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Capability Trends Report 2020
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Benchmarking Survey

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How do you compare to best-in-class?

Fill in a few details below and complete the survey to find out! We’ll create a personalized report for you and your organization based on your results, and one of our passionate analysts will be in touch to discuss your report.

This survey will take approximately 10-15mins to complete. Do not refresh or exit the page until you have successfully submitted your answers, doing so will lose all your progress.

    PART ONE Organisation (13 Questions)
    1 Engagement, as measured by your organization, is in the following range:
    2 During the last year, voluntary attrition has:
    3If known, what is your attrition rate?

    4 In the last year, the number of new hires has:
    5 We have sufficient internal talent to achieve our strategic objectives
    6 In the last year, our business recruitment costs have:
    7 Internal hires are in the following range (when compared to external recruitment):
    8 The last senior leadership role that became available was filled internally
    9 Absenteeism is not excessive within our organization
    10 Approximately what percentage of your staff participated in a lateral move last year?
    11 Last year, your overall growth as an organization was in the following range:
    12 Last year, our revenue per employee:
    13 Has career development been identified as a key driver of engagement within your organization?
    PART TWO Development (17 Questions)
    14 We offer career coaching for all employees
    15 Career coaching is not limited to top performers
    16 We formally train managers to have more effective career conversations
    17 We track to ensure career conversations are actually happening
    18 The CEO sponsors career management and development programs
    19 Career management is perceived as a partnership between the employee, the manager, and the organization
    20 Where possible, we recruit internally
    21 Flexible working practices are formally integrated into our organizational culture
    22 Career breaks are acceptable within our organization
    23 In our organization, career paths include both expert and managerial pathways
    24 Our definition of talent is not limited to those with the capacity to move up the organizational ladder
    25 We do not assess eligibility for promotion on the basis of current performance alone
    26 Development opportunities are not limited exclusively to current role requirements
    27 Mentoring and stretch assignments occur on a regular basis
    28 Staff career development is a criteria for the evaluation of leader effectiveness
    29 We actively promote diversity at all levels of the organizational hierarchy
    30 Diversity target group members with managerial aspirations are identified and retained
    31 We track the impact of career management practices against objective criteria
    PART THREE Managers (23 Questions)
    32 Managers are aware of the career ambitions of their direct reports
    33 Managers are aware of how the career ambitions of their reports align with organizational strategy
    34 Managers are empowered to negotiate flexible work arrangements
    35 Managers are aware of the work / life priorities of their reports
    36 Managers respect the work / life priorities of their reports
    37 Managers show an interest in the career experience / wellbeing of their reports
    38 Managers seek ways to make work more enjoyable for their reports
    39 Managers have the necessary time to support the career growth of their reports
    40 Managers have an overview of the capabilities within their team
    41 Managers have an overview of the developmental needs of their team
    42 Managers have have identified appropriate ways to address the developmental needs of their team
    43 Managers provide stretch assignments that allow reports to grow their strengths
    44 Managers draw relevant internal opportunities to the attention of their reports
    45 Managers are confident in their coaching skills
    46 Managers hold career conversations with all team members
    47 Managers hold career conversations at least four times a year
    48 Managers are effective in asking quality coaching conversations that provoke insight and encourage reflection
    49 Managers focus career discussions on the values, talents, and goals of most value to both parties
    50 Managers work to eliminate organizational barriers to the career success of their reports
    51 Managers are aware of diversity risk factors within their team
    52 Managers actively address diversity risk factors within their team
    53 Managers distribute quality assignments in a far and transparent manner
    54 Managers set clear performance requisites for career progression
    55 Managers provide honest feedback on an ongoing basis
    PART FOUR Employees (12 Questions)
    56 Employees are aware of how their role contributes to the broader organizational mission
    57 Employees are aware of how performing well in their current role contributes to achieving their own long-term career goals
    58 Employees are encouraged to express their personal values at work
    59 Employees are encouraged to use their strengths and motivated talents on a regular basis in their roles
    60 Employees have the necessary skills, knowledge and competencies to excel in their current roles
    61 Employees are aware of their own areas for competency development
    62 Employees are aware of potential career paths within this organization
    63 Employees actively research career paths within this organization
    64 Employees are made aware of internal job openings as they become available
    65 Employees are encouraged to communicate career preferences to their manager
    66 Employees have adequate opportunity to express career preferences and concerns to their manager
    67 Employees are aware that flexible work practices are available to them
    68 Employees understand that making use of flexible work practices will not jeopardize their chances of promotion
    What are your top 3 strategic HR priorities for this year?
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