If you cannot answer "yes" or "we have a plan" to most of these, your HR foundations need attention before the next growth spurt.
Policies and documents
- Do you have an employee handbook that every current employee has acknowledged?
- Are your offer, appointment, and separation letters legally sound and consistent?
- Is there a clear leave policy that managers apply fairly?
- Do you have an anti-harassment (POSH) policy if you employ 10 or more workers?
- Is there a written code of conduct and disciplinary process?
Compliance basics
- Are PF and ESI registrations and filings current?
- Do you know whether Shops & Establishments or Factories Act applies to each location?
- Are contract-labour arrangements reviewed for principal-employer exposure?
- Do you maintain statutory registers and records in a retrievable form?
- Have you filed your POSH annual return if applicable?
People process
- Is there a structured onboarding journey beyond Day 1 paperwork?
- Do managers know how to give feedback and document performance?
- Is there an exit interview process that produces usable insight?
- Do you have a salary benchmarking reference for your key roles?
- Is your HR data backed up and access-controlled?
Manager capability
- Do managers know how to handle a harassment complaint sensitively?
- Is there a simple escalation path for employee grievances?
- Are managers trained on difficult conversations and documentation?
- Do you review people metrics — attrition, absenteeism, open roles — monthly?
- Is there a succession plan for at least your top three roles?
What to do with the gaps
You do not have to fix everything at once. Start with the items that create legal or operational risk today, then build the muscle for tomorrow. If you would like an outside eye on the list, KAJ offers a short HR foundations diagnostic.