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Contents Pg.
No.
1
Introduction2
Current Status of The HRD Function: Some Facts3
General Observations4
Career Systems5
Work Planning6
Development System7
Self-Renewal System8
HRD Culture9
HRD Function10
Table And AppendicesChapter 1 – INTRODUCTION: This will include a brief description about:
• Company locations, products and services, manpower, turnover, and main concerns and top management.
• Date and reason for undertaking the audit.
• Methodology adopted for the study: details of samples, and
• HRD SYSTEMS (various sub-systems of HR audit; etc.)
Chapter 2 - CURRENT STATUS OF THE HRD FUNCTION: This will include details about HRD functions:
• Structure and staffing of HRD function,
• HRD department’s thrust areas and objectives,
• Highlights of existing HRD systems and sub-systems:
Performance appraisal,
• Strengths and weaknesses of the HRD function.
• HRD needs: an overview – broad highlights of the areas that need attention.
Chapter 3 - GENERAL OBSERVATIONS: General observations will include:
• Salient features of the company observed by the auditors’ vis-à-vis present competencies and future potential, encompassing following dimensions of HRD:
Competence Building,
Culture Building,
Commitment Building.
• Present and future business concerns – highlights
• Competencies and competency requirements for future,
• Commitment and motivational patterns,
• Work culture and organizational culture,
• Culture-building mechanisms
Chapter 4 - CAREER SYSTEMS: This chapter will include Findings of the audit on the following and Importance of the following including the Strengths, Weaknesses and Recommendations of each:
• Manpower planning and utilization
• Recruitment
• Potential appraisal and fast track
• Career planning and development
• Succession planning
Chapter 5 - WORK PLANNING: This chapter will include the Strengths, Weaknesses and Recommendations of each related to work planning system:
• Introduction (Concept of work planning and the component of systems)
• Contextual analysis
• Role clarity
• Performance appraisal system
Chapter 6 - DEVELOPMENT SYSTEM: This chapter will include the Strengths, Weaknesses and Recommendations of each related to development system:
• Introduction and components
• Induction training
• Training and learning systems
• Performance guidance and development
• Worker development
Chapter 7 - SELF-REENEWAL SYSTEM: This chapter will include the Strengths,
Weaknesses and Recommendations of each related to self renewal system:
• Introduction
• Role efficacy
• Organisation development
• Action oriented research
Chapter 8 - HRD CULTURE: This chapter will include the Strengths, Weaknesses and Recommendations of each related to HRD culture:
• Introduction
• HRD culture
• Values
• Quality orientation
• Rewards and recognition
• Information
• Communication
• Empowerment through participation, decentralization, shop floor committees
Chapter 9 - HRD FUNCTION: This chapter will include the Strengths, Weaknesses and Recommendations of each related to HRD function:
• General observations
• Industrial relations and HR
• Personnel policies and HRD
• HRD function – structure
• HRD department – competencies
• HRD strategies
• HRD activities and priorities
Introduction:
HR Audit, Inc. has been providing human resources, management practices and organizational development services since 1998. While located near Milwaukee, Wisconsin, HR Audit, Inc. provides services to companies nationally, from Radisys Corp.
near Portland, OR to Monster.com in Maynard, MA.
Co-founder and managing director Jim Bastian has 18 years of senior management experience including serving as senior vice president and officer of a Fortune 50 company. He also served as a member of a post-acquisition assimilation team during an aggressive growth period involving over a dozen transactions. Holding an undergraduate degree in psychology/education and an MBA, Jim serves as company's senior auditor. He is a frequent speaker on managing change, conflict, and diversity and performance accountability. The audit staff has a minimum of 12 years of senior management experience, has conducted dozens of audits and has an advanced degree in a related field.
Services:
As the name implies, they specialize in providing comprehensive Human Resources and Management Practices Audits. They also help clients find solutions to Organizational Development Challenges like reducing administrative and employment related costs, post merger/acquisition assimilation, talent retention and succession planning, workforce diversity, regulatory compliance, conflict resolution and change management and we design, develop and deliver customized, interactive Management/Supervisor Training programs. Their confidential audit/assessment process includes interviews with senior managers, focus groups, attitudinal surveys, review of policies and procedures, internal records, employment data, resources, staffing and processes.
Audit Areas:
Strategic plan implementation, Training, Affirmative action, Regulatory compliance, Turnover data/retention, Compensation Policies, Performance appraisal process, Job descriptions , Employee handbook, The employment process, Change readiness, Communications and Administrative staffing levels.
Audit Training:
HR Audit, Inc. trainers are uniquely qualified to help human resource department heads and internal auditors conduct more thorough, expedient and valuable human resource audits. While they often customize programs to meet specific client needs, training typically is designed around one of the following three options.
OPTION ONE: consists of a 3 ½ hour training program at your site on how to conduct a human resources or organizational audit, efficiently, expediently, objectively and thoroughly. This training program includes a PowerPoint, handouts and templates needed for conducting internal audits.
At the end of the session, participants will have a template to use for auditing human resource functions, instruction on sample selection, review and analysis processes, regulatory requirements and best practices that should be included, and other information necessary to conduct internal HR audits. Cases, examples, situational analysis and other activities are incorporated to ensure a “hands on” learning experience. Questions are always welcome thorough out.
OPTION TWO: goes beyond the classroom and includes an audit of one of your locations, (typically your corporate site)conducted by your organization’s internal auditor(s) the HR Director and/or his/her designee(s) using an audit process template we provide and with an HR Audit, Inc. auditor on-site providing guidance, direction and coaching. This option typically takes 2 days on-site.
At the conclusion of the second day, you will have gone through a full audit process, have the data, sample results, and all other information and materials needed to draft an audit report/summary and the experience of having completed an audit prior to
“soloing”.
OPTION THREE: consists of HR Audit, Inc. completing an audit of one location while representatives of your organization look on and participate as appropriate
This process facilitates the collection of vital information that is often not available to internal auditors, frees participants to address work demands while learning and while the audit process continues and results in your receipt of a complete written audit report which is followed by a presentation and de-brief on your site with the HR Audit, Inc.
auditor.
HR Audit, Inc. will provide quotes upon request. All prices quoted are “not to exceed” figures and will include all costs. Options two and three also include unlimited
telephone support for 12 months following the on-site visit to answer questions, provide recommendations or simply serve as a sounding board.
VITAL HR
Introduction:
Founded in 2005 by Jo and Jon Darling, Vital HR set out to provide practical HR solutions to organisations requiring assistance with HR problems.
Jo Darling: Jo has 17 years generalist HR experience at a senior level within a number of multinational organisations and SME’s. Her time spent at Peugeot, Marconi Communications and Jabil Circuit has developed a strong commercial understanding enabling her to develop and deliver HR strategies in line with business objectives. Jo uses her down to earth approach to offer a complete range of practical tailor made HR solutions.
Judith Wardell: Judith has a strong commercial understanding and an extensive general HR background and has worked for Peugeot Talbot, Smith
& Nephew and Colgate-Palmolive. She is qualified in the use of SHL personality profiles and the Strength Deployment Inventory and has gained a Post Graduate Certificate in Life Coaching. She is able to design and deliver lively and engaging training programmes to raise awareness and
understanding of diversity issues and provide managers with the skills to recruit and retain a diverse workforce.
Stephen Knight : Steve spent over 20 years in four business sectors beginning with production management in food manufacturing, with Bowyers, followed by various management training posts both at tactical and managerial levels with Bass and Peugeot. More recently he worked in an executive capacity handling strategic human resource issues for a rapidly expanding international distributor, RS Components. Steve is an
accomplished coach and able facilitator, being as comfortable in the boardroom as the shop floor. He is qualified to use a wide range of psychometric and ability tests and has extensive experience in their practical application in both assessment and development situations. He has an Honors Degree, Diploma in Personnel Management and is CMCIPD.
Bruce West: Bruce has over 20 years of experience in learning and development and 16 years of which have been involved in management
development programmes. He was a senior instructor with Outward Bound responsible for the design and development of progressive management development training initiatives. Prior to that, he was a technical skill training instructor with the RAF Mountain Rescue Services. He has worked with the European Youth Parliament, organizing and delivering team awareness events throughout Europe. Currently he is associated with the Welsh Assembly, where he assessed senior civil servants as part of a leadership development programme which he is now delivering. His current clients include Welsh Assembly Government, Barclay Bank, Unilever, Cleanaway, Styles
∓ Wood, E-On, DHL and Beresford’s Solicitors Services:
1. HR Audit: Vital HR offers a free no obligation HR Audit. Taking no more than an hour this will identify any areas where you may be at risk, provide ideas to improve employee motivation or simply give you peace of mind that you are doing all you should be.
2. Employment Contracts and Handbooks: Vital HR will review all existing contracts of employment, policies and procedures in line with current UK employment legislation. A user friendly Manager’s guide, in support of the handbook, to provide day to day support in handling HR issues has proven very useful with many clients.
3. HR Support: The basic level of support will always include the following:
• Access to a team of HR professionals who will provide advice, guidance and support on all employment issues. This will be provided via telephone, e-mail or attendance at your premises, whatever is most appropriate to the situation.
• Provision of all documentation, guidance notes, letters etc, in relation to the advice given to ensure that the risk of litigation or successful litigation is minimized on matters of discipline, grievance, appeals, sickness absence, maternity etc.
4. Recruitment: Vital HR can provide support with recruitment exercises in a number of ways including the following:
• Preparation of job description/role profile and defining the best method to attract applicants.
• Preparation and placing of any advertisements in the media.
• Initial CV sifts against job description.
• First interviews to shortlist candidates.
• Supporting recruiting manager’s at interview
• Psychometric aptitude and personality testing.
• Issue of employment contracts.
• Take up references.
CONCLUSION
The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions.
The purpose of the audit is to reveal the strengths and weaknesses in the nonprofit’s human resources system, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.
The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where it’s full potential to support the organization’s mission and objectives can be realized.
Finding out what is insufficient and inadequate is the first step toward improvement. If deficiencies are identified, it is important to take steps to correct those deficiencies.
Organizations should take that first step only when they are ready to act on the findings, and to make necessary improvements in their HR skills, processes, and systems.
Improving the HR system takes some time. A workplan — with a timeline, accountability, and deliverables — should be created after the team reviews the completed audit and identifies areas where improvement is needed. Follow-up and review should be a regular management function, performed on an ongoing basis.
A healthy HR function in an organization is as important as the physical and mental well being of a human body. Typically the basic reason why organizations prefer to conduct an HR audit is to get a clear judgment about the overall status of the organization and also to find out whether certain systems put in place are yielding any results. HR audit also helps companies to figure out any gaps or lapses and the reason for the same. Since every company plans certain systems and targets, an HR audit compares the plans to actual implementation.
The concept of HR audit has emerged from the practice of yearly finance and accounting audit, which is mandatory for every company, to be done by external statutory auditors. This audit serves as an examination on a sample basis of practices and systems for identifying problems and ensuring that sound accounting principles are followed.
Similarly, an HR audit serves as a means through which an organization can measure the health of its human resource function.