Auditing the HR function
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Auditing the HR function
- 1. AUDITING HUMAN RESOURCES Dr Sorab Sadri and Prof. Jayashree Sadri
- 2. Why Conduct an HR Audit? Routine check-up (uncover any conditions you may have and set up a treatment plan) Determine how you can best align HR operations with organizational goals Ensure compliance with federal and state regulations
- 3. Aspects of HR Audit I Compliance Issues
- 4. HR Emerging Issues Executive management ethics Skyrocketing healthcare costs HR outsourcing Baby boomer exodus – labor shortage, aging and diverse workforce Knowledge work – managing knowledge workers
- 5. Typically Out of Scope Payroll Safety and Health Workers Compensation Retirement Plans Health Insurance Plans Deferred Compensation Programs Unemployment
- 8. Strategic Management Strategic Plan Operational Plan HR Performance Management HR Budget Legislative/Regulatory Environment
- 9. Key Administrative Advisors People resources Monetary resourcesTechnology resources
- 10. HR is Strategic Partner when: HR leader has/is: strong knowledge of HR roles and functions, business strategy and operations perceived as a credible advisor by his/her peers and executive management. Top HR position is organizationally on the same level as other program directors and administrative directors HR Dept. is viewed as approachable and trusted to provide accurate information.
- 11. HR is Strategic Partner when: HR Dept. is part of a network of HR Depts. in peer organizations that share experiences, strategize regarding common problems, and stay abreast of latest HR trends and developments. Strategic HR plan is closely linked to overall strategic plan. Performance assessment of HR programs, including key metrics, is routinely completed.
- 12. Department Structure & Staff Competencies HR Organizational Chart HR Staff Competencies
- 13. HR Competencies
- 14. HR Facilities Physical facilities of the HR department Reception of job candidates Legal and other employment notices Private areas for interviews and employee consultations HR convenient to employees Easy access to HR employee for questions
- 15. HR Technology & Information Control HRIS Information Management Processes
- 17. Key HR Risk Areas
- 18. Workforce Planning & EmploymentWorkforce Needs Determination Organizational Design Recruiting Programs Selection Process Contractor Management Succession Planning Turnover and Employee Relations Regulations Compliance Fraud
- 19. HR Development Training Needs Assessment New Employee Training Technical Training Supervisory Training Training Assessment Employee Coaching Performance Appraisal Counseling Discipline
- 20. Total RewardsCompensation Philosophy Job Documentation Market Analysis Salary Structure Development Job Evaluation Salary Administration FLSA Determination & Overtime Benefits Administration Payroll
- 21. Employee & Labor Relations Policies and Procedures Employee Attitude Surveys Employment Records Employee Compliant and Grievance Process Labor Relations
- 22. Risk Management Safety & Health
- 23. Outsourcing and Co-sourcing Needs Assessment Vendor Selection Process Vendor Management
Notes de l'éditeur
- For HR professionals, the effective management of knowledge workers will be crucial for success in a knowledge economy. The specialization of knowledge will require HR professionals to have an extremely detailed understanding of both the business and the labor pool in order to source talent, while the expansion of both global markets and the global labor pool of knowledge workers will lead to a much wider range of choices in sourcing knowledge workers. An understanding of the implications of these choices will be imperative. Overall, the management of skills at both the organizational and national levels may become more difficult, as the financial and societal costs of getting it wrong-skills shortages or, in some cases, unemployment or underemployment-grow more serious. Click here for the full story. Knowledge Work and Productivity A better understanding of what contributes to productivity in the knowledge economy is likely to drive business strategy in general and human resource strategies in particular. Though much has been made of the importance of technology and knowledge management processes in boosting productivity, the importance of knowledge networks and collaboration in driving innovation may lead to a new appreciation of effective human resource management strategies in a few key areas—in supporting creativity, in leveraging existing knowledge and in acquiring new knowledge. The idea of the knowledge economy is driven by the belief that knowledge is the most important factor in sustaining competitive advantage at both the organizational and national levels. Of course, knowledge originates from human capital, making the transition to the knowledge economy a major shift in both the work and the strategic value of the HR function. This shift and its implications are complex, and the debate over how these issues will impact the U.S. and global economy is ongoing. There are, however, several issues that economists, technologists and political analysts seem agree on. First, global competition is likely to only grow more intense as emerging nations such as India and China join the knowledge economy. Second, productivity is increasingly supported by collaborative knowledge networks that are supported by information and communications technology (ICT). And finally, the successful management of knowledge workers, wherever they are located, will be a key factor in determining business success. Clearly, the importance of learning and education is heightened in a knowledge economy. Each of the factors above is linked to a greater or lesser degree to education and learning. For example, increased global competition and a global market mean that the skills bar is constantly being raised. With countries competing on the basis of the knowledge and skills of their workforce, education policy takes on a new significance. Collaborative knowledge networks and the ideas and businesses they produce often develop around universities and other centers of learning. And management of knowledge workers who compete at the individual level on the basis of their knowledge and skills means the need to create opportunities for learning is ongoing. Click here for details.