The triple objective of an HRM EXCELLENCE AUDIT are to
identify issues of potential liability ,to surface things that needing
improvement and to formulate strategies for improving operational
efficiencies
The audit works best when the focus is on improving the HRD function in
the organization… if not it is a toothless document. The audit itself is a
diagnostic tool, not a prescriptive instrument. It will help you identify what
you are missing or need to improve. It is most useful when an Organization is
ready to act on the findings, and to evolve its HRD function to a level where
its full potential to support the organization’s mission and objectives can be
realized.
WHEN TO START AN AUDIT PROGRAM?
Generally speaking, an HR Audit can be done at anytime; however, Audits
are most often conducted when the company is contemplating “change.” These
situations could be summed up as:
¨ The key
stakeholders have a sense that certain things could be done more efficiently
and for less money but aren’t sure where to start.
¨ There’s been a series
of dis-satisfaction against the HR function and it’s been recommended that they
look across all functions of the business for other areas of liability.
¨ The
organization is experiencing higher than normal turnover.
¨ Employee morale
is low and employee relations issues begin to consume more of management’s time
and energy.
¨ The
organization has “outgrown” itself and needs to identify tools and resources
that will help the organization to mature.
¨ To ensure that
any/all new HR systems and programs that are put in place are integrated,
seamless and compliments on another.
INTROSPECT ...BEFORE YOU BEGIN:
Like any other function, the performance and
contribution of HRD should be audited regularly. We recommend to our client
that they first attempt ot answer thes 12 question before we have a preliminary
round of discussion:e:
1. What strategic contribution is being made by HRD to the
achievement of business/corporate objectives?
2. To what extent are there well articulated and agreed HRD
strategies which are aligned to the business strategy and which are integrated
with one another?
3. What role does HRD currently play? Is this role
appropriate in the context of the organization?
4. To what extent has the responsibility for HRD issues been
devolved to the management?
5. How well does HRD reconcile the need for devolution with
the need to ensure that organizational, ethical and legal obligations and
requirements are being mf consistently?
6. What evidence exists that HRD is being innovative in a
practical and business way, based on an analysis of the business and people
needs of the organizational and benchmarking?
7. How well is HRD performing by reference to quantitative
measures such as added value per employee, absenteeism and attrition?
8. How well is HRD performing in terms of service delivery in
fields such as INDUCTION, training, reward management, health and safety
training , the management of equal opportunity and diversity, advice on
employee engagement , the provision of employee assistance programmes and
the maintenance and use of HR information systems?
9. To what extent does HRD express proper concern for ethical
considerations, the interests of all stakeholders (employees as well as
management), enhancing the quality of working life and achieving a satisfactory
work/life balance?
10. What ' contribution has HRD made to the improvement
of the employee relations climate?
11. How well is HRD regarded by its customers
management, line managers, employees generally, employee
representatives, as measured by formal assessments or opinion surveys?
12. Is the HRD function well organized and properly staffed
with qualified professionals who are actively concerned with continuous
professional development?
We have found that some companies should start the
turnaround in a piecemeal whilst others need a quantum change ...both
approaches work according to the company "readiness" level of the
corporate leadership; its top management shelf; its culture orientation.
With best compliments
Dr Wilfred Monteiro
Mumbai- India
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