Human performance
HR role and foundations
The infrastructure everything else depends on. If this domain is weak, every other domain inherits its weakness. Seven capabilities make up this area.
Seven capabilities that matter
Why each one matters, what good looks like, and what we look at when we help.
HR strategy
Without one, people decisions default to reactive fire-fighting instead of supporting the organisation’s goals.
Written strategy explicitly linked to the organisation’s strategic plan, reviewed annually.
Strategy document, board minutes, plan cross-reference
HR budget
Good intentions cannot be executed without proper resourcing.
Dedicated, board-approved budget tracked against outcomes.
Budget documents, financial reports, spend tracking
HR function design
Unclear responsibility means work falls through the cracks or gets duplicated.
Documented structure showing roles, reporting lines and decision rights.
Org chart, role profiles, RACI documentation
HR team and service model
An unclear service model creates frustration and delay for employees needing help.
Published model defining what is delivered, to whom, and how.
Service catalogue, SLAs, stakeholder feedback
HR governance
Without governance, decisions can be inconsistent or exposed to risk.
Clear accountabilities, escalation routes and Board-level oversight.
Governance framework, committee terms of reference
HR policy and process
Outdated or inconsistent policies create legal exposure and unequal treatment.
Current, accessible policies reviewed on a defined cycle.
Policy library, review dates, process maps
HR technology
Manual processes are slow, error-prone and cannot produce reliable data.
A system of record supporting the employee lifecycle with trustworthy reporting.
System audit, data quality checks, adoption rates
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