Systems & Process Health Check | Learning Exchange LXD

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Onboarding Process

When you hire a new team member, how consistent is your onboarding experience?

Every new hire gets onboarded differently

It largely depends on who's available or in charge at the time

We have some structure, but it's inconsistent

There's a rough process but it's not fully documented or followed every time

We have a clear, documented onboarding process everyone follows

New hires get a consistent, structured 30/60/90-day experience

Process Documentation

How well are your organization's key processes and procedures documented?

Most of it lives in people's heads — nothing is written down

Institutional knowledge is undocumented and at risk

Some processes are documented, others aren't

Coverage is partial and documentation quality varies

Our critical processes have clear, up-to-date SOPs

Team members can find and follow documented procedures independently

Knowledge Transfer

If a key team member left tomorrow, how much critical knowledge would walk out the door?

A significant amount — it would seriously disrupt operations

We rely heavily on 1–2 people who hold most of the institutional knowledge

Some — it would cause short-term disruption but we'd recover

Key knowledge is partially documented but gaps still exist

Very little — we've built systems to capture and transfer knowledge

Processes and knowledge are documented so the org isn't person-dependent

Performance Expectations

How clearly are performance expectations communicated to your team?

Expectations are vague or assumed — not clearly defined

Team members often have to guess what "good" looks like

Expectations exist but aren't always communicated consistently

Some roles are clear, others aren't — depends on the manager

Every role has clear expectations, success metrics, and performance standards

Team members know exactly what's expected and how they'll be measured

Feedback Loops

When performance problems occur, how quickly does your organization identify and address them?

Problems usually surface after significant damage is done

There's no structured feedback loop — issues escalate before they're caught

We catch problems eventually, but the process isn't systematic

Feedback happens reactively — when someone notices, not by design

We have regular check-ins and feedback mechanisms that catch issues early

Structured feedback loops are built into our management cadence

Training vs. Systems

When your team underperforms, what's your organization's first response?

We default to training — it's our go-to solution for most performance gaps

Training is often ordered before the root cause is diagnosed

We sometimes investigate the cause but don't have a consistent process

It depends on the situation and who's managing it

We diagnose the root cause before deciding on a solution

We distinguish between knowledge gaps, process gaps, and motivation issues

Repeated Mistakes

How often do the same errors or issues reoccur in your organization — even after training?

Frequently — the same issues keep coming back no matter what we try

We're in a cycle of training that doesn't produce lasting change

Sometimes — certain issues persist despite our efforts to address them

Some problems are resolved but others seem to recur

Rarely — when an issue is addressed, it typically stays resolved

Our systems and processes prevent most recurring problems

Manager Capability

How equipped are your managers to have consistent performance conversations with their teams?

Managers handle it differently — there's no standard framework or cadence

Performance conversations happen ad hoc, if at all

Some managers are effective, others struggle without a clear framework

Inconsistent management quality affects team performance

Managers follow a consistent framework for check-ins and performance conversations

There's a structured cadence that all managers use

Learning & Training ROI

When your organization invests in training, how do you measure whether it worked?

We don't — completion is the only metric we track

We know people finished the training but not whether anything changed

We gather some feedback but don't connect it to performance outcomes

We track satisfaction scores or reactions, not behavior change

We measure behavioral change and link training to performance outcomes

Our L&D investments are tracked against specific business KPIs

Overall Systems Maturity

How would you honestly describe the state of your organization's processes and systems today?

Reactive — we're putting out fires more than building structure

Processes exist informally, if at all, and the org depends on key individuals

Developing — we have some structure but significant gaps remain

We know what needs to be built, but haven't gotten there consistently yet

Systematic — we've built real infrastructure that supports our team

Processes, documentation, and feedback loops are part of how we operate

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