourage talented, qualified, diverse internal candidates to apply for the position. (If you are the hiring supervisor, as a courtesy, let the current supervisor know if you are talking to his or her reporting staff member.)
  • Interested internal candidates fill out the Internal Position Application.
  • Schedule an interview, for internal candidates, with the hiring supervisor, the manager of the hiring supervisor or a customer of the position and HR. (In all cases, tell the candidates the timelines you anticipate the interview process will take.)
  • Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit, technical qualifications, customer responsiveness and knowledge are several of the screening responsibilities you may want your interviewers to assume.)
  • Interviewers fill out the Job Candidate Evaluation Form.
  • If no internal candidates are selected for the position, make certain you clearly communicate with the applicants that they were not selected. Whenever possible, provide feedback that will help the employee continue to develop their skill and qualifications. Use this feedback as an opportunity to help the employee continue to grow their career.
  • If an internal candidate is selected for the position, make a written job offer that includes the new job description and salary.
  • Agree on a transition timeline with the internal candidate’s current supervisor.
  • If you’ve created another internal opening, begin again.
  • End the search.
  • If no qualified internal candidates apply, extend the search to external candidates, if you didn’t advertise the position simultaneously. Develop your candidate pool of diverse applicants.
  • Spread word-of-mouth information about the position availability in your industry and to each employee’s network of friends and associates.
  • Network and post jobs on online social media sites such as Twitter and LinkedIn. Ask your employees to publicize the position through their online social media networks.
  • Place a classified ad in newspapers with a delivery reach that will create a diverse candidate pool.
  • Recruit online. Post the classified ad on jobs and newspaper-related websites including the company website.
  • Post the position on professional association websites.
  • Talk to university career centers.
  • Contact temporary help agencies.
  • Brainstorm other potential ways to locate a well-qualified pool of candidates for each position.
  • Through your recruiting efforts, you’ve developed a pool of candidates. People are applying for your open job. Whether you have developed a candidate pool in advance of the job opening or you are searching from scratch, the development of a qualified pool of candidates is crucial.
  • Send postcards or emails to each applicant to acknowledge receipt of the resume. (State that if the candidate appears to be a good match for the position, relative to your other applicants, you will contact them to schedule an interview. If not, you will keep their application/resume on file for a year in case other opportunities arise.)
  • Once you have developed a number of applicants for the position, screen resumes and/or applications against the prioritized qualifications and criteria established. Note that resume cover letters matter as you screen.
  • Phone screen the candidates whose credentials look like a good fit with the position. Determine candidate salary requirements, if not stated with the application, as requested.
  • Schedule qualified candidates, whose salary needs you can afford, for a first interview with the hiring supervisor and an HR representative, either in-person or on the phone. In all cases, tell the candidates the timeline you anticipate the interview process will take.
  • Ask the candidate to fill out your official job application, upon their arrival for the interview.
  • Give the candidate a copy of the job description to review.
  • Hold screening interviews during which the candidate is assessed and and has the opportunity to learn about your organization and your needs.
  • Fill out the Job Candidate Evaluation Form for each candidate interviewed.
  • Meet to determine which (if any) candidates to invite back for a second interview.
  • Determine the appropriate people to participate in the second round of interviews. This may include potential coworkers, customers, the hiring supervisor, the hiring supervisor’s manager and HR. Only include people who will impact the hiring decision.
  • Schedule the additional interviews.
  • Hold the second round of interviews with each interviewer clear about their role in the interview process. (Culture fit, technical qualifications, customer responsiveness and knowledge are several of the screening responsibilities you may want your interviewers to assume.)
  • Candidates participate in any testing you may require for the position.
  • Interviewers fill out the candidate rating form.
  • Human Resources checks the finalists’ (people to whom you are considering offering the position) credentials, references and other qualifying documents and statements.
  • Anyone who has stated qualifications dishonestly or who fails to pass the checks is eliminated as a candidate.
  • Through the entire interviewing process, HR, and managers, where desired, stay in touch with the most qualified candidates via phone and email.
  • Reach consensus on whether the organization wants to select any candidate (via informal discussion, a formal discussion meeting, HR staff touching base with interviewers, candidate rating forms, and so on). If dissension exists, the supervising manager should make the final decision.
  • If no candidate is superior, start again to review your candidate pool and redevelop a pool if necessary.
  • HR and the hiring supervisor agree on the offer to make to the candidate, with the concurrence of the supervisor’s manager and the departmental budget.
  • Talk informally with the candidate about whether he or she is interested in the job at the offered salary and stated conditions. Make certain the candidate agrees that they will participate in a background check, a drug screen and sign a Non-compete Agreement or a Confidentiality Agreement, depending on the position. (This should have been signed off on the application.) If so, proceed with an offer letter. You can also make the job offer contingent on certain checks.
  • If not, determine if negotiable factors exist that will bring the organization and the candidate into agreement. A reasonable negotiation is expected; a candidate that returns repeatedly to the company requesting more each time is not a candidate the company wants to hire.
  • If the informal negotiation leads the organization to believe the candidate is viable, HR will prepare a written position offer letter from the supervisor that offers the position, states and formalizes the salary, reporting relationship, supervising relationships, and any other benefits or commitments the candidate has negotiated or the company has promised.
  • The offer letter, the job description and the Company Non-Compete or Confidentiality Agreement are provided to the candidate.
  • The candidate signs the offer documentation to accept the job or refuses the position.
  • If yes, schedule the new employee’s start date.
  • If no, start again to review your candidate pool and redevelop a pool if necessary.


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Posted by on January 3, 2013 in Checklist, Forms and Formats




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Posted by on December 24, 2012 in Checklist, Forms and Formats


Employee Disciplinary Action Form – Checklist


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Posted by on December 23, 2012 in Checklist, Forms and Formats


List of HR activities- for a start-up – Checklist

Employee Handbook (A document to be submitted to the new joinees)

a. Short introduction of the company (2 pages max)
b. Code of Conduct (3 pages)
i. attendance/ punctuality
ii. absence without notice
iii. telephone and internet use
iv. dress code
v. tobacco products
c. Leave and holidays (2 pages)
d. Performance Policy (1 Page)
e. Grievance Policy (1 Page)
f. Termination Policy (1 Page)
g. One page document for new joinees checklist (documents to be submitted)

2. Recruitment Process (documented) and workforce planning (A standard document for the management use)
a. Manpower Requisition
b. Standard Procedures of selection
c. Hierarchy of selection
d. Orientation and probation
e. Work Hours / Shift timings, breaks
f. Personnel Information

3. Induction Management (A standard Document for the management use)
a. A chart of organization hierarchy
b. A gist of HR Policies – attendance, leaves, performance, office conduct and codes
c. A gist of compensation and benefits
d. A gist of performance review

4.Employee Records (Files with the set of documents one for each employee)
a. Interview details with correspondence
b. Complete and latest CV of the employee
c. Interview records
d. A completed employee form including references
e. Educational certificates and sheets
f. Any other required documents
g. Medical Reports
h. Relocation details if any
i. Work permits and related documents
j. Employment related letters

5. Performance Management
a. Objective of the Performance Reviews
b. Performance goals and criteria for reviews
c. Performance Review Procedure
d. Performance Reviews schedule
e. Performance Reviews Hierarchy
f. Performance Development meetings

6. Compensation and Benefit managemen
a. General Benefits offered to the employees
b. Rewards – temporary and permanent
c. Payroll

7. Training Management
a. Need Assessment
b. General Training
c. Topical Training
d. Skill enhancement
e. Advancement of knowledge

8. Exit Process
a. Hand over
b. Exit Interview and forms
c. Contact information