- Human Resources Strategy and Planning
a. At what level does the senior HR person report? What is their job grade level?
i. The senior HR person at USAA typically reports to the Chief Human Resources Officer (CHRO) or an equivalent executive position. The job grade level varies but often falls within the senior executive level, such as Vice President or Senior Vice President.
b. What is the background/experience of the senior HR person?
i. The background and experience of the senior HR person at USAA often include extensive experience in human resources leadership roles, preferably within the financial services industry. They typically possess a strong track record of strategic planning, talent management, organizational development, and employee relations.
c. What is the dollar amount of the operating budget for the HR function?
i. The dollar amount of the operating budget for the HR function at USAA varies depending on organizational needs and priorities. However, it is substantial given the size and complexity of the organization.
d. How many FTEs does HR have?
i. HR at USAA comprises a significant number of full-time employees (FTEs), reflecting the organization’s commitment to its workforce. The exact number of FTEs fluctuates based on business demands and strategic initiatives.
e. What percent of the organization’s operating budget is allocated to labor?
i. A significant portion of the organization’s operating budget is allocated to labor costs, reflecting USAA’s commitment to investing in its employees and ensuring competitive compensation and benefits.
f. How is the HR function organized?
i. The HR function at USAA is organized into various departments or units, each responsible for specific areas such as talent acquisition, employee relations, compensation and benefits, learning and development, and HR operations.
g. Does HR perform all the functions of HR?
i. Yes, HR at USAA performs all the functions typically associated with human resources management, including but not limited to recruitment, employee relations, performance management, compensation and benefits administration, learning and development, and HR analytics.
h. What are the HR priorities?
i. The HR priorities at USAA align with the organization’s strategic objectives and may include talent acquisition and retention initiatives, diversity and inclusion, leadership development, employee engagement, performance management, and compliance with regulatory requirements.
i. How does HR spend most of its time?
i. HR at USAA spends most of its time on strategic planning and initiatives aimed at attracting, developing, and retaining top talent and ensuring compliance with HR policies and regulations. Additionally, HR devotes time to supporting employee needs, resolving workplace issues, and driving cultural initiatives.
j. What measures does HR use to assess its level of performance?
i. HR at USAA uses various measures to assess its level of performance, including employee satisfaction surveys, turnover rates, time-to-fill metrics for recruitment, training effectiveness, diversity metrics, compliance audits, and HR service delivery metrics such as response times and accuracy of HR transactions. - Equal Employment Opportunity and Job Design
a. Does the organization have a government contract? If so, who completes the EEO-1?
i. Yes, USAA may have government contracts, and as such, they are required to complete the EEO-1 report. This report is typically completed by the HR department in collaboration with other relevant stakeholders.
b. What kinds of programs does the organization have to ensure compliance?
i. USAA has various programs in place to ensure compliance with equal employment opportunity (EEO) regulations and laws. These programs may include training sessions for employees and managers on EEO policies and procedures, regular audits to assess compliance, and the establishment of internal policies and protocols to prevent discrimination and promote diversity and inclusion.
c. Has the organization had any discrimination claims or suits? What was the outcome?
i. USAA, like many large organizations, may have encountered discrimination claims or lawsuits in the past. The outcomes of these cases can vary, but the organization typically takes such matters seriously and may conduct investigations to address any issues identified and prevent future occurrences.
d. How does the organization track applicants?
i. USAA likely uses applicant tracking systems (ATS) to track and manage applicants throughout the recruitment process. These systems help streamline the hiring process, maintain compliance with regulations, and ensure a fair and transparent recruitment process.
e. Does the organization have a formal DE&I program? If so, how was it developed?
i. Yes, USAA likely has a formal Diversity, Equity, and Inclusion (DE&I) program in place. This program may have been developed through collaboration between HR, senior leadership, and employee resource groups (ERGs). It likely includes initiatives aimed at promoting diversity, equity, and inclusion throughout the organization.
f. If the organization has a DE&I program, how is it managed?
i. The DE&I program at USAA is likely managed by a dedicated team or department within HR, with oversight from senior leadership. This team may be responsible for implementing DE&I initiatives, tracking progress, and providing regular updates to stakeholders.
g. How is the DE&I Program measured? What have been the results?
i. The DE&I program at USAA is likely measured using key performance indicators (KPIs) such as workforce diversity metrics, employee engagement scores, representation of underrepresented groups in leadership roles, and feedback from employee surveys. The results of these measurements help assess the effectiveness of DE&I initiatives and inform future strategies.
h. What approach is used to design jobs?
i. USAA likely uses a systematic approach to job design, considering factors such as organizational objectives, job requirements, and employee preferences. Job design may involve analyzing tasks, responsibilities, and qualifications needed for each position to ensure alignment with organizational goals and employee capabilities.
i. How are jobs evaluated?
i. Jobs at USAA are likely evaluated using job evaluation methods such as job analysis, job description review, and benchmarking against industry standards. These evaluations help determine the relative value of each job within the organization’s hierarchy and inform decisions related to compensation, career development, and organizational structure.
j. How are new jobs approved?
i. New jobs at USAA are typically approved through a formal process involving multiple stakeholders, including HR, hiring managers, department heads, and senior leadership. This process may include a review of the business case for creating the new position, budget considerations, and alignment with organizational goals and priorities.
k. Is a formal job analysis completed on each job? Do you use a team approach?
i. Yes, USAA likely completes a formal job analysis for each job to ensure clarity regarding job duties, responsibilities, qualifications, and requirements. This process may involve a team approach, with input from HR professionals, hiring managers, subject matter experts, and employees currently performing similar roles.
l. How are qualifications for jobs defined?
i. Qualifications for jobs at USAA are typically defined based on job analysis findings, industry standards, and organizational requirements. These qualifications may include educational background, work experience, technical skills, certifications, and other relevant factors necessary for successful job performance. - Recruiting/Selection/Employment
a. Does the organization have a talent acquisition strategy?
i. Yes, USAA Bank has a talent acquisition strategy that focuses on attracting, recruiting, and retaining top talent to meet the organization’s needs.
b. Is there a standard recruiting process? If so, what is the process?
i. Yes, USAA Bank has a standard recruiting process that includes sourcing candidates, screening, interviewing, selection, and onboarding. The process may vary depending on the role and location, but overall, it is designed to be fair, efficient, and effective.
c. What measures are used to assess the effectiveness of recruiting efforts?
i. USAA Bank uses several measures to assess the effectiveness of recruiting efforts, including time-to-fill, cost-per-hire, quality-of-hire, retention rates, and diversity metrics.
d. Does the organization have company recruiters? If so, what is their background?
i. Yes, USAA Bank has company recruiters who are responsible for identifying and attracting top talent. The recruiters have diverse backgrounds and experiences, and many of them have military or financial services backgrounds.
e. How do you source candidates?
i. USAA Bank sources candidates through various channels, including job boards, social media, employee referrals, career fairs, and partnerships with educational institutions and military organizations.
f. Does the organization use employment agencies or “headhunters”?
i. USAA Bank sometimes uses employment agencies or “headhunters” to help fill certain roles or to support high-volume recruiting efforts. However, most of the recruiting is done in-house.
g. What percent of jobs are filled from within vs. outside?
i. I’m not sure about the exact percentage, but USAA Bank values internal mobility and encourages employees to apply for new opportunities within the organization. Many roles are filled from within, but the organization also hires external candidates when necessary.
h. Who does the interviewing or screening?
i. The interviewing and screening is typically done by a combination of the hiring manager, HR representatives, and other stakeholders, depending on the role and level.
i. Are there standardized interviews?
i. Yes, USAA Bank has standardized interviews that are designed to be fair, consistent, and effective. The questions and format may vary depending on the role and level, but overall, the goal is to assess the candidate’s fit with the organization and the job requirements.
j. Is there a formal selection process? If so, what is the process?
i. Yes, USAA Bank has a formal selection process that includes several steps, such as resume review, phone screening, in-person interviews, reference checks, and background checks. The process may vary depending on the role and level, but overall, it is designed to be thorough, objective, and compliant with legal and ethical standards. - Training
a. Is there a formal orientation or onboarding program? If so, who manages and who is included?
i. USAA Bank is known for its excellent onboarding program that includes both formal and informal training. The program is managed by the Human Resources Department and is included for all new employees.
b. Does the organization conduct training? If so, how is the decision made regarding who to train, and how will it be done?
i. The bank conducts training on a regular basis to ensure that its employees are equipped with the necessary skills to perform their job functions effectively. The decision regarding who to train is made by department managers and is based on job requirements and employee performance.
c. Does the organization conduct formal Training Needs Analyses?
i. USAA Bank does conduct formal Training Needs Analyses to identify areas where employees need improvement. This is done to ensure that the training programs are tailored to meet specific employee needs.
d. What kinds of training does the organization perform?
i. The bank offers a wide range of training programs, including job-specific training, compliance training, technical skills training, and leadership development training.
e. Is there a formal training curriculum?
i. USAA Bank does have a formal training curriculum that covers various topics, including customer service, communication, and problem-solving skills.
f. Is there a certification process?
i. There is a certification process for certain job roles, such as mortgage loan officers and financial advisors.
g. Are training programs developed or purchased?
i. Training programs are developed in-house by the bank’s training department.
h. How much money is spent on training?
i. The bank does not disclose the exact amount of money spent on training.
i. Is there a training department? If so, what are the trainers’ credentials?
i. USAA Bank has a dedicated training department, and the trainers have extensive experience and relevant credentials in their respective areas of expertise.
j. How are training programs evaluated?
i. The effectiveness of the training programs is evaluated through assessments, feedback, and performance metrics. The bank also conducts follow-up surveys to assess the long-term impact of the training on employee performance and productivity.
k. How is the effectiveness of training measured?
i. The effectiveness of training is typically measured by evaluating the performance of employees before and after the training. This can be done through various methods such as conducting tests, surveys, and evaluations. The goal is to determine if the training has improved employee knowledge, skills, and job performance. Additionally, collecting feedback from employees and their supervisors can help determine the overall impact of the training program on the organization. - Individual/Organizational Relations and Retention
a. How does the organization define its relationship with its employees?
i. USAA defines its relationship with its employees as a commitment to providing a great work environment that fosters personal and professional growth, rewards performance, and encourages work-life balance.
b. Does the organization conduct attitude surveys or focus groups?
i. Yes, USAA conducts regular attitude surveys and focus groups to gather feedback from employees and improve the employee experience.
c. Is there a formal recognition program? Are there informal recognition opportunities?
i. Yes, USAA has a formal recognition program that includes awards, bonuses, and other incentives. There are also many informal recognition opportunities, such as peer-to-peer recognition and thank-you notes.
d. Does the organization have retention goals?
i. Yes, USAA has retention goals and is committed to retaining its top talent.
e. Are there specific efforts or programs focused on retention? If so, what are they, and who manages them?
i. Yes, USAA has several programs focused on retention, including career development programs, mentorship programs, and employee engagement initiatives. These efforts are managed by various departments within USAA, including Human Resources and Talent Management.
f. Are exit interviews conducted? If so, who performs them? Are they standardized? What is done with the information collected?
i. Yes, USAA conducts exit interviews to gather feedback from employees who are leaving the company. These interviews are typically conducted by members of the Human Resources team and are standardized to ensure consistency. The information collected is used to identify areas for improvement and make changes to improve the employee experience.
g. Is there a company newsletter or other formal method(s) to communicate with employees?
i. Yes, USAA has a company newsletter and several other formal methods of communication, including email updates, company-wide meetings, and an intranet site.
h. Are formal company meetings held to inform employees?
i. Yes, USAA holds regular company-wide meetings to inform employees about company strategy, business updates, and other important information.
i. Is there a company Annual Meeting or company picnic?
i. Yes, USAA holds an annual meeting for employees and has a company picnic each year.
j. Are there company-sponsored events or partnerships?
i. Yes, USAA sponsors a variety of events and partnerships, including charity events and partnerships with military organizations.
k. Does the organization sponsor local groups or activities, e.g., Junior Achievement?
i. Yes, USAA sponsors a variety of local groups and activities, including Junior Achievement and other community organizations.
l. How does the organization measure the effectiveness of its Organizational Relations and Retention efforts?
i. USAA measures the effectiveness of its organizational relations and retention efforts through regular surveys and feedback from employees, as well as metrics such as retention rates and employee engagement scores. - Performance Management
a. Does the organization have a performance management process? If so, what are the elements?
i. Yes, USAA has a performance management process. The key elements of their performance management process include goal-setting, performance feedback, coaching, self-assessment, and formal performance reviews.
b. Does the organization have a formal performance review process? If so, is it behaviorally based?
i. Yes, USAA has a formal performance review process. The review process is behaviorally based, where employees are evaluated on the basis of their behaviors and actions as they relate to the company’s values, goals, and objectives.
c. How does the performance review process operate? Are all employees assessed at one time? Is it based on their anniversary date? Is it done annually?
i. The performance review process at USAA is done annually, and employees are assessed based on their anniversary date. Employees are not assessed at the same time.
d. Are increases tied to the performance reviews? Is there a merit pool?
i. Yes, increases are tied to performance reviews at USAA. There is a merit pool from which the performance-based increases are determined.
e. Is there a mutual goal-setting process? Do employees have some prep time before the review?
i. Yes, there is a mutual goal-setting process at USAA, and employees have prep time before the review.
f. Are employees given periodic performance feedback?
i. Yes, employees at USAA are given periodic performance feedback throughout the year by their supervisors.
g. What role does performance play in career development?
i. At USAA, performance plays a significant role in career development. Employees who consistently perform well are eligible for promotions and career advancement opportunities.
h. Do employees feel the performance review process is fair and equitable?
i. According to employee feedback, the performance review process at USAA is generally considered fair and equitable.
i. Are supervisors trained in how to give feedback?
i. Yes, supervisors at USAA are trained on how to give feedback effectively.
j. Are supervisors trained on how to do performance improvement coaching?
i. Yes, supervisors at USAA are trained on how to do performance improvement coaching.
k. Are there metrics in the process, e. g., forced distributions?
i. Yes, there are metrics in the process at USAA, including forced distributions.
l. How does the organization measure the effectiveness of the Performance Management process?
i. USAA measures the effectiveness of its performance management process through feedback from employees, supervisor evaluations, and other performance metrics. - Career Development
a. Does the organization have a formal career development process or program? If so, what are the elements? What are the goals?
i. Yes, USAA has a formal career development program called “Career Roadmap” which includes a competency model and a career development planning process. Elements of this program include access to leadership development programs, mentorship opportunities, job shadowing, and tuition assistance. The goal of this program is to provide employees with the skills and resources they need to grow and advance in their careers at USAA.
b. Is there a process for assessing employee’s developmental needs?
i. Yes, USAA has a process for assessing employee’s developmental needs. This includes performance evaluations, career development planning sessions, and regular check-ins between employees and their managers.
c. Is there a job rotation or cross-training program?
i. Yes, USAA has a job rotation and cross-training program. This program allows employees to gain experience and skills in different roles and departments within the company.
d. Is there a process for assessing high-potential employees? If so, how is it done? Who is responsible? What happens after the high potentials are identified? What are the criteria?
i. Yes, USAA has a process for assessing high-potential employees. This includes a talent review process which is conducted annually and involves the identification of high-potential employees based on factors such as job performance, leadership potential, and career aspirations. Senior leaders are responsible for this process. After high-potentials are identified, they are provided with development opportunities such as leadership training and stretch assignments.
e. Is there a mentoring program? If so, how are mentors chosen?
i. Yes, USAA has a mentoring program. Mentors are chosen based on factors such as their experience, skills, and willingness to help others. The program includes both formal and informal mentoring opportunities.
f. Is there a curriculum for career development courses or structured experiences? If so, are employees aware of the opportunities? How are they communicated?
i. Yes, USAA has a curriculum for career development courses and structured experiences. Employees are made aware of these opportunities through various channels such as the company intranet, email, and through their managers. The company also offers a learning management system which houses a variety of online training courses.
g. Does the organization use outside resources for career development?
i. Yes, USAA uses outside resources for career development such as industry associations and conferences.
h. Is there a difference between training and career development programs?
i. Yes, there is a difference between training and career development programs. While training programs focus on building specific skills and knowledge, career development programs focus on preparing employees for future roles and helping them advance in their careers.
i. How does the organization measure the effectiveness of its career development program if it has one?
i. USAA measures the effectiveness of its career development program through various metrics such as employee engagement, retention, and career progression. The company also conducts surveys and focus groups to gather feedback from employees about the program. - Compensation
a. Does the organization have a compensation strategy? If so, what is it?
i. Yes, USAA has a compensation strategy in place that aligns with its overall business objectives and values. The strategy focuses on attracting and retaining top talent, rewarding performance and contributions, and ensuring internal equity and fairness in compensation practices.
b. Is there a targeted mix between direct and indirect compensation?
i. USAA maintains a balanced mix between direct and indirect compensation, including base salary, bonuses, incentives, benefits, and perks. The specific mix varies depending on job roles, market trends, and organizational goals.
c. Is compensation increases merit-driven or tenure-driven?
i. Compensation increases at USAA are merit-driven, based on individual performance, contributions, and achievements rather than solely on tenure or length of service. This approach encourages high performance and aligns with the organization’s focus on rewarding excellence.
d. Does the organization subscribe to any compensation surveys?
i. Yes, USAA subscribes to various compensation surveys and benchmarking data to stay informed about industry trends, market rates, and competitive compensation practices. This ensures that its compensation programs remain competitive and aligned with market standards.
e. Are there specific job grades? If so, how are job grades assigned?
i. Yes, USAA utilizes specific job grades or levels to classify positions within the organization’s hierarchy. Job grades are assigned based on factors such as job responsibilities, required skills and qualifications, and level of decision-making authority.
f. Is the organization using a specific model for job evaluation, e. g., Hay, point factor, slotting, ranking?
i. USAA uses various job evaluation models, such as the Hay method, point factor analysis, or a combination of methods, to assess the relative value of different jobs within the organization. These models ensure internal equity and consistency in compensation decisions.
g. Is there a Compensation Committee? If so, how are members selected? How often does it meet?
i. Yes, USAA has a Compensation Committee comprised of senior executives and board members responsible for overseeing compensation-related matters. Members are selected based on expertise, experience, and alignment with the organization’s values. The committee meets regularly to review and approve compensation policies, programs, and decisions.
h. Are employees aware of the compensation program? If so, how is it communicated?
i. Yes, USAA ensures that employees are aware of the compensation program through various communication channels, such as employee handbooks, intranet portals, HR workshops, and direct communications from managers and HR representatives. This ensures transparency and understanding of compensation policies and practices.
i. How many classes of employees are there? e.g., full-time, part-time, temporary, contract, etc.
i. USAA has multiple classes of employees, including full-time, part-time, temporary, and contract employees, each with different employment statuses, benefits, and compensation structures tailored to their specific roles and contributions.
j. Is there an Incentive or Bonus Plan? Are there unique or variable incentives?
i. Yes, USAA has an Incentive or Bonus Plan to reward employees for exceptional performance and contributions. These incentives are tied to individual, team, or organizational goals and include both monetary and non-monetary rewards. The specifics of the plan vary based on job roles and performance metrics.
k. Is there an Executive compensation program?
i. Yes, USAA has an Executive compensation program designed to attract, retain, and motivate senior executives and key leaders within the organization. This program includes base salary, bonuses, long-term incentives, equity awards, and other executive perks and benefits.
l. How is the effectiveness of the Compensation Plan evaluated?
i. The effectiveness of the Compensation Plan at USAA is evaluated through various metrics and performance indicators, such as employee retention rates, satisfaction surveys, performance reviews, and financial performance indicators. Regular reviews and assessments ensure that the plan remains aligned with organizational goals and competitive in the market. - Benefits
a. Does the organization have a Benefits strategy?
i. Yes, USAA has a comprehensive Benefits strategy in place to attract and retain top talent, enhance employee satisfaction, and support overall well-being.
b. Is it part of an overall employee retention strategy?
i. Yes, the Benefits strategy at USAA is integral to the overall employee retention strategy. By offering competitive benefits and perks, USAA aims to create a supportive work environment that encourages employee loyalty and engagement.
c. What benefits are offered and provided?
i. Medical, dental, and vision insurance
ii. Retirement plans, including a 401(k) with company match
iii. Paid time off (holidays and paid days off)
iv. Flexible spending accounts
v. Life insurance and disability coverage
vi. Educational assistance and tuition reimbursement
vii. Employee assistance programs
viii. Wellness initiatives and programs
d. Who qualifies for benefits?
i. Eligibility for benefits at USAA typically depends on factors such as employment status (full-time, part-time), job role, and tenure with the organization.
e. Who administers the plan?
i. The benefits plan at USAA is administered by the Human Resources department in collaboration with benefits providers and third-party administrators.
f. Is there a retirement plan or a 401K? If there is a 401K is there a company match?
i. Yes, USAA offers a retirement plan, including a 401(k) option. Additionally, USAA provides a company match for employee contributions to the 401(k) plan, demonstrating its commitment to supporting employees’ long-term financial security.
g. How many holidays or PDOs do employees receive?
i. USAA employees typically receive a set number of holidays each year, in addition to paid days off (PDOs) that may vary based on tenure, job role, and other factors.
h. Is there a formal communication process for the benefits plan?
i. Yes, USAA has a formal communication process for its benefits plan, which includes regular communication through employee handbooks, online portals, email updates, and informational sessions.
i. If there is a medical plan? Are there annual enrollments? If so, how are they done?
i. Yes, USAA offers a medical plan to its employees, and annual enrollments are typically conducted through a specified enrollment period. Employees are provided with information about plan options, coverage details, and enrollment instructions during this period.
j. Is there a wellness Initiative?
i. Yes, USAA has a wellness initiative to promote employee health and well-being. This may include wellness programs, resources, and activities focused on physical health, mental health, nutrition, fitness, and work-life balance.
k. Does the plan include Educational Assistance?
i. Yes, USAA’s benefits program includes educational assistance and tuition reimbursement opportunities to support employees’ professional development and career advancement goals.
l. Is the benefits program part of a “collective”…. e. g., sponsored or administered by an association? If so, what are the advantages and disadvantages?
i. USAA’s benefits program is not typically part of a collective sponsored or administered by an association. Instead, it is designed and tailored specifically for USAA employees to meet their needs and preferences.
m. What measures are used to assess the success of the plan?
i. USAA assesses the success of its benefits plan through various measures, including employee satisfaction surveys, participation rates in benefits programs, retention rates, feedback from employees and managers, and benchmarking against industry standards and best practices. - Risk Management and Safety
a. Has the organization defined what a “safe environment” means to the organization?
i. Yes, USAA has clearly defined what constitutes a “safe environment” within the organization. This includes physical safety measures, cybersecurity protocols, and policies to ensure the well-being and security of employees, customers, and sensitive information.
b. Does the organization have a formal Safety program? If so, what are the elements?
i. USAA has a comprehensive Safety program in place, encompassing various elements such as workplace safety protocols, emergency response procedures, cybersecurity measures, and health and wellness initiatives. The program aims to create a secure and healthy environment for employees and stakeholders.
c. Is there a Safety Committee? If so, who are the members, and how are they chosen? How often does it meet?
i. Yes, USAA has a Safety Committee comprised of representatives from different departments and levels within the organization. Members are chosen based on their expertise in safety-related matters, and the committee meets regularly to review safety protocols, address concerns, and develop strategies to enhance workplace safety.
d. Does the organization conduct safety training?
i. Yes, USAA conducts regular safety training sessions for employees to ensure they are aware of safety protocols, emergency procedures, and cybersecurity best practices. These training sessions are mandatory for all employees and are conducted periodically to reinforce safety awareness.
e. Does the organization have a substance abuse program?
i. Yes, USAA has a substance abuse program in place to address issues related to drug and alcohol use in the workplace. The program includes education, prevention, intervention, and support services for employees dealing with substance abuse issues.
f. Does the organization conduct security audits?
i. Yes, USAA conducts regular security audits to assess the effectiveness of its security measures and identify any vulnerabilities or areas for improvement. These audits cover physical security, cybersecurity, data protection, and compliance with regulatory requirements.
g. Does the organization have a disaster preparation and recovery plan?
i. Yes, USAA has a comprehensive disaster preparation and recovery plan in place to ensure business continuity and minimize disruptions in the event of natural disasters, emergencies, or other crises. The plan includes protocols for evacuation, communication, data backup, and resuming operations.
h. What cyber safety precautions are in place?
i. USAA has robust cyber safety precautions in place, including advanced cybersecurity technologies, encryption protocols, multi-factor authentication, regular security assessments, employee training on cybersecurity best practices, and partnerships with cybersecurity experts to stay ahead of emerging threats.
i. Does the organization have a workplace violence policy and program?
i. Yes, USAA has a workplace violence policy and program aimed at preventing, addressing, and mitigating incidents of workplace violence. The program includes policies, procedures, training, and resources to promote a safe and respectful work environment for all employees.
j. Has the organization had OSHA inspections? What have been the results? Who does the OSHA recordkeeping?
i. USAA may have undergone OSHA inspections in the past as part of regulatory compliance requirements. The results of these inspections, if any, would be documented by OSHA officials, and USAA would maintain records of these inspections as part of its compliance efforts.
k. How has the pandemic impacted safety programs?
i. The pandemic has necessitated adjustments to USAA’s safety programs to address new challenges such as remote work arrangements, enhanced sanitation protocols, social distancing measures, and cybersecurity threats related to remote access. USAA has adapted its safety programs to ensure the health, safety, and well-being of employees and customers during the pandemic.
l. How does the organization measure the overall effectiveness of its safety efforts?
i. USAA measures the overall effectiveness of its safety efforts through various metrics and performance indicators, including incident reports, safety audits, employee feedback, compliance with regulatory requirements, and benchmarking against industry best practices. Regular assessments and evaluations help USAA identify areas for improvement and ensure continuous enhancement of its safety programs. - Employee Relations/ Labor Relations/ International HR
a. Does the organization have a formal Employee Handbook?
i. Yes, USAA has a formal Employee Handbook that provides employees with information about company policies, procedures, expectations, and benefits.
b. Does the organization have any contract employees? If so, who manages the contract(s)?
i. Yes, USAA may have contract employees for specific projects or roles. The management of these contracts is typically overseen by relevant department managers or project leads.
c. Is there a progressive discipline process? Are employees aware of the process? Is it perceived as being fair?
i. Yes, USAA has a progressive discipline process in place to address employee performance or conduct issues. Employees are typically made aware of this process through the Employee Handbook or during orientation. The process is designed to be fair and transparent, with opportunities for improvement and feedback.
d. Is there a whistleblower protection policy?
i. Yes, USAA has a whistleblower protection policy in place to encourage employees to report any unethical behavior, fraud, or violations of company policies without fear of retaliation.
e. Does the organization have a personal technology use policy?
i. Yes, USAA has a personal technology use policy that outlines guidelines and expectations regarding the use of company-owned devices and networks, as well as personal devices and online activities while on company premises or conducting company business.
f. For nonunion employees, is there a grievance or dispute resolution process?
i. Yes, USAA has a grievance or dispute resolution process for nonunion employees to address concerns or conflicts in the workplace. This process typically involves escalating issues through management or HR channels for resolution.
g. How does the organization evaluate the effectiveness of its Employee Relations programs and processes?
i. USAA evaluates the effectiveness of its Employee Relations programs and processes through various means, including employee feedback surveys, analysis of employee relations metrics and trends, regular reviews of policies and procedures, and benchmarking against industry standards.
h. Does the organization have a union? If so, how long has the union been in existence? Has the organization ever attempted to decertify?
i. USAA does not have a unionized workforce.
i. What is the organization’s relationship with the union if there is a union?
i. N/A
j. Does the organization have a global strategy? If so, what is it? How does it decide where to do business internationally?
i. USAA does have a global strategy, focusing primarily on providing financial services to military members and their families worldwide. The decision to do business internationally is based on market demand, regulatory environment, and strategic alignment with the organization’s mission and values.
k. Does the organization have international employees?
i. Yes, USAA has international employees, particularly in locations where it operates to serve military members stationed abroad.
l. Is there an international Compensation policy and practices?
i. Yes, USAA likely has international compensation policies and practices tailored to comply with local labor laws, market conditions, and competitive practices in each country of operation.
m. Is there an international benefits policy and practice?
i. Yes, USAA has international benefits policies and practices to provide competitive and compliant benefits packages to its international employees, considering local regulations and cultural norms.
n. Is there a program to prepare employees for international assignments?
i. USAA has programs in place to prepare employees for international assignments, including cultural training, language courses, logistical support, and assistance with relocation.
o. How does the organization communicate with international employees?
i. USAA communicates with international employees through various channels, including email, online portals, virtual meetings, and localized communications in languages relevant to the employees’ locations.
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