This assessment evaluates the maturity of a company's HR function across six critical dimensions: talent acquisition, onboarding and employee experience, performance management, compensation and benefits, learning and development, and HR compliance and analytics. SHRM research shows only 1 in 8 HR functions perform at high maturity. [src1]
What this measures: Effectiveness of the recruiting function from sourcing through offer acceptance.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | No structured recruiting; reactive; no ATS; no employer brand | Ad hoc job postings; no interview scorecards; time-to-fill unknown |
| 2 | Emerging | ATS in use; basic interviews for some roles; reactive recruiting | ATS adopted but underutilized; career page exists but generic |
| 3 | Defined | Structured interviews for all roles; proactive sourcing; time-to-fill <45 days | Scorecards standard; sourcing pipeline for key roles; diversity tracked |
| 4 | Managed | Quality-of-hire tracking; predictive sourcing; DEI embedded; time-to-fill <35 days | 6/12-month quality tracking; predictive talent mapping; candidate NPS |
| 5 | Optimized | AI-enhanced acquisition; internal mobility fills 25%+; strategic function | AI screens candidates; talent marketplace; board-level visibility |
Red flags: No ATS; no structured interviews; time-to-fill unknown; offer acceptance below 70%. [src2]
What this measures: How effectively the company integrates new hires and manages employee experience.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | No structured onboarding; no experience measurement | First day is "here's your laptop"; no surveys; no exit interviews |
| 2 | Emerging | Basic checklist; 1-2 day orientation; annual survey | Checklist varies by manager; orientation is HR+IT; low survey participation |
| 3 | Defined | 90-day program with milestones; buddy assignment; quarterly pulses | Clear milestones; mentor assigned; 70%+ pulse participation; 30/60/90 surveys |
| 4 | Managed | Personalized by role/seniority; continuous listening; eNPS >30 | Role-specific paths; lifecycle surveys; dedicated EX function |
| 5 | Optimized | AI-personalized onboarding; real-time sentiment; executive sponsorship | Time-to-productivity tracked; below-market voluntary turnover |
Red flags: No onboarding beyond paperwork; 20%+ new hire turnover in 90 days; no engagement survey. [src4]
What this measures: How the company sets expectations, provides feedback, and evaluates performance.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | No formal reviews; informal feedback; no goals; no documentation | No review cadence; promotions by tenure; no PIP process |
| 2 | Emerging | Annual reviews as compliance exercise; goals set but not tracked | Annual form exists; goals set in Jan, revisited in Dec; no calibration |
| 3 | Defined | Quarterly reviews; OKRs cascade from company; calibration; manager training | Quarterly check-ins; calibration sessions; ratings tied to criteria; PIPs documented |
| 4 | Managed | Continuous feedback; 360 for leadership; linked to development and succession | Real-time feedback tools; 360 reviews; succession for key roles; manager effectiveness tracked |
| 5 | Optimized | AI-supported; continuous signals; strategic talent decisions from performance data | AI aggregates signals; continuous calibration; drives comp, dev, succession |
Red flags: No formal reviews; no calibration; no link between ratings and compensation/development; no PIP process. [src3]
What this measures: How well comp strategy attracts, retains, and motivates talent relative to market.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | No comp philosophy; pay by negotiation; no market data; basic benefits | Every offer a negotiation; no salary bands; pay equity unknown |
| 2 | Emerging | Basic salary ranges for some roles; sporadic market data; annual raises | Informal ranges; Glassdoor checks; annual cycle but inconsistent method |
| 3 | Defined | Comp philosophy documented; salary bands benchmarked; pay equity audited; competitive benefits | Written philosophy; bands published; annual equity analysis; equity program structured |
| 4 | Managed | Total rewards strategy; real-time market data; transparent leveling; proactive retention | Real-time comp data (Pave/Carta); transparent bands; geographic pay strategy |
| 5 | Optimized | AI-driven comp optimization; predictive retention offers; personalized total rewards | AI recommends comp actions; predictive attrition model; cafeteria benefits |
Red flags: No salary bands; pay by negotiation only; no market data; pay equity never audited; gender/racial pay gaps. [src5]
What this measures: How systematically the company develops skills and supports career growth.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | No L&D budget or program; no career pathing; no manager development | No L&D budget; no training beyond compliance; managers promoted without training |
| 2 | Emerging | Basic L&D budget; compliance training; occasional management workshops | Annual learning stipend; compliance automated; no career framework |
| 3 | Defined | Structured L&D with learning paths; manager development; career ladders documented | Career ladders for IC/management; new manager program; annual development plans |
| 4 | Managed | Learning ecosystem; mentorship; leadership pipeline; skills taxonomy | LMS adopted; mentorship active; leadership pipeline identified; L&D ROI tracked |
| 5 | Optimized | AI-personalized learning; talent marketplace; learning in flow of work | AI recommends learning; internal mobility marketplace; L&D linked to business outcomes |
Red flags: No L&D budget; managers promoted without training; no career ladders; turnover driven by lack of development. [src6]
What this measures: Regulatory compliance management and use of HR data for strategic decisions.
| Score | Level | Description | Evidence |
|---|---|---|---|
| 1 | Ad hoc | Reactive compliance; no metrics; disorganized records | No compliance calendar; incomplete files; no HR metrics; payroll errors |
| 2 | Emerging | Basic compliance (handbook, I-9s); HRIS in place; headcount/turnover tracked | Handbook current; HRIS manages records; quarterly headcount/turnover reports |
| 3 | Defined | Proactive compliance with calendar/audits; HR dashboard; turnover analyzed by segment | Compliance calendar; quarterly HR dashboard; employee relations tracking |
| 4 | Managed | Predictive analytics; workforce planning; DEI analytics; compliance automated | Predictive turnover model; 12-18 month workforce plan; DEI dashboard |
| 5 | Optimized | AI-powered people analytics; real-time org health dashboards; compliance-by-design | AI identifies attrition 60 days ahead; network analysis; HR analytics team |
Red flags: No handbook or outdated 2+ years; no HRIS; turnover rate unknown; no compliance audit in 12+ months. [src1]
Formula: Overall Score = (Talent Acquisition + Onboarding + Performance + Compensation + L&D + Compliance) / 6
| Overall Score | Maturity Level | Interpretation | Next Step |
|---|---|---|---|
| 1.0 - 1.9 | Critical | HR is compliance risk and talent liability; high turnover likely | Implement HRIS; create handbook; structured hiring; pay equity audit |
| 2.0 - 2.9 | Developing | Basic HR functional but reactive and inconsistent | Standardize interviews; 90-day onboarding; quarterly reviews; benchmark comp |
| 3.0 - 3.9 | Competent | Solid HR foundation; ready for strategic evolution | Predictive analytics; leadership pipeline; total rewards; DEI program |
| 4.0 - 4.5 | Advanced | HR is strategic partner driving business outcomes | AI tools; talent marketplace; workforce planning; people analytics |
| 4.6 - 5.0 | Best-in-class | HR is competitive advantage; people strategy drives business strategy | Maintain excellence; innovate with AI; develop organizational agility |
| Segment | Expected Average | "Good" Threshold | "Alarm" Threshold |
|---|---|---|---|
| 20-50 employees | 1.8 | 2.5 | 1.2 |
| 51-200 employees | 2.5 | 3.2 | 1.8 |
| 201-1,000 employees | 3.2 | 3.8 | 2.5 |
| 1,000+ employees | 3.8 | 4.3 | 3.0 |
[src1]
Fetch when a user asks to evaluate their HR function, is building HR from scratch, preparing for rapid scaling, experiencing high turnover, onboarding a new CHRO, or preparing for due diligence in M&A or fundraising.