A five-minute HR readiness self-assessment, and the entry point to the People & Governance Diagnostic.

HR Readiness Self-Assessment

This self-assessment takes twelve questions and gives an honest read on where your HR foundations stand, and where they may be carrying risk you have not accounted for yet.

Time required

Approximately 5 minutes

What happens next

Your score and a written interpretation are sent by email immediately after submission. The interpretation reflects where your score suggests the real exposure may lie, and is one of four responses matched to your score band. If it surfaces questions worth exploring further, the next step is a conversation, not a commitment.

Who this is for

Founders and C-suite leaders of scaling organisations.

How to answer

Rate each statement honestly. The value lies in accuracy, not in a high score.

Work email address
Rating scale
1 = Not in place  ·  2 = Early stages  ·  3 = Partially in place  ·  4 = Largely in place  ·  5 = Fully in place

This assessment is the entry point to the People & Governance Diagnostic — a structured, independent engagement for organisations at a structural turning point.

Do you have a documented HR strategy that is reviewed at least annually and actively shapes how people decisions are made?
Are job descriptions current, signed off by line managers, and consistently used in recruitment and performance conversations?
Do new joiners consistently complete a structured onboarding process that runs for at least 90 days?
Is performance reviewed formally at least once per year, with documented outcomes that are actually used to inform decisions?
Are salary bands or pay ranges defined, applied consistently, and understood by the managers who make pay decisions?
Do you have a clear disciplinary and grievance procedure, and are managers confident enough to apply it without escalating every case?
Are employment contracts and offer letters compliant with local labour law across every jurisdiction you operate in?
Does leadership regularly use headcount, attrition, and absence data to inform decisions?
Are managers trained or coached on people management responsibilities, and is that development tracked and refreshed over time?
Do employees have a known channel for raising concerns confidentially, and is there evidence that people actually use it?
Is your succession plan for key roles current, tested, and owned by a named individual?
Are HR policies reviewed and updated when legislation or the business changes, and is that process owned by a named individual?

Questions about the assessment or what comes next? Contact Alf Carlesäter directly at alf.carlesater@growhr.asia or visit www.growhr.asia.

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