INSTRUCTIONS (v.14.

04 beta)

This tool has been tested on Microsoft Excel 2010

1. GENERAL INFORMATION
The tool consists of 8 sheets:
- 3 setup sheets, used to assign a weight to each item (questions, dimensions and indicators of the tool;
- 4 results sheets, used to answer the questions and to check the overall score for dimensions, indicators and
performance areas;
- 1 summary sheet with the overall scores fo performance areas and indicators.

2. WEIGHTING SETUP
For each item of the model (Question, Dimension and Indicator) a weight must be assigned in order to calculate the overall
score of each related item (Questions -> Dimension; Dimensions -> Indicator; Indicators -> Performance Area). The weight
assigned to each item must be within a specific range (columns G e H).
For each item, the tool provides a default value for each asked weight, as the average value of the related range.The default
weight value is indicated in column I.
If no weight is assigned, the default value will be considered.

In case of mistakes in the weighting setup, warnings are shown. In particular:

- "Fatal error on weight's range" (column S): a warning is shown if the assigned weight value is out of the permitted range
(more information about the type of error are shown in columns
- "Alert on weights" (column W): a warning is also provided when the sum of weights assigned to items that concurr to
calculate the same overall score is not 100% (either more or less than 100%). In this case the assigned weights will be
automatically recalculated and a warning is shown in column AA.
3. ANSWERING QUESTIONS AND CALCULATING MATURITY INDEX
To calculate the Maturity Index for each item, the country must answer question listed in "QUESTIONS" sheet choosing the
right answer between options provided ni the drop-down list in column

For some questions a "E - Not relevant / Not applicable" answer is provided. The choice of this option neutralizes the question
(and therefore also question-related Dimension).
Answering the questions allows the system to calculate the Maturity Level Indices for the Dimensions related to the question
and, then, for the Indicators and, finally, for the Performance areas. The respective Maturity Level Indices can be read in the
"Dimension", "Indicator" and "Performance areas" sheets.

The "Summary" provides a global view of Maturity Level Indices for Pas and Indicators
4. "SUMMARY SHEET

A global view of Performance Areas and Indicators Maturity Level Indices is provided by the
"Summary" sheet:

If one or more answers related to same same Indicator are missing it is not possible to calculate the overall score and the
Summary table shows "Data not available" (A). For this reason it will be impossible to calculate the Performance Area's overa
score so a "Data not available" warning is shown (B).
When an Indicator is not considered for some Performance Area a blank cell is shown (D).
The Indicator's Overall score is calculated as an average of scores related to the same indicator across the Performance Areas
but the system calculates it only if the Indicator is considered in 5 performance areas at least.
 Min Max
Question's ID Question
weight weight

What is the approach to Recruitment (Re) within your

PA1.1.1.1 100 100
organization?

PA1.1.2.1 To what extent is the Re process digitalized? 100 100

To what extent does the organisation implement a

PA1.1.3.1 100 100
recruitment marketing strategy?

Is there any application of Risk Management principles and

PA1.1.4.1 100 100
practices in managing Re?

To what extent is Re aligned with the organization's mission,

PA1.2.1.1 100 100
vision and goals?

Is there a structured approach to cope with organizational

PA1.3.1.1 100 100
changes in relation to Re issues?

To what extent do the Re procedures ensure ability to attract

PA1.4.1.1 100 100
and select talent?

At what scale is Competency Management incorporated in Re

PA1.5.1.1 100 100
practices?

What is the approach to Workforce and Succession Planning

PA2.1.1.1 100 100
(WF&SP) in the organization?

PA2.1.2.1 To what extent are the WF&SP practices digitalized? 100 100

Is there a structured approach to communication in relation

PA2.1.3.1 100 100
to WF&SP?

Is there any application of Risk Management principles and

PA2.1.4.1 100 100
practices in managing WF&SP?

To what extent are WF&SP aligned with the organization's

PA2.2.1.1 mission, vision and goals? 100 100

Is there a structured approach to deal with organizational

PA2.3.1.1 100 100
changes in relation to WF&SP issues?

To what extent does the organization detect talent of the

PA2.4.1.1 100 100
existing personnel?
 Min Max
Question's ID Question
weight weight

At what scale is Competency Management incorporated in

PA2.5.1.1 100 100
WF&SP practices?

What is the approach to HR Analytics (HRAn) in the

PA3.1.1.1 100 100
organization?

PA3.1.2.1 To what extent are the HRAn procedures digitalized? 100 100

Is there a structured approach to communication in relation

PA3.1.3.1 100 100
to HRAn?

Is there any application of Risk Management principles and

PA3.1.4.1 100 100
practices in managing HRAn?

To what extent do HRAn support the achievement of the

PA3.2.1.1 organization's mission, vision and goals? 100 100

Is there a structured approach to deal with organizational

PA3.3.1.1 100 100
changes in relation to HRAn?

To what extent do HRAn support the Talent Management

PA3.4.1.1 100 100
process in the organization?

At what scale is Competency Framework incorporated in

PA3.5.1.1. 100 100
HRAn

What is the approach to Career Development (CD) in the

PA4.1.1.1 100 100
organization?

PA4.1.2.1 To what extent are the CD procedures digitalised? 100 100

Is there a structured approach to communication in relation

PA4.1.3.1 100 100
to CD?

Is there any application of Risk Management principles and

PA4.1.4.1 100 100
practices in managing CD?

To what extent is the CD aligned with the organization's

PA4.2.1.1 100 100
mission, vision and goals?

Is there a structured approach to deal with organizational

PA4.3.1.1 100 100
changes in relation to CD?
 Min Max
Question's ID Question
weight weight

PA4.4.1.1 What is the impact of CD processes on Talent Management? 100 100

At what scale is Competency Framework incorporated in CD

PA4.5.1.1 100 100
procedures?

What is the approach to Training Management (TrM) within

PA5.1.1.1 100 100
the organization?

PA5.1.2.1 To what extent are TrM practices digitalised? 100 100

Is there a structured approach to communication in relation

PA5.1.3.1 100 100
to TrM?

Is there any application of Risk Management principles and

PA5.1.4.1 100 100
practices in TrM?

To what extent is TrM aligned to the organization's mission,

PA5.2.1.1 100 100
vision and goals?

Is there a structured approach to deal with organizational

PA5.3.1.1 100 100
changes in relation to TrM?

To what extent does TrM support Talent Management

PA5.4.1.1 100 100
process in the organization?

At what scale is Competency Management incorporated in

PA5.5.1.1 100 100
TrM practices?

What is the approach to Reward Management (ReM) in the

PA6.1.1.1 100 100
organization?

To what extent has the ReM system been designed to be

PA6.1.2.1 100 100
flexible?

PA6.1.3.1 To what extent are the ReM practices digitalized? 100 100

Is there a structured approach to communication in relation

PA6.1.4.1 100 100
to ReM?

Is there any application of Risk Management principles and

PA6.1.5.1 100 100
practices in ReM?
 Min Max
Question's ID Question
weight weight

To what extent is ReM aligned with the organization's

PA6.2.1.1 100 100
mission, vision and goals?

Is there a structured approach to deal with organizational

PA6.3.1.1 100 100
changes in relation to ReM issues?

To what extent does the ReM System support the Talent

PA6.4.1.1 100 100
Management process in the organization?

At what scale is Competency Management connected with

PA6.5.1.1 100 100
ReM practices?

What is the approach to Performance Management (PM) in

PA7.1.1.1 100 100
the organization?

PA7.1.2.1 To what extent are the PM practices digitalized? 100 100

Is there a structured approach to communication in relation

PA7.1.3.1. 100 100
to PM?

Is there any application of Risk Management principles and

PA7.1.4.1 100 100
practices in PM?

PA7.1.5.1 To what extent is feedback used in PM practices? 100 100

To what extent is PM aligned with the organization's mission,

PA7.2.1.1 vision and goals? 100 100

Is there a structured approach to deal with organizational

PA7.3.1.1 100 100
changes in relation to PM issues?

To what extent is the performance system developed to

PA7.4.1.1 100 100
identify and grow talent within the organization?

At what scale is Competency Management incorporated in

PA7.5.1.1 100 100
PM practices?

Το what extent does HR function promote policies and

practices (e.g., work-life balance, flexible working
PA8.1.1.1 100 100
arrangements) that improve organizational culture, climate,
trust, employee engagement, job satisfaction, etc.?
 Min Max
Question's ID Question
weight weight

To what extent does HR act as an HR (innovative) expert as

PA8.1.2.1 100 100
opposed to support (administrative) function?

To what extent is HR Strategy embedded within each aspect

PA8.2.1.1 100 100
of the organization?

To what extend does HR act as change agent handling

PA8.3.1.1 100 100
emergency situations?

To what extent does HR function promote a talent

PA8.4.1.1 management culture in the organization? 100 100
default weight Question's weight on Effective Recalculated FATAL ERROR
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100 100 100

default weight Question's weight on Effective Recalculated FATAL ERROR
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100 100 100

default weight Question's weight on Effective Recalculated FATAL ERROR
(min-max) Dimension (%) weight weight on weight's range

100 100 100

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100 100 100

default weight Question's weight on Effective Recalculated FATAL ERROR
(min-max) Dimension (%) weight weight on weight's range

100 100 100

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100 100 100

100 100 100

100 100 100

100 100 100

100 100 100

100 100 100

100 100 100

100 100 100

100 100 100

default weight Question's weight on Effective Recalculated FATAL ERROR
(min-max) Dimension (%) weight weight on weight's range

100 100 100

100 100 100

100 100 100

100 100 100

 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Min Max
Dimension's ID Dimension
weight weight

PA1.1.1 Implementation of Recruitment (Re) 30 40

PA1.1.2 Level of digitalization of Re 10 30

PA1.1.3 Communication of Re 10 30

Application of Risk Management Principles and Practices in

PA1.1.4 10 30
managing Re

PA1.2.1 Strategic importance of Re in the organization 100 100

PA1.3.1 Application of Change Management principles in Re issues 100 100

PA1.4.1 The extent to which Re supports Talent Management 100 100

The scale at which Competency Management is incorporated

PA1.5.1 100 100
in Re practices

PA2.1.1 Implementation of Workforce & Succession Planning (WF&SP) 30 40

PA2.1.2 Level of digitalization of WF&SP 10 30

PA2.1.3 Communication of WF&SP 10 30

Application of Risk Management principles and practices in

PA2.1.4 10 30
managing WF&SP

PA2.2.1 Strategic importance of WF&SP in the organization 100 100

Application of Change Management principles in WF&SP

PA2.3.1 100 100
issues
 Min Max
Dimension's ID Dimension
weight weight

The extent to which the organization detects the knowledge

PA2.4.1 100 100
and skills of the existing personnel

The scale at which Competency Management is incorporated

PA2.5.1 100 100
in WF&SP practices

PA3.1.1 Implementation of HR Analytics (HRAn) 30 40

PA3.1.2 Level of digitalization of HRAn in the organization 10 30

PA3.1.3 Communication of HRAn 10 30

Application of Risk management principles and practices in

PA3.1.4 10 30
managing HRAn

PA3.2.1 Strategic importance of HRan in the organization 100 100

PA3.3.1 Application of Change Management principles in HRAn issues 100 100

PA3.4.1 The extent to which HRAn support Talent Management 100 100

PA3.5.1. Connectivity of HRAn and Competency Based Management 100 100

PA4.1.1 Implementation of Career Development (CD) 30 40

PA4.1.2 Level of digitalization of CD in the organization 10 30

PA4.1.3 Communication of CD 10 30

Application of Risk Management principles and practices in

PA4.1.4 10 30
managing CD
 Min Max
Dimension's ID Dimension
weight weight

PA4.2.1 Strategic importance of the CD in the organization 100 100

PA4.3.1 Application of Change Management principles in CD issues 100 100

PA4.4.1 Impact of CD processes on Talent Management 100 100

The scale at which Competency Framework is incorporated in

PA4.5.1 100 100
CD

PA5.1.1 Implementation of Training Management (TrM) 30 40

PA5.1.2 Level of digitalization of TrM in the organization 10 30

PA5.1.3 Communication of TrM 10 30

Application of Risk management principles and practices in

PA5.1.4 10 30
TrM

PA5.2.1 Strategic importance of the TrM to the organization 100 100

PA5.3.1 Application of Change Management principles in TrM issues. 100 100

The extent to which TrM system supports Talent

PA5.4.1 100 100
Management

The scale at which Competency Management is incorporated

PA5.5.1 100 100
in TrM practices.

PA6.1.1 Implementation of Reward Management (ReM) 30 40

PA6.1.2 Design of ReM 10 20

 Min Max
Dimension's ID Dimension
weight weight

PA6.1.3 Level of digitalization of ReM in the organization 10 20

PA6.1.4 Communication of ReM 10 20

Application of Risk Management principles and practices in

PA6.1.5 10 20
ReM

PA6.2.1 Strategic importance of ReM in the organization 100 100

Application of Change Management principles in ReM issues

PA6.3.1 100 100

PA6.4.1 The extent to which ReM supports Talent Management 100 100

The scale at which Competency Framework interacts with

PA6.5.1 100 100
ReM Schemes

PA7.1.1 Implementation of Performance Management (PM) 30 40

PA7.1.2 The level of digitalization of PM in the organization 10 20

PA7.1.3 Communication of PM 10 20

Application of Risk Management principles and practices in

PA7.1.4 10 20
PM

The extend to which feedback is an integrated part of the PM

PA7.1.5 10 20
process

PA7.2.1 Strategic importance of PM in the organization 100 100

Application of Change Management principles in PM issues

PA7.3.1 100 100
 Min Max
Dimension's ID Dimension
weight weight

PA7.4.1 The extent to which PM supports Talent Management 100 100

The scale at which Competency Management is incorporated

PA7.5.1 100 100
in PM practices.

PA8.1.1 Promoting working wellbeing 30 60

Administrative vs. Innovation in HR

PA8.1.2 Traditional personnel management vs. innovative Human 30 60
Resource Management

HR as Strategic Partner
PA8.2.1 100 100
Strategic integration of HR with the organization's strategy

HR agility and readiness to support organizational change by

PA8.3.1 100 100
handling emergency situations

The extent to which HR policies and procedures as well as HR

PA8.4.1 100 100
professionals promote talent management culture
default weight Dimension's weight Effective Recalculated FATAL ERROR
(min-max) on Indicator (%) weight weight on weight's range

40 40 40

20 20 20

20 20 20

20 20 20

100 100 100

100 100 100

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100 100 100

40 40 40

20 20 20

20 20 20

20 20 20

100 100 100

100 100 100

default weight Dimension's weight Effective Recalculated FATAL ERROR
(min-max) on Indicator (%) weight weight on weight's range

100 100 100

100 100 100

40 40 40

20 20 20

20 20 20

20 20 20

100 100 100

100 100 100

100 100 100

100 100 100

40 40 40

20 20 20

20 20 20

20 20 20
default weight Dimension's weight Effective Recalculated FATAL ERROR
(min-max) on Indicator (%) weight weight on weight's range

100 100 100

100 100 100

100 100 100

100 100 100

40 40 40

20 20 20

20 20 20

20 20 20

100 100 100

100 100 100

100 100 100

100 100 100

40 40 40

15 15 15
default weight Dimension's weight Effective Recalculated FATAL ERROR
(min-max) on Indicator (%) weight weight on weight's range

15 15 15

15 15 15

15 15 15

100 100 100

100 100 100

100 100 100

100 100 100

40 40 40

15 15 15

15 15 15

15 15 15

15 15 15

100 100 100

100 100 100

default weight Dimension's weight Effective Recalculated FATAL ERROR
(min-max) on Indicator (%) weight weight on weight's range

100 100 100

100 100 100

50 50 50

50 50 50

100 100 100

100 100 100

100 100 100

 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Min Max
Indicator's ID Indicator
weight weight

PA1.1 Implementation & Effectiveness 30 40

PA1.2 HR Strategy 20 30

PA1.3 Change management & Risk management 10 15

PA1.4 Talent Management 10 30

PA1.5 Competency based approach 10 15

PA2.1 Implementation & Effectiveness 30 40

PA2.2 HR Strategy 20 30

PA2.3 Change management & Risk management 10 15

PA2.4 Talent Management 10 30

PA2.5 Competency based approach 10 15

PA3.1 Implementation & Effectiveness 30 40

PA3.2 HR Strategy 20 30

PA3.3 Change management & Risk management 10 15

PA3.4 Talent Management 10 30

PA3.5 Competency based approach 10 15

 Min Max
Indicator's ID Indicator
weight weight

PA4.1 Implementation & Effectiveness 30 40

PA4.2 HR Strategy 20 30

PA4.3 Change management & Risk management 10 15

PA4.4 Talent Management 10 30

PA4.5 Competency based approach 10 15

PA5.1 Implementation & Effectiveness 30 40

PA5.2 HR Strategy 20 30

PA5.3 Change management & Risk management 10 15

PA5.4 Talent Management 10 30

PA5.5 Competency based approach 10 15

PA6.1 Implementation & Effectiveness 30 40

PA6.2 HR Strategy 20 30

PA6.3 Change management & Risk management 10 15

PA6.4 Talent Management 10 30

PA6.5 Competency based approach 10 15

 Min Max
Indicator's ID Indicator
weight weight

PA7.1 Implementation & Effectiveness 30 40

PA7.2 HR Strategy 20 30

PA7.3 Change management 10 15

PA7.4 Talent Management 10 30

PA7.5 Competency based approach 10 15

PA8.1 Implementation & Effectiveness 20 40

PA8.2 HR Strategy 20 40

PA8.3 Change management & Risk management 10 30

PA8.4 Talent Management 10 30

default weight Indicator's weight on Effective Recalculated FATAL ERROR
(min-max) Performance Area (%) weight weight on weight's range

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15
default weight Indicator's weight on Effective Recalculated FATAL ERROR
(min-max) Performance Area (%) weight weight on weight's range

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15
default weight Indicator's weight on Effective Recalculated FATAL ERROR
(min-max) Performance Area (%) weight weight on weight's range

30 30 30

20 20 20

15 15 15

20 20 20

15 15 15

30 30 30

30 30 30

20 20 20

20 20 20

68
34
34
No errors detected in the setup
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation
 Alert automatic
Alert on weights
recalculation

cted in the setup

Maturity Level Indicators Perform
A = basic level;
B = Progressive;
C = Advanced; Workforce &
D = Leading ; Recruitment Succession HR Analytics
E = Not relevant/ not applicable planning

1. Implementation & Effectiveness

Data not Data not Data not
available available available

2. HR Strategy
Data not Data not Data not
available available available
Indicators

3. Change management
Data not Data not Data not
available available available

4. Talent Management
Data not Data not Data not
available available available

5. Competency based approach

Data not Data not Data not
available available available

Overall PA score
Data not Data not Data not
available available available
 Performance Areas

Overall
Career Training Reward Performance
development management management management
HR Ability Indicator
Score

Data not Data not Data not Data not Data not
available available available available available A
Data not Data not Data not Data not Data not
available available available available available A
Data not Data not Data not Data not Data not
available available available available available A
Data not Data not Data not Data not Data not
available available available available available A
Data not Data not Data not Data not
available available available available A

Data not Data not Data not Data not Data not
available available available available available
Question's ID Question weight

What is the approach to Recruitment (Re) within your

PA1.1.1.1
organization? 100

PA1.1.2.1 To what extent is the Re process digitalized? 100

To what extent does the organisation implement a

PA1.1.3.1
recruitment marketing strategy? 100

Is there any application of Risk Management principles and

PA1.1.4.1
practices in managing Re? 100

To what extent is Re aligned with the organization's mission,

PA1.2.1.1
vision and goals? 100

Is there a structured approach to cope with organizational

PA1.3.1.1
changes in relation to Re issues? 100

To what extent do the Re procedures ensure ability to attract

PA1.4.1.1
and select talent? 100

At what scale is Competency Management incorporated in Re

PA1.5.1.1
practices? 100

What is the approach to Workforce and Succession Planning

PA2.1.1.1
(WF&SP) in the organization? 100

PA2.1.2.1 To what extent are the WF&SP practices digitalized? 100

Is there a structured approach to communication in relation

PA2.1.3.1
to WF&SP? 100

Is there any application of Risk Management principles and

PA2.1.4.1
practices in managing WF&SP? 100

To what extent are WF&SP aligned with the organization's

PA2.2.1.1 mission, vision and goals? 100
Question's ID Question weight

Is there a structured approach to deal with organizational

PA2.3.1.1
changes in relation to WF&SP issues? 100

To what extent does the organization detect talent of the

PA2.4.1.1
existing personnel? 100

At what scale is Competency Management incorporated in

PA2.5.1.1
WF&SP practices? 100

What is the approach to HR Analytics (HRAn) in the

PA3.1.1.1
organization? 100

PA3.1.2.1 To what extent are the HRAn procedures digitalized? 100

Is there a structured approach to communication in relation

PA3.1.3.1
to HRAn? 100

Is there any application of Risk Management principles and

PA3.1.4.1
practices in managing HRAn? 100

To what extent do HRAn support the achievement of the

PA3.2.1.1 organization's mission, vision and goals? 100

Is there a structured approach to deal with organizational

PA3.3.1.1
changes in relation to HRAn? 100

To what extent do HRAn support the Talent Management

PA3.4.1.1
process in the organization? 100

At what scale is Competency Framework incorporated in

PA3.5.1.1.
HRAn 100

What is the approach to Career Development (CD) in the

PA4.1.1.1
organization? 100

PA4.1.2.1 To what extent are the CD procedures digitalised? 100

Question's ID Question weight

Is there a structured approach to communication in relation

PA4.1.3.1
to CD? 100

Is there any application of Risk Management principles and

PA4.1.4.1
practices in managing CD? 100

To what extent is the CD aligned with the organization's

PA4.2.1.1
mission, vision and goals? 100

Is there a structured approach to deal with organizational

PA4.3.1.1
changes in relation to CD? 100

PA4.4.1.1 What is the impact of CD processes on Talent Management? 100

At what scale is Competency Framework incorporated in CD

PA4.5.1.1
procedures? 100

What is the approach to Training Management (TrM) within

PA5.1.1.1
the organization? 100

PA5.1.2.1 To what extent are TrM practices digitalised? 100

Is there a structured approach to communication in relation

PA5.1.3.1
to TrM? 100

Is there any application of Risk Management principles and

PA5.1.4.1
practices in TrM? 100

To what extent is TrM aligned to the organization's mission,

PA5.2.1.1
vision and goals? 100

Is there a structured approach to deal with organizational

PA5.3.1.1
changes in relation to TrM? 100

To what extent does TrM support Talent Management

PA5.4.1.1 process in the organization? 100
Question's ID Question weight

At what scale is Competency Management incorporated in

PA5.5.1.1
TrM practices? 100

What is the approach to Reward Management (ReM) in the

PA6.1.1.1
organization? 100

To what extent has the ReM system been designed to be

PA6.1.2.1
flexible? 100

PA6.1.3.1 To what extent are the ReM practices digitalized? 100

Is there a structured approach to communication in relation

PA6.1.4.1
to ReM? 100

Is there any application of Risk Management principles and

PA6.1.5.1
practices in ReM? 100

To what extent is ReM aligned with the organization's

PA6.2.1.1
mission, vision and goals? 100

Is there a structured approach to deal with organizational

PA6.3.1.1
changes in relation to ReM issues? 100

To what extent does the ReM System support the Talent

PA6.4.1.1
Management process in the organization? 100

At what scale is Competency Management connected with

PA6.5.1.1
ReM practices? 100

What is the approach to Performance Management (PM) in

PA7.1.1.1
the organization? 100

PA7.1.2.1 To what extent are the PM practices digitalized? 100

Is there a structured approach to communication in relation

PA7.1.3.1.
to PM? 100
Question's ID Question weight

Is there any application of Risk Management principles and

PA7.1.4.1
practices in PM? 100

PA7.1.5.1 To what extent is feedback used in PM practices? 100

To what extent is PM aligned with the organization's mission,

PA7.2.1.1 vision and goals? 100

Is there a structured approach to deal with organizational

PA7.3.1.1
changes in relation to PM issues? 100

To what extent is the performance system developed to

PA7.4.1.1
identify and grow talent within the organization? 100

At what scale is Competency Management incorporated in

PA7.5.1.1
PM practices? 100

Το what extent does HR function promote policies and

practices (e.g., work-life balance, flexible working
PA8.1.1.1
arrangements) that improve organizational culture, climate, 100
trust, employee engagement, job satisfaction, etc.?

To what extent does HR act as an HR (innovative) expert as

PA8.1.2.1
opposed to support (administrative) function? 100

To what extent is HR Strategy embedded within each aspect

PA8.2.1.1
of the organization? 100

To what extend does HR act as change agent handling

PA8.3.1.1
emergency situations? 100

To what extent does HR function promote a talent

PA8.4.1.1 management culture in the organization? 100
 Answer's
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MLI
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MLI
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MLI
WARNING
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Dimension's ID Dimension weight

PA1.1.1 Implementation of Recruitment (Re) 40

PA1.1.2 Level of digitalization of Re 20

PA1.1.3 Communication of Re 20

Application of Risk Management Principles and Practices in

PA1.1.4 20
managing Re

PA1.2.1 Strategic importance of Re in the organization 100

PA1.3.1 Application of Change Management principles in Re issues 100

PA1.4.1 The extent to which Re supports Talent Management 100

The scale at which Competency Management is incorporated

PA1.5.1 100
in Re practices

PA2.1.1 Implementation of Workforce & Succession Planning (WF&SP) 40

PA2.1.2 Level of digitalization of WF&SP 20

PA2.1.3 Communication of WF&SP 20

Application of Risk Management principles and practices in

PA2.1.4 20
managing WF&SP

PA2.2.1 Strategic importance of WF&SP in the organization 100

Dimension's ID Dimension weight

Application of Change Management principles in WF&SP

PA2.3.1 100
issues

The extent to which the organization detects the knowledge

PA2.4.1 100
and skills of the existing personnel

The scale at which Competency Management is incorporated

PA2.5.1 100
in WF&SP practices

PA3.1.1 Implementation of HR Analytics (HRAn) 40

PA3.1.2 Level of digitalization of HRAn in the organization 20

PA3.1.3 Communication of HRAn 20

Application of Risk management principles and practices in

PA3.1.4 20
managing HRAn

PA3.2.1 Strategic importance of HRan in the organization 100

PA3.3.1 Application of Change Management principles in HRAn issues 100

PA3.4.1 The extent to which HRAn support Talent Management 100

PA3.5.1 Connectivity of HRAn and Competency Based Management 100

PA4.1.1 Implementation of Career Development (CD) 40

PA4.1.2 Level of digitalization of CD in the organization 20

Dimension's ID Dimension weight

PA4.1.3 Communication of CD 20

Application of Risk Management principles and practices in

PA4.1.4 20
managing CD

PA4.2.1 Strategic importance of the CD in the organization 100

PA4.3.1 Application of Change Management principles in CD issues 100

PA4.4.1 Impact of CD processes on Talent Management 100

The scale at which Competency Framework is incorporated in

PA4.5.1 100
CD

PA5.1.1 Implementation of Training Management (TrM) 40

PA5.1.2 Level of digitalization of TrM in the organization 20

PA5.1.3 Communication of TrM 20

Application of Risk management principles and practices in

PA5.1.4 20
TrM

PA5.2.1 Strategic importance of the TrM to the organization 100

PA5.3.1 Application of Change Management principles in TrM issues. 100

The extent to which TrM system supports Talent

PA5.4.1 100
Management
Dimension's ID Dimension weight

The scale at which Competency Management is incorporated

PA5.5.1 100
in TrM practices.

PA6.1.1 Implementation of Reward Management (ReM) 40

PA6.1.2 Design of ReM 15

PA6.1.3 Level of digitalization of ReM in the organization 15

PA6.1.4 Communication of ReM 15

Application of Risk Management principles and practices in

PA6.1.5 15
ReM

PA6.2.1 Strategic importance of ReM in the organization 100

Application of Change Management principles in ReM issues

PA6.3.1 100

PA6.4.1 The extent to which ReM supports Talent Management 100

The scale at which Competency Framework interacts with

PA6.5.1 100
ReM Schemes

PA7.1.1 Implementation of Performance Management (PM) 40

PA7.1.2 The level of digitalization of PM in the organization 15

PA7.1.3 Communication of PM 15
Dimension's ID Dimension weight

Application of Risk Management principles and practices in

PA7.1.4 15
PM

The extend to which feedback is an integrated part of the PM

PA7.1.5 15
process

PA7.2.1 Strategic importance of PM in the organization 100

Application of Change Management principles in PM issues

PA7.3.1 100

PA7.4.1 The extent to which PM supports Talent Management 100

The scale at which Competency Management is incorporated

PA7.5.1 100
in PM practices.

PA8.1.1 Promoting working wellbeing 50

Administrative vs. Innovation in HR

Traditional personnel management vs. innovative Human
PA8.1.2 50
Resource Management

HR as Strategic Partner
PA8.2.1 100
Strategic integration of HR with the organization's strategy

HR agility and readiness to support organizational change by

PA8.3.1 100
handling emergency situations

The extent to which HR policies and procedures as well as HR

PA8.4.1 100
professionals promote talent management culture
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 Indicator's ID Indicator weight

PA1.1 Implementation & Effectiveness 30

PA1.2 HR Strategy 20

PA1.3 Change management 15

PA1.4 Talent Management 20

PA1.5 Competency based approach 15

PA2.1 Implementation & Effectiveness 30

PA2.2 HR Strategy 20

PA2.3 Change management 15

PA2.4 Talent Management 20

PA2.5 Competency based approach 15

PA3.1 Implementation & Effectiveness 30

PA3.2 HR Strategy 20

PA3.3 Change management & Risk management 15

 Indicator's ID Indicator weight

PA3.4 Talent Management 20

PA3.5 Competency based approach 15

PA4.1 Implementation & Effectiveness 30

PA4.2 HR Strategy 20

PA4.3 Change management & Risk management 15

PA4.4 Talent Management 20

PA4.5 Competency based approach 15

PA5.1 Implementation & Effectiveness 30

PA5.2 HR Strategy 20

PA5.3 Change management & Risk management 15

PA5.4 Talent Management 20

PA5.5 Competency based approach 15

PA6.1 Implementation & Effectiveness 30

 Indicator's ID Indicator weight

PA6.2 HR Strategy 20

PA6.3 Change management & Risk management 15

PA6.4 Talent Management 20

PA6.5 Competency based approach 15

PA7.1 Implementation & Effectiveness 30

PA7.2 HR Strategy 20

PA7.3 Change management & Risk management 15

PA7.4 Talent Management 20

PA7.5 Competency based approach 15

PA8.1 Implementation & Effectiveness 30

PA8.2 HR Strategy 30

PA8.3 Change management & Risk management 20

PA8.4 Talent Management 20

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Performance Area's
Performance Area
ID

PA1 Recruitment

PA2 Workforce & Succession planning

PA3 HR analytics

PA4 Career development

PA5 Training management

PA6 Reward management

PA7 Performance management

PA8 HR Ability
Performance Area's Maturity
Level Index

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