人力资源管理体系(英文版).doc

《人力资源管理体系(英文版).doc》由会员分享，可在线阅读，更多相关《人力资源管理体系(英文版).doc（40页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、. .39 / 40An HR AuditDepartment Organization Questionnaire The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organizations human resources function to accomplish organizational objectives.1. Is there one depart

2、ment or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2. Does the senior-level human resources manager report to the same level position as al

3、l other major staff and line departments within the organization? 3. Does the senior human resources manager participate in addressing the organizations strategic, tactical and policy issues? 4. Does the senior human resources manager integrate all HR activities with the organizations strategic busi

4、ness plan. 5. Does the Human Resources department demonstrate a clear understanding of organizational and customer needs? 6. Are HR services and functions aligned and prioritized to organizational and customer needs? 7. Has a department mission statement been developed explaining its purpose within

5、the organization? Has this mission statement been communicated to all management personnel? Has this mission statement been communicated to other customers throughout the organization? If so, to whom? How?8. Does the Human Resources department take a lead in striving for a more empowered and partici

6、pative work force (productivity improvement, cost reduction, quality improvement and improved quality of work life programs?) 9. Has a Human Resources department organization chart been published and distributed? If so, to whom? Does the organization chart clearly define functional responsibilities

7、and whom customers can contact for service?10. Are job descriptions established for all HR personnel stating major job objectives, responsibilities and accountabilities? 11. Do all HR personnel understand their respective roles and relationships to others in the department? 12. Are department person

8、nel cross-trained to perform duties outside their major areas of responsibility? 13. Do they work on team and department task force projects? 14. Are departmental personnel professionally and technically competent? 15. Do they serve as internal consultants to management as well as counselors to empl

9、oyees? 16. Does the department staff work well as a team? 17. Are they readily accessible to all customers? 18. Are department personnel provided adequate training and professional development to meet organizational challenges and demands? 19. Is involvement in professional and technical groups enco

10、uraged? Does the department subscribe to major technical and professional journals?20. Is there a credible performance appraisal in place clearly stating mutually established goals and objectives for department personnel? 21. Are human resources staff compensated according to market standards? Are t

11、hey compensated based on comparable positions within the organization?22. Does department staff effectively balance organizational with employee needs and act as an intermediate for both? 23. Is the Human Resources department results-oriented (i.e., measuring cost-effectiveness and the bottom line r

12、esults of human resources programs)? If so, is it attentive to the bottom line and does it demonstrate a business orientation?24. What is the span of control of the top position within the departments (i.e., how many and which positions report to it)? Are supervisors or managers reporting to other m

13、id-level managers? How many employees are in the Human Resources department? What is the ratio of HR department staff to all employees served? How does this compare to the staffing levels of other comparable organizations offering similar services?25. Are HR needs and programs accounted for in the o

14、rganizations budgeting process? 26. Does the organization make plans for ensuring that HRs future needs are met? 27. On a scale of one to seven (seven being the highest and four being adequate), how would the Human Resources team rate the overall effectiveness and structure of your Human Resources d

15、epartment? 28. On the same one-to-seven scale, how do you think other department heads would rate the overall effectiveness and structure of the HR department? On the same one-to-seven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department?Expla

16、nation of Department Organization Questionnaire For each of the 11 categories, the Self-Audit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire: Is the HR department structured, organized and equipped to p

17、rovide overall strategy, direction and effective management of the organizations human resources function to accomplish the organizations objectives? Questions one through nine explore how department leaders achieve organization objectives, are part of managements strategic planning effort and assis

18、t in making decisions that affect bottom-line results. These questions both help ensure that HRs efforts are in accord with customer needs and suggest ways HR teams can take the lead in helping customers get the most out of the organizations human resources. Questions 10 through 26 address communica

19、ting department functions and services to all customers, staff objectives and internal relationships, staffs dual role as internal consultants to management and counselors to employees, staff competence and flexibility, cross-training, balancing employee needs with business needs and a bottom-line r

20、esults orientation. The components of question 24 also relate to staff size, structure and span of control. Industry-specific standards for staff size are available from a variety of professional publications, such as the Saratoga Institutes HR Effectiveness Survey and national and regional statisti

21、cs compiled by the Bureau of National Affairs (BNA). Any surveys that relate specifically to your type of organization will make that benchmark more credible. Questions 25 and 26 address resources and planning to ensure the delivery of required services.Human Resources Planning/Organizational Develo

22、pment Questionnaire The process of identifying and providing ways to fulfill the organizations developmental and human resource needs.1. Is there one position accountable for reviewing the organizations human resources requirements? 2. How is this review carried out? Formally/informally? (please des

23、cribe)3. How often is this analysis updated (e.g., yearly, every two years, three years or more)? 4. Do your projected needs include the following considerations? Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.) Anticipate

24、d changed in your organizations technology, processes, products/services and markets. Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).5. Which sources outside the organization provide these demographics? 6. What sources within the organization provide

25、d this information? 7. To whom are these projections communicated? How often? How far into the future?8. Is there one position accountable for reviewing and assessing the HR departments skills, education, interests and needs? 9. How is this assessment carried out (formally or informally)? (Please de

26、scribe.) 10. How often is this assessment updated (e.g. yearly, every two years, three or more years)? 11. To whom are this assessment and any projections communicated? How often? How far into the future?12. Are this assessment and projections used for training and development? 13. Are this assessme

27、nt and projections (workforce requirements) used for career planning (matching organizational and individual skills, abilities and needs)? 14. Is there a formal career planning process in place? 15. Is there a career counseling system to identify individual skills, interests and needs, and which off

28、ers inplacement and/or developmental assistance? 16. Are high-potential employees identified for key positions? If yes, is there a succession plan to target high potential employees?17. Are human resource projections (i.e., numbers, job classifications, skills, knowledge, ability and education level

29、s) identified in the recruitment plan? How far into the future?18. If the human resources plan calls for restructuring or downsizing, are there strategies set to deal with displaced employees? Is outplacement assistance offered? Are there strategies to support remaining employees?19. Are the human r

30、esources projections a part of the organizations budgeting process? 20. Does the organization have plans for ensuring its development and human resource needs are met? 21. On a scale of one to seven (seven being high and four being adequate), how do you think the HR staff rates the human resources p

31、lanning/organizational development process? 22. On the same one-to seven scale, how do you think other departments would rate the human resources planning and organizational development process now in place? Explanation of Human Resources Planning/Organizational Development Questionnaire Affirmative

32、 answers to all the questions in this section means the organizations development and human resource needs are being met. The emphasis is on connecting organizational development and workforce need projections with internal and external workforce skills. Questions one through seven deal with influen

33、ces on the planning process) changing workforce, markets and customers, products, services, technology/skills base and identification of external supply). Questions eight through 17 deal with internal assessment and availability of these same considerations: organizational development activities in

34、management development, training, career and succession planning to satisfy workforce demands within the organizations. If the internal labor supply is greater than the need, then the tougher issues of resource reallocation have to be addressed (questions 18 and 19). Human resources planning is part

35、icularly important for emerging, rapid-growth and high tech businesses. Mature businesses in need of new products, services, markets, acquisitions or divestitures must also plan to identify, attract or reallocate the talent necessary for revitalization and continued competition. Heres a little piece

36、 of information about that technological revolution, a headline from an article reporting on a study by Worldwatch Institute back in 1980: Micro Electronics Seen Producing Sweeping Industrial Change. Thats certainly old news about the future, but theres a reason to go back to this story to remind us

37、 they told us what was going to happen. Most of us just didnt pay attention.Recruitment and Selection Questionnaire The process providing timely recruitment, selection and placement of high-quality employees to satisfy the organizations staffing requirements.1. Is there a policy in place stating the

38、 organizations philosophy on recruitment and selection? Does the policy contain procedures to guide managers through the recruitment and selection process and describe how to get help?2. Is there one position within the organization accountable for overseeing and coordinating recruitment and placeme

39、nt? RECRUITMENT3. Is there a formal process in place for identifying job vacancies? 4. Briefly describe the process from needs identification through final approval authorization. 5. Is recruitment done proactively from a planning mode (i.e., projected workforce plan) as well as reactively to immedi

40、ate replacement and new job openings? Is recruitment linked to human resources planning (projected workforce requirements)?6. Is a job analysis conducted for each position? Does the job analysis accompany the hiring authorization? Does the job analysis accurately identify the key objectives and resp

41、onsibilities of the position? Does the job analysis accurately identify the essential can do skills needed (i.e., skills, abilities, knowledge, education and experience)? Does the job analysis accurately identify the essential will do skills needed (e.g., leadership, interpersonal, entrepreneurial,

42、communication and good attitude)?7. Is consideration given to internal candidates for all or some job openings before outside recruitment begins? If some positions are determined to be filled from within, how is this determination made?8. Is there a formal job posting procedure in place? If so, does

43、 the job posting contain the job objectives, needs and requirements cited in the job analysis (#6 above)?9. Are recruitment strategies (methods to obtain qualified candidates) set before active recruitment begins? Who participates in the strategy development? Does this strategy include affirmative a

44、ction and diversity needs?10. What kind of recruiting sources does your organization use and for what positions: Newspaper sources? Professional journals/periodicals? College recruiting? Special events recruitment (e.g., job fairs and expos)? Community referral agencies (e.g., state employment and t

45、raining offices)? Quasi-search methods (e.g., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)? Employee referral? Internal computerized applicant database? Professional networking (e.g., associations)? Direct mail recruitmen

46、t? Personal networks (e.g., local competitors, customers, suppliers, outplacement firms or industry research)? If so, please give examples:11. Does your organization measure the effectiveness as well as the costs of these recruiting sources? 12. To whom are these performance measures and recruiting

47、costs communicated? SELECTION13. Does the HR department perform all initial screening of candidates? 14. Are candidate telephone interviews, teleconferencing or video screening conducted before personal interviews? 15. How many candidates are typically interviewed before filling a position and at wh

48、at levels? 16. Who participates in the interview and at what intervals? How many people are typically involved in the interviewing process? Are panel interviews used? Who makes the final hiring decision?17. Are hiring managers trained in objective selection (e.g., interviewing techniques, position-related questions and legal imp