Andrewartha Correll HR Evaluation- Sample Report

Overall ACHRE results for Built to Last Company

The HR Evaluation for Built to Last Company, based on the ratings of the items in the ACHRE, is presented below.

The ACHRE is based on two key dimensions of organisational cultures:

Strategic Focus Dimension
Ranges from a focus on immediate, procedural management issues (low scores) through to a focus on long term, strategic issues (high scores).

Flexibility Dimension
Ranges from a fixed adherence to established procedures and protocols (low scores) through to a flexible response, taking each new situation on its merits, and allowing creative solutions and options (high scores).

Positive Findings

There is a strongly committed workforce here.
Employee safety—identifying hazards and fixing them to reduce injuries—is a recognised priority here.
We have briefings and discussions about work, which make sense and are worthwhile.
Line managers stay right on top of HR issues such as privacy, non discriminatory work practices, OH&S and so on.

ACHRE Chart Areas to Improve

When people start work here they hardly get any information about the place or what is expected of them.
Managers and staff don’t seem to work well together.
When things change in the marketplace, we do not move quickly to adapt to the new demands.

The adjacent chart plots the ACHRE responses for the Built to Last Company in 2006 (red) and 2008 (blue).

As in 2006, the 2008 results place the Built to Last Company in the central ‘Emergent Zone’. What has changed is a slight shift away from the ‘Planned’ quadrant, and a greater rating of flexibility but a perception of less strategic focus (as reflected in more ‘Proactive’ and ‘Reactive’ ratings. There are no 2008 responses in the ‘Planned’ quadrant).

HR improvement for the company could concentrate on:

Selection and recruitment
The induction process
Balanced communication
Leadership development
Strategic planning

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Descriptors
The intersection of Flexibility and Strategic Focus leads to four possible cultures.

Restrictive: Low flexibility, low strategy focus
In these organisations there is a tendency to focus on fixed, firmly established procedures in regard to organisational HR practices. Furthermore, these procedures are often applied in reaction to, not in anticipation of, events, and there is not much forward planning. There is a restrictive approach to HR management practices and activity.

Reactive: High flexibility, low strategy focus
Organisational HR practices and resources tend to be flexible and available in the organisation but most activity occurs after the event and in response to situations. Management practices are alive and responsive but tend to be defined by procedures and history. The organisation tends to put out brushfires. There are few long term strategic plans.

Planned: Low flexibility, high strategy focus
These organisations plan ahead effectively and there is strategic HR thinking and forethought. The application of HR management practices to future events, whilst planned, is nonetheless mostly rule-bound and by the book

Proactive: High flexibility, high strategic focus
In these organisations human resources are a strategic business element in a number of key areas of activity including business strategy formulation and change management. The approach is one of forward thinking and flexible application within a considered and open framework, operating on principles consistent with the learning organisation.

In addition to these four primary culture types, organisations that score close to the mid-point on both dimensions are indicative of a transitional phase, from which they will eventually emerge to be predominantly one or other of the major culture types. This is called the Emergent Zone.

Emergent Zone: Intermediate flexibility and intermediate strategic focus
In this central area the organisation is close to the boundaries of the four quadrants and it is considered to be in a state of mobility. The organisation is likely to be engaging in some movement towards one of the other quadrants or just emerging in a new quadrant. This is the area in which most organisations find themselves when there is ongoing significant change.

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