Hi,
I am currently working on HR Scorecard comprising of every aspect of HR and delivery, may it be recruitment, open position, bench-buffer, financial gains per projects etc., would request if anyone can help me in designing it and guide me in maintaining it. Would highly appreciate if someone can send a sample to me at
.
From United States, Houston
1I am currently working on HR Scorecard comprising of every aspect of HR and delivery, may it be recruitment, open position, bench-buffer, financial gains per projects etc., would request if anyone can help me in designing it and guide me in maintaining it. Would highly appreciate if someone can send a sample to me at
From United States, Houston
HI,
Please find the attchment of balanced scroecard which can help you out in designing according to your requirement and also read sm book if u can on the balanced scorecard. Design it simple and effective. make the objective of ur designing purpose more clear and then desing the rest of the things,
Regards,
Jitu
From India, Ahmadabad
Please find the attchment of balanced scroecard which can help you out in designing according to your requirement and also read sm book if u can on the balanced scorecard. Design it simple and effective. make the objective of ur designing purpose more clear and then desing the rest of the things,
Regards,
Jitu
From India, Ahmadabad
Introduction to The Human Resources Audit
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 its full potential to support the organization’s mission and objectives can be realized.
Who should conduct the audit?
The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions.
How should it be conducted?
The audit process consists of a series of questions covering the eight primary components of the HR function:
• Roles, head count, and HR information systems (HRIS)
• Recruitment
• Documentation
• Training, development, and career management
• Compensation and benefits
• Performance measurement and evaluation
• Termination and transition
• Legal issues and personnel policies
The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.
How are needed improvements identified?
Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organization’s mission).
A cautionary note: 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.
How is follow-up and correction done?
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.
Roles, Head Count, & Human Resource Information Systems (HRIS)
• How many employees are currently on staff?
• How many employees are:
o Regular
o Probationary
o Temporary
o Full Time
o Part Time
o Exempt
o Non-Exempt
• What is the definition of a part-time employee? (i.e., What is the maximum number of hours an employee can work to be considered part-time?)
• What is the minimum number of hours an employee has to work to be considered full-time?
• How long is the probationary period?
• Are employees aware of their status?
• How long can an employee be temporary?
• How many employees have supervisory responsibility?
• Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have descriptions?
• Are independent contractors used? If so, how many are being used? And, for what functions?
• Is the 21 point test for Independent Consultants being used for classification?
• Have issues related to classification of employees been raised?
Recruitment
• How did the work force get to be the current size?
• What are some of your organization’s future needs for personnel?
• What are the procedures for hiring in your organization?
• What recruitment sources are used? (e.g., advertisements, referrals from other agencies, personal contacts)
• Are current employees given appropriate consideration for promotion or lateral position changes?
• Who does the preliminary screening of candidates?
• Who selects candidates for interviews?
• Is training provided for those who conduct interviews?
• How is the recruitment, screening, and selection process documented?
• What is the interview process that is used (e.g., individual, sequential, panel)?
• Who holds final authority to hire?
• Who checks references?
• How are the reference checks documented?
• Who makes the offer of employment?
• Where is the hiring paperwork generated?
• Who negotiates compensation packages?
• List the practices you believe are unique to your organization.
• What is the turnover rate (percent of employees leaving each year) in your organization? Has this changed over time?
• Who gives references for former employees?
Documentation
• Where and with whom are the personnel files currently held?
• What documents are held in personnel files?
• How are the following documented by your organization?
o Hiring: Application, Interviewing, and Reference Checks
o Compensation and Benefits
o Transitions
o Paid Time Off
o Training
o Discipline
o Work History
o Work Assignments
o Significant accomplishments
o Emergency contact information
o Performance evaluation and performance management
o Termination
• How long are files held and where are they stored after employees leave?
• What is the interface between HR and Finance?
• Is a payroll service used, and if so, which one?
• Does the payroll service provide all governmental employment filings?
• Is there training of managers and employees about personnel files, and policies and procedures for accessing them?
• How is Paid Time Off documented?
• When requests for information are made to your organization, who fills the request?
• Is an HRIS system being used, and if so, which one?
Training, Development and Career Management
• Who is responsible for new employee orientation?
• What are the elements of the new employee orientation program?
• Where and to whom do new employees go when they have questions about your organization or their jobs?
• Is there a formal training program for employees and managers? If so, please describe it.
• What training and development initiatives have occurred in your organization?
• How are managers and supervisors trained and prepared for their roles?
• What is the average length of time an employee stays with your organization? Does this vary by position type?
• How much does your organization spend annually (in total and per employee) on employee training and development? Does this vary by position type?
Compensation and Benefits
Basic Compensation Questions
• Is there a formal compensation program?
• How are wages set?
• Are formal salary ranges set?
• If formal salary ranges are set, are they made public to employees?
• How are jobs rated?
• How frequently are jobs re-evaluated or updated?
• Are any salary surveys used? If so, which ones?
• Are pay ranges revised as a result of these surveys? How frequently?
• Who in your organization (what position) administers the compensation program?
• Are COLA’s given, and if so what is the basis for the COLA?
• Are merit increases given, and if so, are they integrated with performance evaluation?
• Is there a bonus system, and if so how is it structured?
• How is the compensation program and total compensation package communicated to employees?
• What are the “cultural issues” or beliefs related to compensation in your organization?
• How is employee communication regarding compensation and benefits delivered in your organization?
Health and Welfare Benefits
• Describe the health insurance program provided by your organization.
• Are dependents covered, and if so, in part or in full?
• Are domestic partners covered?
• What are the eligibility requirements for health insurance and other benefits?
• Which of the following health and wellness benefits are offered, and what are the limits and requirements for coverage?
o Dental
o Vision
o Disability
o Employee Assistance Program
o Life Insurance
o Other wellness benefits
o Flex benefit plan
o Other benefits
Pension and Retirement
• What is the pension or retirement plan?
• What is the vesting period?
• Can employees contribute?
• Can pretax dollars be put into some form of deferment plan? Paid Time Off
• What holidays are paid and who is eligible for them?
• Is there a PTO system, or is it split between vacation and sick leave? If it is straight PTO, what are the rates of accrual and caps?
• What is the vacation schedule, and how is it earned?
• What is the eligibility requirement for vacation?
• Is there a cap to limit the amount of vacation accrued?
• Are employees permitted to substitute sick leave for vacation?
• How is unused accrued vacation treated?
• Can employees contribute sick leave to other employees, and if so, what are the limits?
Performance Management And Evaluation
• Describe the past and current performance appraisal system in your organization.
• If a performance appraisal instrument is used, please attach a copy. (If the instrument differs by position, please attach all instruments.)
• What type of process is used (360o–supervisor only–peer evaluation–outcome)?
• What type of training is used in relationship to performance evaluation?
• What is the role of the supervisor/manager in performance appraisal?
• What is the focus of performance management in your organization?
• How often and consistently is the process used?
Termination And Transition
• Is your organization an “at-will” employer?
• What other causes or conditions of termination of employment exists?
• What procedures are used for
o Termination for Cause
o Job Closure
o Resignation
• What level of approval is needed before a termination can occur?
• Is there any formal checklist or legal review prior to termination?
• Are exit interviews performed for all employees who leave?
• What documentation is required for all employee transitions?
• How are references handled in your organization?
• Who is responsible for internal communications regarding difficult terminations? (i.e., communicating the termination to other employees.)
Legal Issues / Personnel Policies
• To your knowledge, are all employees appropriately classified?
• What personnel policies are currently being used? (Please attach a copy)
• When was the last time these policies were reviewed and updated?
• Is there a disparity between policies and practices?
• Who has organizational responsibility for legal or employment questions?
• Is harassment training regularly provided?
• How are employee grievances dealt with?
From India, New Delhi
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 its full potential to support the organization’s mission and objectives can be realized.
Who should conduct the audit?
The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions.
How should it be conducted?
The audit process consists of a series of questions covering the eight primary components of the HR function:
• Roles, head count, and HR information systems (HRIS)
• Recruitment
• Documentation
• Training, development, and career management
• Compensation and benefits
• Performance measurement and evaluation
• Termination and transition
• Legal issues and personnel policies
The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.
How are needed improvements identified?
Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organization’s mission).
A cautionary note: 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.
How is follow-up and correction done?
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.
Roles, Head Count, & Human Resource Information Systems (HRIS)
• How many employees are currently on staff?
• How many employees are:
o Regular
o Probationary
o Temporary
o Full Time
o Part Time
o Exempt
o Non-Exempt
• What is the definition of a part-time employee? (i.e., What is the maximum number of hours an employee can work to be considered part-time?)
• What is the minimum number of hours an employee has to work to be considered full-time?
• How long is the probationary period?
• Are employees aware of their status?
• How long can an employee be temporary?
• How many employees have supervisory responsibility?
• Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have descriptions?
• Are independent contractors used? If so, how many are being used? And, for what functions?
• Is the 21 point test for Independent Consultants being used for classification?
• Have issues related to classification of employees been raised?
Recruitment
• How did the work force get to be the current size?
• What are some of your organization’s future needs for personnel?
• What are the procedures for hiring in your organization?
• What recruitment sources are used? (e.g., advertisements, referrals from other agencies, personal contacts)
• Are current employees given appropriate consideration for promotion or lateral position changes?
• Who does the preliminary screening of candidates?
• Who selects candidates for interviews?
• Is training provided for those who conduct interviews?
• How is the recruitment, screening, and selection process documented?
• What is the interview process that is used (e.g., individual, sequential, panel)?
• Who holds final authority to hire?
• Who checks references?
• How are the reference checks documented?
• Who makes the offer of employment?
• Where is the hiring paperwork generated?
• Who negotiates compensation packages?
• List the practices you believe are unique to your organization.
• What is the turnover rate (percent of employees leaving each year) in your organization? Has this changed over time?
• Who gives references for former employees?
Documentation
• Where and with whom are the personnel files currently held?
• What documents are held in personnel files?
• How are the following documented by your organization?
o Hiring: Application, Interviewing, and Reference Checks
o Compensation and Benefits
o Transitions
o Paid Time Off
o Training
o Discipline
o Work History
o Work Assignments
o Significant accomplishments
o Emergency contact information
o Performance evaluation and performance management
o Termination
• How long are files held and where are they stored after employees leave?
• What is the interface between HR and Finance?
• Is a payroll service used, and if so, which one?
• Does the payroll service provide all governmental employment filings?
• Is there training of managers and employees about personnel files, and policies and procedures for accessing them?
• How is Paid Time Off documented?
• When requests for information are made to your organization, who fills the request?
• Is an HRIS system being used, and if so, which one?
Training, Development and Career Management
• Who is responsible for new employee orientation?
• What are the elements of the new employee orientation program?
• Where and to whom do new employees go when they have questions about your organization or their jobs?
• Is there a formal training program for employees and managers? If so, please describe it.
• What training and development initiatives have occurred in your organization?
• How are managers and supervisors trained and prepared for their roles?
• What is the average length of time an employee stays with your organization? Does this vary by position type?
• How much does your organization spend annually (in total and per employee) on employee training and development? Does this vary by position type?
Compensation and Benefits
Basic Compensation Questions
• Is there a formal compensation program?
• How are wages set?
• Are formal salary ranges set?
• If formal salary ranges are set, are they made public to employees?
• How are jobs rated?
• How frequently are jobs re-evaluated or updated?
• Are any salary surveys used? If so, which ones?
• Are pay ranges revised as a result of these surveys? How frequently?
• Who in your organization (what position) administers the compensation program?
• Are COLA’s given, and if so what is the basis for the COLA?
• Are merit increases given, and if so, are they integrated with performance evaluation?
• Is there a bonus system, and if so how is it structured?
• How is the compensation program and total compensation package communicated to employees?
• What are the “cultural issues” or beliefs related to compensation in your organization?
• How is employee communication regarding compensation and benefits delivered in your organization?
Health and Welfare Benefits
• Describe the health insurance program provided by your organization.
• Are dependents covered, and if so, in part or in full?
• Are domestic partners covered?
• What are the eligibility requirements for health insurance and other benefits?
• Which of the following health and wellness benefits are offered, and what are the limits and requirements for coverage?
o Dental
o Vision
o Disability
o Employee Assistance Program
o Life Insurance
o Other wellness benefits
o Flex benefit plan
o Other benefits
Pension and Retirement
• What is the pension or retirement plan?
• What is the vesting period?
• Can employees contribute?
• Can pretax dollars be put into some form of deferment plan? Paid Time Off
• What holidays are paid and who is eligible for them?
• Is there a PTO system, or is it split between vacation and sick leave? If it is straight PTO, what are the rates of accrual and caps?
• What is the vacation schedule, and how is it earned?
• What is the eligibility requirement for vacation?
• Is there a cap to limit the amount of vacation accrued?
• Are employees permitted to substitute sick leave for vacation?
• How is unused accrued vacation treated?
• Can employees contribute sick leave to other employees, and if so, what are the limits?
Performance Management And Evaluation
• Describe the past and current performance appraisal system in your organization.
• If a performance appraisal instrument is used, please attach a copy. (If the instrument differs by position, please attach all instruments.)
• What type of process is used (360o–supervisor only–peer evaluation–outcome)?
• What type of training is used in relationship to performance evaluation?
• What is the role of the supervisor/manager in performance appraisal?
• What is the focus of performance management in your organization?
• How often and consistently is the process used?
Termination And Transition
• Is your organization an “at-will” employer?
• What other causes or conditions of termination of employment exists?
• What procedures are used for
o Termination for Cause
o Job Closure
o Resignation
• What level of approval is needed before a termination can occur?
• Is there any formal checklist or legal review prior to termination?
• Are exit interviews performed for all employees who leave?
• What documentation is required for all employee transitions?
• How are references handled in your organization?
• Who is responsible for internal communications regarding difficult terminations? (i.e., communicating the termination to other employees.)
Legal Issues / Personnel Policies
• To your knowledge, are all employees appropriately classified?
• What personnel policies are currently being used? (Please attach a copy)
• When was the last time these policies were reviewed and updated?
• Is there a disparity between policies and practices?
• Who has organizational responsibility for legal or employment questions?
• Is harassment training regularly provided?
• How are employee grievances dealt with?
From India, New Delhi
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