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HR Health Check

Complete this structured diagnostic to understand where your organisation may have HR compliance gaps across contracts, policies, employee management, Fair Work risk and workforce governance.

This assessment takes approximately 10–15 minutes. Please answer as accurately as possible so your results reflect your current position.

Organisation Details

Full Name

Name of Organisation

Work Email Address

Approximate Number of Employees

Do you currently have HR support?

What best describes your workforce?

Mostly permanent employees

Mix of permanent, casual and fixed-term employees

Includes contractors

Includes award-covered employees

Includes enterprise agreement-covered employees

Not sure

What prompted you to complete this health check?

We want to check our compliance

We know we have gaps

We are growing and need structure

We have had employee issues recently

We are worried about Fair Work risk

We need better contracts or policies

We are preparing for change or restructure

Employment Contracts

Do all employees have written employment contracts in place?

All employees have current written contracts in place (3)

Most employees have contracts, but some gaps exist (2)

Contracts exist inconsistently or are not current (1)

No formal written contracts are in place (0)

Are employment contracts appropriatelyn structured for different employment types, such as permanent, part-time, casual, fixed-term or maximum-term?

Contracts are clearly tailored to each employment type (3)

Some tailoring exists, but it is inconsistent or outdated (2)

Contracts are mostly generic with limited tailoring (1)

No structured approach to contract types exists (0)

Do contracts clearly identify whether the role is award-covered, enterprise agreement-covered or award-free?

Employment framework is clearly identified in all contracts (3)

It is identified in most contracts, with some gaps (2)

It is unclear or inconsistently identified (1)

Contracts do not identify the employment framework (0)

Do contracts include clear clauses on duties, location, hours, flexibility, remuneration, confidentiality, intellectual property, policies and termination?

All key clauses are included and clearly drafted (3)

Most key clauses are included, but some require improvement (2)

Clauses are basic, inconsistent or incomplete (1)

Key clauses are missing or not formally documented (0)

Have employment contracts been reviewed in the last 12–24 months?

Contracts have been reviewed and updated within 12–24 months (3)

Some contracts have been reviewed, but not consistently (2)

Review status is unclear or informal (1)

Contracts have not been reviewed recently (0)

Do you have a clear process for issuing, storing and updating signed contracts?

Process is clear, consistent and securely managed (3)

Process exists but is inconsistently followed (2)

Process is informal or difficult to evidence (1)

No clear process exists (0)

Awards, Pay and Classification

Have you identified which modern awards or enterprise agreements apply to your employees?

Applicable instruments are identified and documented (3)

Mostly identified, with some uncertainty (2)

Limited understanding or documentation exists (1)

No clear assessment has been completed (0)

Are all employees classified correctly under the relevant award, enterprise agreement or contract framework?

Classifications are accurate and regularly checked (3)

Mostly accurate, with some gaps or outdated records (2)

Classifications are uncertain or inconsistently applied (1)

No clear classification process exists (0)

Do you check minimum rates, allowances, penalties, overtime and loadings before issuing employment terms?

All pay obligations are checked before terms are issued (3)

Checks usually occur, but not always consistently (2)

Checks are informal or limited (1)

No structured checks are completed (0)

Do you regularly review pay rates against Fair Work, award or enterprise agreement changes?

Pay rates are regularly reviewed and updated (3)

Reviews occur, but not on a reliable cycle (2)

Reviews are ad hoc or reactive (1)

No regular review process exists (0)

Do managers understand when overtime, penalty rates, breaks or allowances may apply?

Managers understand and apply obligations consistently (3)

Managers have some understanding, but gaps exist (2)

Understanding is limited or inconsistent (1)

Managers are not equipped to identify these obligations (0)

Do you have a process for checking contractor arrangements to reduce sham contracting risk?

Contractor arrangements are assessed and documented (3)

Some checks occur, but not consistently (2)

Checks are informal or unclear (1)

No process exists (0)

Policies and Workplace Obligations

Do you have a current code of conduct or workplace behaviour policy?

Policy is current, clear and actively used (3)

Policy exists but needs review or stronger application (2)

Policy exists but is limited or not well understood (1)

No policy is in place (0)

Do you have current anti-discrimination, bullying, harassment and sexual harassment policies?

Policies are current, compliant and actively communicated (3)

Policies exist but need review or consolidation (2)

Policies are basic, outdated or poorly understood (1)

No adequate policies are in place (0)

Do you have a grievance or complaints handling policy?

Clear complaints policy is in place and used consistently (3)

Policy exists but is not consistently applied (2)

Policy is limited, outdated or unclear (1)

No complaints policy is in place (0)

Do you have a WHS and psychosocial safety policy or procedure?

WHS and psychosocial obligations are clearly covered (3)

Some coverage exists, but improvements are needed (2)

Coverage is limited or unclear (1)

No adequate policy or procedure exists (0)

Do you have privacy, IT acceptable use, social media and confidentiality policies?

Policies are current, clear and comprehensive (3)

Most policies exist, but gaps remain (2)

Policies are limited, outdated or inconsistent (1)

These policies are not in place (0)

Are policies written in a way employees and managers can understand and apply?

Policies are clear, accessible and practical (3)

Generally understandable, but some are too complex or inconsistent (2)

Policies are difficult to use or not manager-friendly (1)

Policies are not accessible or usable (0)

Have policies been reviewed within the last 12–24 months?

Policies have been reviewed and updated recently (3)

Some policies have been reviewed, but not all (2)

Review status is unclear or informal (1)

Policies have not been reviewed recently (0)

Do employees acknowledge policies when they commence and when key updates are made?

Acknowledgement is consistently captured and recorded (3)

Acknowledgement occurs sometimes, but not consistently (2)

Acknowledgement is informal or difficult to evidence (1)

No acknowledgement process exists (0)

Recruitment and Onboarding

Do you use a consistent recruitment process for all roles?

Recruitment is structured and consistently applied (3)

Some structure exists, but application varies (2)

Recruitment is mostly informal or manager-led (1)

No consistent recruitment process exists (0)

Do your job adverts and interview processes avoid discriminatory language or unlawful selection criteria?

Adverts and interviews are reviewed for compliance (3)

Usually compliant, but not always formally checked (2)

Limited checks occur (1)

No compliance review occurs (0)

Do you use position descriptions that clearly define duties, requirements and reporting lines?

Position descriptions are current and role-aligned (3)

Most roles have position descriptions, but some need review (2)

Position descriptions are inconsistent or outdated (1)

No clear position descriptions exist (0)

Do you complete right-to-work checks before employment commences?

Checks are completed and recorded before commencement (3)

Checks usually occur, but not always consistently (2)

Checks are informal or inconsistently recorded (1)

No clear process exists (0)

Do you use structured onboarding checklists for new starters?

Onboarding checklists are structured and consistently used (3)

Checklists exist but are inconsistently used (2)

Onboarding is informal or manager-dependent (1)

No structured onboarding exists (0)

Do new employees receive contracts, policies, role expectations and induction materials before or at commencement?

Materials are consistently provided before or at commencement (3)

Most materials are provided, but not consistently (2)

Provision is informal or incomplete (1)

No clear commencement process exists (0)

Leave, Flexibility and Lifecycle Compliance

Do managers understand employee entitlements under the National Employment Standards?

Managers understand and apply NES obligations consistently (3)

Managers have general awareness, but gaps exist (2)

Manager understanding is limited or inconsistent (1)

Managers are not equipped to apply NES obligations (0)

Do you have a documented process for annual leave, personal/carer’s leave, compassionate leave and unpaid leave?

Leave processes are documented and consistently applied (3)

Processes exist but are not always consistently applied (2)

Leave is managed informally or inconsistently (1)

No documented process exists (0)

Do you have a process for parental leave requests and return-to-work planning?

Process is clear, compliant and consistently applied (3)

Process exists but needs improvement (2)

Process is informal or unclear (1)

No process exists (0)

Do you have a process for flexible working requests?

Requests are assessed through a clear and compliant process (3)

Process exists but is inconsistently applied (2)

Approach is informal or unclear (1)

No process exists (0)

Do you track leave balances, absences and patterns consistently?

Leave and absence data is consistently tracked and reviewed (3)

Tracking occurs, but review is inconsistent (2)

Tracking is limited or reactive (1)

No reliable tracking exists (0)

Do managers know when they must seek advice before refusing leave, flexibility or adjustment requests?

Managers clearly understand escalation points (3)

Managers generally understand, but gaps exist (2)

Escalation is inconsistent or unclear (1)

No clear guidance exists (0)

Performance and Conduct

Do you have a clear performance management process?

Process is clear, documented and consistently applied (3)

Process exists but is inconsistently applied (2)

Process is informal or reactive (1)

No structured process exists (0)

Do managers know how to distinguish between poor performance, misconduct and serious misconduct?

Managers understand and apply distinctions confidently (3)

Managers have general awareness, but gaps exist (2)

Understanding is limited or inconsistent (1)

Managers do not have clear guidance (0)

Do you use documented performance improvement plans where appropriate?

PIPs are used appropriately and consistently (3)

PIPs are used, but quality or consistency varies (2)

PIPs are informal or inconsistently documented (1)

PIPs are not used or no process exists (0)

Do you have templates for informal conversations, formal warnings, show-cause processes and outcome letters?

Templates are comprehensive and consistently used (3)

Some templates exist, but gaps remain (2)

Templates are limited or inconsistent (1)

No templates exist (0)

Do managers understand procedural fairness before issuing warnings or termination outcomes?

Managers understand and apply procedural fairness consistently (3)

Managers have some awareness, but require guidance (2)

Understanding is limited or inconsistent (1)

No clear understanding or guidance exists (0)

Are performance and conduct concerns documented consistently?

Documentation is consistent, clear and evidence-based (3)

Documentation occurs, but quality varies (2)

Documentation is limited or inconsistent (1)

Concerns are not consistently documented (0)

Do managers feel confident having difficult conversations with employees?

Managers are confident and well-supported (3)

Managers are generally confident, with some support needed (2)

Managers have limited confidence (1)

Managers avoid or struggle with difficult conversations (0)

Do you have guidance for handling support people, medical issues, stress claims or employee distress during performance processes?

Guidance is clear and consistently used (3)

Some guidance exists, but gaps remain (2)

Guidance is limited or informal (1)

No guidance exists (0)

Employee Relations, Complaints and Disputes

Do you have a clear process for receiving and triaging employee complaints?

Complaints are triaged through a clear process (3)

Process exists but is inconsistently applied (2)

Process is informal or unclear (1)

No process exists (0)

Do you have a process for assessing whether a complaint should be handled informally, formally or externally investigated?

Assessment framework is clear and consistently applied (3)

Framework exists, but judgement varies (2)

Assessment is informal or inconsistent (1)

No assessment framework exists (0)

Do you use documented allegations, interview plans and evidence summaries for investigations?

Investigation documentation is structured and consistently used (3)

Some documentation is used, but quality varies (2)

Documentation is limited or inconsistent (1)

No structured documentation is used (0)

Do you understand procedural fairness requirements when investigating complaints?

Procedural fairness is well understood and applied (3)

Generally understood, but guidance is sometimes needed (2)

Understanding is limited or inconsistent (1)

No clear understanding or process exists (0)

Do you have templates for complaint acknowledgement, investigation invitations, outcome letters and closing correspondence?

Templates are comprehensive and consistently used (3)

Some templates exist, but gaps remain (2)

Templates are limited or inconsistent (1)

No templates exist (0)

Do you have a process for managing conflicts of interest, confidentiality and victimisation risk?

Risks are actively assessed and managed (3)

Some management occurs, but not consistently (2)

Risk management is informal or unclear (1)

No process exists (0)

Do you have a process for responding to Fair Work, discrimination, general protections or unfair dismissal claims?

Claim response process is clear and supported by templates (3)

Some process exists, but gaps remain (2)

Response is reactive or dependent on external advice (1)

No process exists (0)

Do you have settlement, conciliation or position statement templates available if a dispute escalates?

Materials are available and ready to use (3)

Some materials exist, but are incomplete (2)

Materials are limited or outdated (1)

No materials are available (0)

Termination, Redundancy and Exits

Do you have a clear process for ending employment during probation?

Probation outcomes are managed through a clear process (3)

Process exists but is inconsistently applied (2)

Process is informal or unclear (1)

No process exists (0)

Do you have a clear process for resignation, abandonment of employment and mutual separation?

Processes are clearly defined and consistently applied (3)

Some processes exist, but gaps remain (2)

Processes are informal or inconsistent (1)

No clear process exists (0)

Do you have a legally informed process for termination due to performance or conduct?

Termination process is structured, compliant and documented (3)

Process exists but requires strengthening (2)

Process is inconsistent or not well documented (1)

No structured termination process exists (0)

Do you have a redundancy and consultation process that aligns with awards, enterprise agreements and Fair Work obligations?

Process is compliant, structured and ready to use (3)

Process exists but requires review or tailoring (2)

Process is limited or unclear (1)

No redundancy or consultation process exists (0)

Do you calculate notice, final pay, leave payouts and redundancy entitlements consistently?

Calculations are checked and consistently applied (3)

Generally calculated correctly, but checks vary (2)

Calculations are inconsistent or unclear (1)

No reliable process exists (0)

Do you conduct exit processes, recover company property and manage system access consistently?

Exit process is consistent and well controlled (3)

Process exists but is not always followed (2)

Exit steps are informal or inconsistent (1)

No clear exit process exists (0)

Do you keep termination decision records and evidence of procedural fairness?

Records are complete and decision-ready (3)

Records exist but quality varies (2)

Records are limited or inconsistent (1)

No reliable records are kept (0)

Do you seek advice before terminating employees with recent complaints, injuries, leave, workplace rights issues or protected attributes?

Advice is consistently sought in higher-risk cases (3)

Advice is usually sought, but not always (2)

Escalation is inconsistent or informal (1)

No clear escalation process exists (0)

Governance, Records and Manager Capability

Do you maintain accurate employee records, including contracts, variations, leave, warnings and key employment correspondence?

Records are accurate, complete and consistently maintained (3)

Records are mostly maintained, with some gaps (2)

Records are inconsistent or difficult to locate (1)

No reliable record-keeping process exists (0)

Do you have a central place where HR documents, templates and policies are stored and controlled?

Central system is controlled, current and accessible (3)

Central storage exists, but control or currency varies (2)

Documents are stored inconsistently (1)

No central document control exists (0)

Do you have a regular review cycle for contracts, policies and HR processes?

Review cycle is defined and actively managed (3)

Some reviews occur, but not consistently (2)

Reviews are ad hoc or reactive (1)

No review cycle exists (0)

Do you track HR risks, employee issues, complaints and actions in a structured way?

Risks and actions are tracked consistently (3)

Some tracking occurs, but not comprehensively (2)

Tracking is informal or fragmented (1)

No structured tracking exists (0)

Do you have clear decision rights for who can approve hiring, pay changes, warnings, termination and settlements?

Decision rights are clear and consistently followed (3)

Mostly clear, but some ambiguity exists (2)

Decision-making is informal or inconsistent (1)

No clear decision rights exist (0)

Do leaders receive regular reporting on people risks, turnover, absence, complaints or compliance gaps?

Reporting is regular, meaningful and action-oriented (3)

Some reporting occurs, but it is limited (2)

Reporting is ad hoc or reactive (1)

No regular people-risk reporting exists (0)

Do you have a clear HR calendar for policy reviews, compliance checks, performance cycles and employee communications?

Calendar is structured and actively managed (3)

Some calendar planning exists, but gaps remain (2)

Planning is informal or inconsistent (1)

No HR calendar exists (0)

Do managers know which HR processes they can manage themselves and when they must escalate?

Managers clearly understand roles and escalation points (3)

Managers generally understand, but gaps exist (2)

Understanding is inconsistent or unclear (1)

No clear guidance exists (0)

Change, Restructure and Organisational Maturity

Are you currently growing, restructuring, changing systems or changing ways of working?

No current change activity (3)

Some small change activity (2)

Significant change activity (1)

Major transformation or restructure underway (0)

Do you assess employee impact before implementing workplace change?

Impact is assessed consistently before change (3)

Impact is assessed for some changes, but not consistently (2)

Assessment is informal or limited (1)

No impact assessment occurs (0)

Do you have templates or processes for consultation during workplace change?

Consultation process and templates are ready and used (3)

Some consultation materials exist, but gaps remain (2)

Consultation is informal or inconsistent (1)

No consultation process or templates exist (0)

Do managers have guidance on communicating change to employees?

Managers are well supported with guidance and messaging (3)

Some guidance exists, but support varies (2)

Guidance is limited or informal (1)

No guidance exists (0)

Do you assess change readiness, workload impact or employee fatigue before implementing major changes?

Readiness, workload and fatigue are assessed consistently (3)

Some assessment occurs, but not consistently (2)

Assessment is limited or informal (1)

No assessment occurs (0)

Do you have a process for managing resistance, feedback and employee concerns during change?

Resistance and feedback are actively managed (3)

Some process exists, but application varies (2)

Process is informal or reactive (1)

No process exists (0)

Do you track risks and actions during change implementation?

Risks and actions are tracked and reviewed consistently (3)

Tracking occurs, but not consistently (2)

Tracking is informal or fragmented (1)

No risk/action tracking exists (0)

Do you prepare leadership briefing packs or communication plans for significant change?

Briefings and comms plans are prepared consistently (3)

They are prepared for some changes, but not consistently (2)

They are informal or limited (1)

No briefing or communication planning occurs (0)Strong and Structured