Example of questionnaire and interview questions

Regarding job analysis:

a. Are the analyses sufficiently updated?

b. Are the specifications valid?
c. When a position is created, it is analyzed for recruitment and selection.
d. Holder?

Regarding compensation systems

a. Are they in line with the labor market?

b. Are they in compliance with the law and contractual obligations?
c. Does all the staff understand the incentive system?
d. Are the incentives proportional to the hierarchical scale of the position?
Does the distribution of profits motivate the workers?

Regarding the selection and placement process

a. The process is predicting a high percentage of people who

Are they successful in their work?
c. Are the techniques used appropriate?

Regarding relations with the staff and the union

a. There are regular meetings with the union to address matters of interest.
general?
b. What is the number of complaints?
Are they studied?
d. How many are resolved favorably?
e. How many supported the union intervention?
f. How many justified dismissals are there?
How many lawsuits have been filed against the company?
How many are supported by the union?
What is the percentage of won trials?

Regarding training and education

a. Does the program meet the needs of the organization?

b. Are appropriate learning methods being employed?
c. Is the cost of the programs lower than the benefits obtained?
d. Regarding performance measurement
Are the criteria valid?
Are there interventions from negative external factors?
g. Are they really reflecting effectiveness?

Regarding the assessment of merits

a. The program is considered by those in charge as a burden

 b. more bureaucratic?
c. The results are being used for training purposes.
d. promotions, etc.?
Are the employees being informed of the results?
f. What is your reaction?
g. Have the supervisors been trained to qualify?

Regarding industrial safety and hygiene

a. What is the percentage of occupational diseases?

b. Do the facilities comply with health regulations?

Regarding workplace accidents

a. How many accidents occur and how often?

b. What are the most common causes?

Regarding services and benefits

a. Are all services and benefits known by the staff?

b. Are they being used?
c. What percentage does it represent of the total payroll?

Regarding communications

a. There are formal communication channels in the three directions:

b. Ascending, descending, and horizontal vertical?
c. The Management communicates the plans and projects in a timely manner and
d. clara?
There are communications considered "confidential".
f. Regarding attitudes and work ethic
g. Are there any identified with the objectives of the institution?
The climate and organizational culture is oriented towards quality and
Productivity?

As for indices

a. Turnover rate
b. Absenteeism Index
c. Severity, frequency, and percentage of absenteeism
d. Delay index.
MODEL OF QUESTIONS BY AREA

I. PLANNING:

Is the current availability of staff known?

2. Are the future personnel needs determined taking into account the
short, medium, and long-term plans of the company?
3. Are the personnel requirements of the units recorded?
organization?
4. In the formulation of the HR budget, the quantity and the
quality of requirements for new workers (by occupational groups,
lines and career levels) to execute the company's programs?
5. Is the registration of job offers and demands organized?
6. Are the most suitable sources for resource mobilization identified?
humans?
7. Are there policies and regulations for personnel processes?
a. Selection
b. Income
c. Remunerations
d. Training
e. Evaluation
f. Promotions
g. Others
8. Are there established standards for the evaluation and control of work?

II. INCOME

9. Does the selection process allow predicting a high percentage of people who
Are they successful in their work?
10. What is the procedure and what techniques are used in recruitment, selection,
recruitment and hiring of personnel?
11. Are the techniques used for the selection of new personnel adequate?
12. Is the filling of job positions scheduled according to priorities?
13. Is the induction and preparation process programmed, executed, and evaluated?
entrants?

III. DEVELOPMENT

14. Are appropriate staff training methods being employed?

15. Is the cost of the programs less than the benefits obtained?
16. Are studies conducted to assess human potential and determine needs?
of training?
17. Are training and development programs evaluated and developed for:
Directives
b. Professional frames
 c. Auxiliary and Support Technicians.
18. Is job performance evaluated as a central instrument of a policy of
motivation and reinforcement of quality and productivity?
19. Are rotation actions scheduled for performance improvement and
development of workers?
20. Are promotions in the worker's career based on merit?
21. Are national and international study scholarships scheduled and is this programming
execute?
22. Are motivation and incentive programs (awards, incentives) developed?
honors and recognitions among others)?
23. Are there programs developed to ensure adequate living conditions?
staff that retires?

IV. LABOR MATTERS

24. Are there regular meetings with the union or guilds to discuss issues?
general disinterest?
25. What is the number of worker complaints?
26. Are these complaints studied?
27. How many of these complaints are resolved favorably?
28. How many of these complaints are supported by union intervention?
29. How many justified dismissals are there?
30. How many lawsuits have been filed against the company?
31. How many of these demands are supported by the union?
32. What is the percentage of cases won by the organization?
33. Are actions taken in the field of human relations and communication?
among the workers of the institution?
34. Are studies conducted to detect, prevent, and correct situations of
conflicts and labor problems?
35. Are complaints and claims addressed, both individual and collective?
36. Is it dealt with the workers' organizations, especially regarding
salaries, claims sheets, collective agreements, strikes, and unionization in
general?

V. PERMANENCE AND DISPLACEMENTS

37. Are the personnel files organized and properly maintained?

38. Why manual or automated systems are needed to organize information?
of the files?
39. What administrative uses do they give to the information contained in the files?
personal?
40. How are the ranking records organized and maintained?
 41. How are the documents related to workers registered and organized?
(both open and classified information)
42. What system is used to carry out the control of attendance and permanence of the
workers?
43. How are vacations, permits, licenses, overtime registered and controlled?
work and length of service?
44. How is the management of actions related to personnel relocation addressed?
(Rotation, highlight, charges, among others)?
45. How is the record of active personnel kept?
46. How is the record of dismissed personnel kept?

VI. REGIME OF RESPONSIBILITIES

47. Are there merit evaluation programs?

48. Is the evaluation program considered a burden by the supervisors?
more bureaucratic?
49. Are the results of the evaluation program being used for purposes
of training, promotions, etc. ?
50. Are employees being employed based on the results of the evaluation?
merits? What is your reaction?
51. Have the supervisors been trained to qualify in the evaluation process?
of merits?
52. Is the orientation and supervision of the compliance with duties and obligations carried out, as well as the

respect for workers' rights?

53. Are guidelines promoted and established to strengthen conscious discipline of the
workers?
54. Is the development of evaluation processes and disciplinary sanctions supported?
55. Are sanctions for administrative offenses that are applied recorded?
workers?
56. Is the strict compliance with the imposed sanctions monitored?

VII. HYGIENE AND OCCUPATIONAL SAFETY

57. Is there control over what the percentage of occupational diseases is?
58. Do the facilities comply with health regulations?
59. Regarding work accidents, how many accidents and how often do they occur?
What do they produce? What are the most common causes?
60. Are hygiene and safety guidelines promoted in the workplace?
pertinent inspections?
61. Is medical assistance and preventive service provided, as well as a permanent
health education process?
62. Are guidelines and means of protection for the body and health at work promoted?
63. Are preventive campaigns carried out against possible accidents and disasters?
64. Are there actions taken to prevent occupational diseases?

VIII. SOCIAL WELL-BEING

 65. What about services and social benefits? Are all services and benefits included?
Are they known by the staff? Are they being used?
66. Regarding communications, there are formal communication channels in the three.
vertical, downward, and horizontal?
67. Does the management communicate plans and projects in a timely, clear, and concise manner?
Are there a large percentage of communications considered "confidential"?
Does management have sufficiently sensitive upward channels to capture
changes in attitudes and work ethic?
70. Are recreational, cultural, and sports activities conducted for the worker?
your family?
71. Are support actions scheduled to obtain social goods and services?
(housing, food, etc.)
72. Are social and accident insurance promoted and managed?
73. Is the promotion, organization, and support for obtaining complementary services conducted?
dining halls, changing rooms, recreational and leisure facilities, libraries,
transport to the workplace, cribs and kindergartens, among others).
74. Do you support the actions of the workers' committees and special funds?
(cooperatives and others)?

IX. COMMUNICATIONS

75. Does communication allow for exchange and coordination with the different ones?
leaderships?
76. Are there internal communication mechanisms?
77. Is distorted communication identified and corrected?

X. REMUNERATIONS

78. Regarding compensation systems. Are they in line with the market?
work? Are they compliant with the law and contractual obligations?
79. Is there an incentive system? Does all the staff understand the incentive system?
80. Are the incentives proportional to the hierarchical scale of the position?
81. Have studies been conducted and proposals formulated regarding policy on
remunerations
82. Is the difference in remuneration between officials and workers one of a
one from two / one from three / one from four or more / between the minimum and the maximum salary?

83. How are economic and social rights processed, recognized, and granted?
(bonuses, benefits, gratifications, loans, subsidies,
compensations, etc.)?
84. Regarding job analysis: Have job analyses been conducted for
Establish salary scales? Are the analyses sufficiently updated?
85. Are there manuals that specify the functions and responsibilities of the
positions? Are the specifications valid?
ATTITUDE SURVEY QUESTIONS

Do you think the institution achieves success and objectives?

Almost never
b. Rarely
c. Frequently
d. Almost always
2. Do you identify with the institution?
a. No
b. It is indifferent to me
c. More work, more identified
d. Proud of her
3. Are you satisfied with your work in your current area?
a. No
b. If I could, I would change
c. As in any area
d. Very satisfied
4. How do you consider the working conditions?
a. Inadequate
b. It prevents me from working as I would like.

c. Management seeks to improve working conditions

I have the necessary means for execution in my work.
5. How do you view the demands at work?
I often feel tired at work.
b. The Institution applies pressure
c. The work is boring and monotonous
d. There are no significant demands
6. How do you consider the possibility of improvement?
It is difficult
I can learn from the work I do
c. There are possibilities to use all my abilities
There are many possibilities for improvement
7. How do you view your relationships with your coworkers?
There are no good relationships
b. Many think that they do not need others
c. The companions help each other
There is a lot of teamwork and collaboration.
8. How do you perceive the status and recognition of your work?
There are areas of different importance
b. His work seems useful to him
c. Freedom to develop your initiative
d. Note the status of recognition
9. Did you receive the necessary training?
Almost never
 b. Rarely
c. Often
Almost always
10. How do you consider your immediate boss?
He/She doesn't know how to drive.

b. Not entirely bad

c. Very good Chief
He is the best boss
11. Do you believe that management is interested in the well-being of the workers?
a. No
b. Regular
c. The necessary
d. Great interest
12. What satisfies them the most in their work?
The salary
b. Type of work performed
c. Deal and benefit
d. None of the above
13. Do you believe that there are privileges and favoritism in your work?
a. No
b. In some actions
Yes, many times
d. Marked tendency to grant them
14. Are you satisfied in your work area?
a. No preference
b. Not satisfied at all
c. Feels comfortable
He/She likes it a lot
15. Do you believe that the personnel welfare managers achieve the well-being of
the workers?
a. No
b. Rarely
They achieve what is necessary
His achievements are high
16. How do you consider the salary you receive from the HRA?
a. It is unfair, compared to what others have received for the same work
b. Acceptable
It is fair
It is fair and well applied
17. Discipline in his department
It is vertical and iron.
b. It is regular
c. It's good, with threats
It is very good
18. The immediate boss
 a. It is not suitable for the position

b. He is skilled, but with flaws

c. Has essential training
d. Very well trained
18. Job security
Changes are made without considering their work.
b. There are no skills needed at work or there is nothing to do
c. Great importance of years of seniority.
d. Workers know that opinions are formed about them.
19. Promotions and advancements
They are unjust and inexplicable
b. They present deficiencies in their procedures.
c. They operate well, but there is favoritism.
They are handled with justice
20. Knowledge of personnel policies
He/She is totally unaware of it.
b. He only knows the most important ones
c. Know the majority
He knows him perfectly.
21. Internal communication and information (coordination) is provided
Almost never
b. Seldom
c. Often
d. Almost always
22. Editing of an internal bulletin of the HRA
a. It is not necessary
b. It wouldn't benefit much
c. It would strengthen communication
It is essential.
23. Makes use of the services of the HRA
a. Prefers to go to other institutions
b. In a restricted form
c. When you need it
d. In all cases.
24. Periodic meetings of chiefs with the staff
a. It is not produced
b. Only to call attention or urgent cases
c. Sometimes
Yes, considerably
25. What is your opinion on the annual rotations of leadership positions?
a. Very inadequate
b. Limits the achievement of the objectives
c. It is not important
It is appropriate
e. It is not carried out
26. Modality to be applied in the Training
a. In agreements with universities
b. Through the School of Public Health
c. In agreement with other institutions
d. Internal training (remote)
His/her level of education is:
a. Primary first level
b. Secondary second level
c. University third level
d. Postgraduate fourth level
2. How does the mission, vision, and objectives of the Superior Court of Justice guide its work?
National Strategic Plan
b. Regional Strategic Plan
c. District Strategic Plan
3. How do they carry out the selection of Human Resources?
a. For work experience.
b. By merit competition
c. Others
4. Do you have a Strategic Plan?

5. Has training been provided to Human Resources?

a. In what area?.............................................................................................
b. How often?...…………………………………………………………
6. How does Human Talent Management regulate activities?
assigned to each one?
a. Manual
b. Regulations
c. Provisions
d. None
7. Do you have a Job Description Manual for each position?
8. Does it have qualified and trained staff in the Human Resources Department?
Humans?
9. How is the compliance of the staff activities evaluated?
for objectives
b. For results...
c. For cases
d. Not evaluated…………
10. Do they carry out performance evaluation programs for Officials and Employees?
Judicial?
11. How would you rate the performance of the staff in customer service?
Very timely...
b. Timely
c. Not very timely
d. Not timely
12. - What are the main causes for the Superior Court of Justice of
Ibarra, is it not qualified as efficient?
a. Sentence of pertinence………………………………………
b. Commitment
c. Responsibility in the tasks………………………….
d. Lack of equipment
e. Lack of staff
f. Physical space...