2. Name Description
Market
overview
► Country
► Post-conflict situation (10 years of war) after 30 years of
dictature…
No infrastructure Lack of adequate educational system
Corruption/Integrity Issues
► Business
► 1st Telecom Company with 43% of Market shares
► Very low increase of business results due to competition
and business expansion needs
► Weaknesses in the profitability due to limited revenues and
lack of optimization in the use of company resources
1
2
Main Issues
within HR Dpt
► Staffing
► New staffing (1 year) without handover Lack of
Administration
► Capabilities
► Low average professional experience
► Lack of focus due to Business continuity needs and new
initiatives…
► Credibility ► Self-confidence of HR Representatives
1
2
3
Immediate HR
Challenges
► Communication &
Execution
► CAFE
► Coaching ► Provide basic knowledge and tools for an appropriate HR
Administration
► Performance
Management
► Monitoring of achievement and execution of agreed
Development Plan
1
2
3
Executive Summary
3. • The purpose of this project is to assess whether the
HR processes are functioning effectively in line with
the established Corporate policies.
• Compilation and analysis of Core HR policies and
procedures, Compliance review and Corrective Action
Plan in case of issues.
• A resourceful Self-Assessment is an important
tool to ensure effectiveness of HR Services, build
capabilities of HR professionals and accordingly
enable them to play their strategic role which has
credibility as a requisite.
Concept Overview
• What?
• How?
• Why?
4. • HR Services Self-Assessment: The main
successive ladders to be followed in this process
are:
- Collection of Core HR policies & procedures, and
related regulatory guidelines, explaining how
important they are for the business and what are
the eventual risks in case of failure or breach.
- Compliance audit for each item in detailing, in case
of issue, a root cause analysis.
- Corrective action plan with Responsible Managers,
Target dates and Final Assessment.
Internal Audit
5. Methodology
• HR Self-Assessment
• Constructive & educative discussions
• Setting of reasonable sample size of testing
• Evidence of testing
• Executive Management Review
• Appropriate Records Management
• Quarterly Cycle
6. Governance Tool
• This would be a Control Log that will efficiently
capture HR Activities, ensuring they are well
done.
• In case of issue, this should be well known and
corrective actions suitably tracked.
• HR support would than be efficiently provided
and HR Professional can have stronger
pedestal before pretending to valuably assist
the business on strategic approach.
7. Outcomes
• Enhanced business savvy with personal capabilities
• In depth knowledge of the human resources field
• Building of analytical skills
• Sharpened persuasiveness, ability to influence
• Better appreciation of risk taking
• Opened to criticism
• Increased integrity
• Improved Core HR Processes skills
8. Value adding
• Controlled environment
• Efficient Management
• Tracking of issues
• Responsibility
• Credibility
• Business support
9. In line with the… Stages of Development &
Indicator of success for HR Function
1. Personnel Administration
2. Employee/Management Advocacy
3. Effective Human Resources Management
4. Strategic Advisor to Management
5. Business Partner to Management
• Accountability at team level
• Self functional measurement
• Learning
• Clear reporting database
• Organized around core capabilities
• Internal customer satisfaction
Indicators of Success
From Tony TASCA’s Presentation
10. Sample
HR Services Quality Assurance
Key Processes Streamlined Control Appraisal
Unit Inform ation
OpCo D.R. of the CONGO
Legal Vehicle Celtel D.R. Congo
Tester Jean-Sébastien MASIALA
Unit Manager Raphaël MBEMBA / Mam ie-Agnes MUADI
HR Director Yvette IKOLO
Managing Director Antoine PAMBORO
Group HR Approver Joseph Tony TASCA
Period Q4 2007
Ref Process Description Risk Description Event Category
Im portant
Risk
(Yes/No) Control Description Test Frequency
Test
Methodology Test Description / Objective
1 Hiring Practices –
compliance w ith local
law s, Recruiting
process, On-boarding
Processes, Pre-hire
Screening Legally
Allow able in-country
A flaw ed or non-existent
recruiting or hiring
process may result in
hiring employees that are
inappropriate, thus
violating local law s and
regulations or do not
meet minimum
requirements, contrary
to Corporate policy.
Workplace Environment Yes 1. HR w orks closely w ith Business in candidate
evaluation process. Pre-employment screening
are conducted on all new employees, rehires,
and contingent w orkers.
Quarterly Examination of
Documentation
Take a sample of new hires,
rehires, and contingent
w orkers in the quarter and
confirm pre-employment
screening w as carried out in
line w ith local law s and
policies w ithin the documented
policy timeframes. Where
background checks are carried
out by an Agency, ensure that
the standard of screening
meets Zain's requirements and
confirm for a sample that they
have been carried out.
2 Exit Management -
Paying correctly upon
termination, Deactivating
system entitlements,
Employee status update
in Celtelpeople,
Compliance to in-
country legal
requirements
Inadequate procedures
over terminations could
lead to losses or fines
from the local regulators.
Employee Relations Yes 1. Documented dismissal (redundancy) policy
and procedures in place, are in line w ith
applicable local employment law s.
2. All company property and asses are collected.
3. Notify applicable areas (e.g., System Security,
Payroll) for employees leaving the firm.
Quarterly Examination of
Documentation
1. Take a sample of dismissed
employees and check that the
steps taken are in line w ith
local law s and policies (e.g.,
approval by Management and
Legal).
2. Test the sample to ensure
that outstanding loans and
liabilities have been factored
into the final pay and company
assets (e.g., laptop, credit
card, sim card, etc) have been3 Compensation/Benefit
policies and procedures
– Comp System Review
/ sign off for off-cycle
aw ards, Incentive
aw ards, Equity, payroll
deductions for tax ,local
tax reporting and
payment )
Noncompliance w ith
Compensation/Benefit
policies and
procedures could
result in fraud or
incorrect financial
reporting of
compensation.
Internal Theft and Fraud Yes 1. Any Compensation action is approved.
Internal checks betw een generalists, managers
and Compensation team. Audit reports can be
tracked to identify w hich individual has input data
to the system. Audits are run throughout the year
end process to look at payments that fall outside
defined parameters i.e. base salary increases >
10%, current base salary less than proposed
base salary etc.
2. Reconciliation w ith Finance of bonus
payments made post process.
Quarterly Examination of
Documentation
1.Take a sample of individual
salary adjustments made in the
quarter and check for
evidence of proper local and
regional approvals being
received and documented
before input to the payroll.
Review audit trail for accuracy
of input.
2.Confirm reconciliation is
performed and any differences
have been dealt w ith.
FOUNDATION
Overall Control Rating (S/NI/U):
Explanatory Com m ents*
Assessm ent Ratings
Overall Residual Risk Rating (H/M/L):
11. Sample
HR Metrics
STAFF MOVEMENTS REPORT
Du lundi 7 juillet 2008 au vendredi 11 juillet 2008
NEW HIRES
Name
Gen
der Grade Date of Hire Department/Region ID Number
John BOLINGOLI M 10 lundi 7 juillet 2008 Projects Engineer/Kinshasa HQ 1129753
Vivien FUNDI M 10 lundi 7 juillet 2008 Projects Engineer/Lubumbashi 2234253
Francky FATAKI M 10 lundi 7 juillet 2008 Projects Engineer/Goma 5534353
12. Sample
HR checklists
REVUE FONCTIONNELLE DE
LA DIRECTION
Unit Information
OpCo D.R. of CONGO
Raison sociale Celtel D.R. Congo
Maker
Jean-Sébastien
MASIALA
Checker Raphael MBEMBA
DRH Yvette IKOLO
Période avr-08
HEBDOMADAIRE
N
o
.
Description Qui Quand Produit AVRIL
W1 W2 W3 W4
1
Soumettre à l'Assureur des Soins les formulaires
de rembourssement médical.
Béatrice SEMAINE Assurance
2
S'assurer que le Staff qui va en congé remplit le
formulaire de congé qui doit être dûment signé
et approuvé par les Managers & le Directeur
concerné; Mise à jour subséquente du tableau
de congé.
Joujou/Euphrasie SEMAINE Congé
13. Key Learning
• Internal capacity to be
boosted, encouraged and
developed
• Audits outputs revealed
several areas of improvement:
- Lack of formal policies
- Inconsistent or unclear procedures;
- Selection Administration;
- Personal Filing (Core physical
documentation and Electronic Data
warehouse);
- Basic Training Administration (Material,
Employees’ data & feedbacks);
- Lack of appropriate payroll/benefits
reconciliations leading to numerous
complains and errors;
- Organization charts not aligned with the
budgets;
- Inconsistent Performance Management.
• Willingness to learn and
implement new approaches
• Appreciable key
achievements:
- HR Metrics capturing core HR
activities;
- Social activities/plans emphasis
company values;
- Some policies have been established;
- Well documented Talent Management
to be strengthened by key roles
succession plans;
14. Next steps…
• Conduct Regular Management Review
(Quarterly or semi-annually basis)
• Ensure that Corrective actions are taken
and re-assessed
• Update of Control Indicators
• Formalize Annual Peer/Management
Reviews based on the HR Quality
Assurance Metrics
