人力资源管理自查

1、AnHRAuditDepartmentOrganizationQuestionnaireTheHumanResourcesDepartmentisstructured,organizedandequippedtoprovideoverallstrategy,directionandeffectivemanagementoftheorganization'shumanresourcesfunctiontoaccomplishorganizationalobjectives.1. Isthereonedepartmentorfunctionwithintheorganizationthat

2、isresponsibleandaccountableforplanning,establishing,overseeingandcoordinatingallhumanresourcepolicies,systemsandservicesforall11majorcategories2. Doesthesenior-levelhumanresourcesmanagerreporttothesamelevelpositionasallothermajorstaffandlinedepartmentswithintheorganization3. Doestheseniorhumanresour

3、cesmanagerparticipateinaddressingtheorganization'sstrategic,tacticalandpolicyissues4. DoestheseniorhumanresourcesmanagerintegrateallHRactivitieswiththeorganization'sstrategicbusinessplan.5. DoestheHumanResourcesdepartmentdemonstrateaclearunderstandingoforganizationalandcustomerneeds6. AreHRs

4、ervicesandfunctionsalignedandprioritizedtoorganizationalandcustomerneeds7. HasadepartmentmissionstatementbeendevelopedexplainingitspurposewithintheorganizationHasthismissionstatementbeencommunicatedtoallmanagementpersonnelHasthismissionstatementbeencommunicatedtoothercustomersthroughouttheorganizati

5、onIfso,towhomHow8. DoestheHumanResourcesdepartmenttakealeadinstrivingforamoreempoweredandparticipativeworkforce(productivityimprovement,costreduction,qualityimprovementandimprovedqualityofworklifeprograms)HasaHumanResourcesdepartmentorganizationchartbeenpublishedanddistributedIfso,towhomDoestheorgan

6、izationchartclearlydefinefunctionalresponsibilitiesandwhomcustomerscancontactforservice9. ArejobdescriptionsestablishedforallHRpersonnelstatingmajorjobobjectives,responsibilitiesandaccountabilitiesDoallHRpersonnelunderstandtheirrespectiverolesandrelationshipstoothersinthedepartment10. Aredepartmentp

7、ersonnelcross-trainedtoperformdutiesoutsidetheirmajorareasofresponsibility11. DotheyworkonteamanddepartmenttaskforceprojectsAredepartmentalpersonnelprofessionallyandtechnicallycompetent12. DotheyserveasinternalconsultantstomanagementaswellascounselorstoemployeesDoesthedepartmentstaffworkwellasateam1

8、3. AretheyreadilyaccessibletoallcustomersAredepartmentpersonnelprovidedadequatetrainingandprofessionaldevelopmenttomeetorganizationalchallengesanddemands19.IsinvolvementinprofessionalandtechnicalgroupsencouragedDoesthedepartmentsubscribetomajortechnicalandprofessionaljournalsAretheycompensatedbasedo

9、ncomparablepositionswithintheorganization22.Doesdepartmentstaffeffectivelybalanceorganizationalwithemployeeneedsandactasanintermediateforboth23.IstheHumanResourcesdepartmentresults-oriented.,measuringcost-effectivenessandthebottomlineresultsofhumanresourcesprograms)Ifso,isitattentivetothebottomlinea

10、nddoesitdemonstrateabusinessorientation24.Whatisthespanofcontrolofthetoppositionwithinthedepartments.,howmanyandwhichpositionsreporttoit)Aresupervisorsormanagersreportingtoothermid-levelmanagersHowmanyemployeesareintheHumanResourcesdepartmentWhatistheratioofHRdepartmentstafftoallemployeesservedHowdo

11、esthiscomparetothestaffinglevelsofothercomparableorganizationsofferingsimilarservices25.AreHRneedsandprogramsaccountedforintheorganization'sbudgetingprocess26.DoestheorganizationmakeplansforensuringthatHR'sfutureneedsaremet27.Onascaleofonetoseven(sevenbeingthehighestandfourbeingadequate),how

12、wouldtheHumanResourcesteamratetheoveralleffectivenessandstructureofyourHumanResourcesdepartment28.Onthesameone-to-sevenscale,howdoyouthinkotherdepartmentheadswouldratetheoveralleffectivenessandstructureoftheHRdepartmentOnthesameone-to-sevenscale,howdoyouthinktheemployeeswouldratetheoveralleffectiven

13、essandstructureoftheHRdepartmentExplanationofDepartmentOrganizationQuestionnaireForeachofthe11categories,theSelf-AuditquestionsaredesignedtoratehowwelltheHRdepartmentachievesthepurposeofthecategorydefinitionstatedatthetopofthequestionnaire:IstheHRdepartmentstructured,organizedandequippedtoprovideove

14、rallstrategy,directionandeffectivemanagementoftheorganization'shumanresourcesfunctiontoaccomplishtheorganization'sobjectivesQuestionsonethroughnineexplorehowdepartmentleadersachieveorganizationobjectives,arepartofmanagement'sstrategicplanningeffortandassistinmakingdecisionsthataffectbott

15、om-lineresults.ThesequestionsbothhelpensurethatHR'seffortsareinaccordwithcustomerneedsandsuggestwaysHRteamscantaketheleadinhelpingcustomersgetthemostoutoftheorganization'shumanresources.Questions10through26addresscommunicatingdepartmentfunctionsandservicestoallcustomers,staffobjectivesandint

16、ernalrelationships,staff'sdualroleasinternalconsultantstomanagementandcounselorstoemployees,staffcompetenceandflexibility,cross-training,balancingemployeeneedswithbusinessneedsandabottom-lineresultsorientation.Thecomponentsofquestion24alsorelatetostaffsize,structureandspanofcontrol.Industry-spec

17、ificstandardsforstaffsizeareavailablefromavarietyofprofessionalpublications,suchastheSaratogaInstitute's"HREffectivenessSurvey"andnationalandregionalstatisticscompiledbytheBureauofNationalAffairs(BNA).Anysurveysthatrelatespecificallytoyourtypeoforganizationwillmakethatbenchmarkmorecred

18、ible.Questions25and26addressresourcesandplanningtoensurethedeliveryofrequiredservices.HumanResourcesPlanning/OrganizationalDevelopmentQuestionnaireTheprocessofidentifyingandprovidingwaystofulfilltheorganization'sdevelopmentalandhumanresourceneeds.1. Isthereonepositionaccountableforreviewingtheor

19、ganization'shumanresourcesrequirements2. HowisthisreviewcarriedoutFormally/informally(pleasedescribe)3. Howoftenisthisanalysisupdated.,yearly,everytwoyears,threeyearsormore)4. DoyourprojectedneedsincludethefollowingconsiderationsAvailabilityofoutsideworkforcedemographics(age,sex,minorityclassifi

20、cation,education,skillslevel,occupations,etc.)Anticipatedchangedinyourorganizationstechnology,processes,products/servicesandmarkets.Personnelneedsthesechangeswillrequire.newskills,education,knowledgeandabilities).5. Whichsourcesoutsidetheorganizationprovidethesedemographics6. Whatsourceswithintheorg

21、anizationprovidedthisinformation7. TowhomaretheseprojectionscommunicatedHowoftenHowfarintothefuture8. IsthereonepositionaccountableforreviewingandassessingtheHRdepartment'sskills,education,interestsandneeds9. Howisthisassessmentcarriedout(formallyorinformally)(Pleasedescribe.)10. Howoftenisthisa

22、ssessmentupdated.yearly,everytwoyears,threeormoreyears)11. TowhomarethisassessmentandanyprojectionscommunicatedHowoftenHowfarintothefutureArethisassessmentandprojectionsusedfortraininganddevelopment12. Arethisassessmentandprojections(workforcerequirements)usedforcareerplanning(matchingorganizational

23、andindividualskills,abilitiesandneeds)14.Isthereaformalcareerplanningprocessinplace15.Isthereacareercounselingsystemtoidentifyindividualskills,interestsandneeds,andwhichoffersinplacementand/ordevelopmentalassistance16.Arehigh-potentialemployeesidentifiedforkeypositionsIfyes,isthereasuccessionplantot

24、argethighpotentialemployees17.Arehumanresourceprojections.,numbers,jobclassifications,skills,knowledge,abilityandeducationlevels)identifiedintherecruitmentplanHowfarintothefuture18.Ifthehumanresourcesplancallsforrestructuringordownsizing,aretherestrategiessettodealwithdisplacedemployeesIsoutplacemen

25、tassistanceofferedAretherestrategiestosupportremainingemployees19.Arethehumanresourcesprojectionsapartoftheorganization'sbudgetingprocess20.Doestheorganizationhaveplansforensuringitsdevelopmentandhumanresourceneedsaremet21.Onascaleofonetoseven(sevenbeinghighandfourbeingadequate),howdoyouthinkthe

26、HRstaffratesthehumanresourcesplanning/organizationaldevelopmentprocess22.Onthesameone-tosevenscale,howdoyouthinkotherdepartmentswouldratethehumanresourcesplanningandorganizationaldevelopmentprocessnowinplaceExplanationofHumanResourcesPlanning/OrganizationalDevelopmentQuestionnaireAffirmativeanswerst

27、oallthequestionsinthissectionmeanstheorganization'sdevelopmentandhumanresourceneedsarebeingmet.Theemphasisisonconnectingorganizationaldevelopmentandworkforceneedprojectionswithinternalandexternalworkforceskills.Questionsonethroughsevendealwithinfluencesontheplanningprocess)changingworkforce,mark

28、etsandcustomers,products,services,technology/skillsbaseandidentificationofexternalsupply).Questionseightthrough17dealwithinternalassessmentandavailabilityofthesesameconsiderations:organizationaldevelopmentactivitiesinmanagementdevelopment,training,careerandsuccessionplanningtosatisfyworkforcedemands

29、withintheorganizations.Iftheinternallaborsupplyisgreaterthantheneed,thenthetougherissuesofresourcereallocationhavetobeaddressed(questions18and19).Humanresourcesplanningisparticularlyimportantforemerging,rapid-growthandhightechbusinesses.Maturebusinessesinneedofnewproducts,services,markets,acquisitio

30、nsordivestituresmustalsoplantoidentify,attractorreallocatethetalentnecessaryforrevitalizationandcontinuedcompetition.Here'salittlepieceofinformationaboutthattechnologicalrevolution,aheadlinefromanarticlereportingonastudybyWorldwatchInstitutebackin1980:MicroElectronicsSeenProducingSweepingIndustr

31、ialChange.That'scertainlyoldnewsaboutthefuture,butthere'sareasontogobacktothisstorytoremindustheytolduswhatwasgoingtohappen.Mostofusjustdidn'tpayattention.RecruitmentandSelectionQuestionnaireTheprocessprovidingtimelyrecruitment,selectionandplacementofhigh-qualityemployeestosatisfytheorga

32、nization'sstaffingrequirements.1.Isthereapolicyinplacestatingtheorganization'sphilosophyonrecruitmentandselectionDoesthepolicycontainprocedurestoguidemanagersthroughtherecruitmentandselectionprocessanddescribehowtogethelp2.Isthereonepositionwithintheorganizationaccountableforoverseeingandcoo

33、rdinatingrecruitmentandplacementRECRUITMENT3. IsthereaformalprocessinplaceforidentifyingjobvacanciesBrieflydescribetheprocessfromneedsidentificationthroughfinalapprovalauthorization.4. Isrecruitmentdoneproactivelyfromaplanningmode.,projectedworkforceplan)aswellasreactivelytoimmediatereplacementandne

34、wjobopeningsIsrecruitmentlinkedtohumanresourcesplanning(projectedworkforcerequirements)5. IsajobanalysisconductedforeachpositionDoesthejobanalysisaccompanythehiringauthorizationDoesthejobanalysisaccuratelyidentifythekeyobjectivesandresponsibilitiesofthepositionDoesthejobanalysisaccuratelyidentifythe

35、essentialcando'skillsneeded.,skills,abilities,knowledge,educationandexperience)Doesthejobanalysisaccuratelyidentifytheessentialwilldo'skillsneeded.,leadership,interpersonal,entrepreneurial,communicationandgoodattitude)Isconsiderationgiventointernalcandidatesforallorsomejobopeningsbeforeoutsi

36、derecruitmentbeginsIfsomepositionsaredeterminedtobefilledfromwithin,howisthisdeterminationmade6. IsthereaformaljobpostingprocedureinplaceIfso,doesthejobpostingcontainthejobobjectives,needsandrequirementscitedinthejobanalysis(#6above)7. Arerecruitmentstrategies(methodstoobtainqualifiedcandidates)setb

37、eforeactiverecruitmentbeginsWhoparticipatesinthestrategydevelopmentDoesthisstrategyincludeaffirmativeactionanddiversityneeds8. Whatkindofrecruitingsourcesdoesyourorganizationuseandforwhatpositions:NewspapersourcesProfessionaljournals/periodicalsCollegerecruitingSpecialeventsrecruitment.,jobfairsande

38、xpos)Communityreferralagencies.,stateemploymentandtrainingoffices)"Quasi-search"methods.,hourlyratepaidtorecruitingprofessionalsfortargetingcandidatesourcingoruseofprofessionalcandidateresearchers)EmployeereferralInternalcomputerizedapplicantdatabaseProfessionalnetworking.,associations)Dir

39、ectmailrecruitmentPersonalnetworks.,localcompetitors,customers,suppliers,outplacementfirmsorindustryresearch)Ifso,pleasegiveexamples:9. DoesyourorganizationmeasuretheeffectivenessaswellasthecostsoftheserecruitingsourcesTowhomaretheseperformancemeasuresandrecruitingcostscommunicatedSELECTION10. Doest

40、heHRdepartmentperformallinitialscreeningofcandidatesArecandidatetelephoneinterviews,teleconferencingorvideoscreeningconductedbeforepersonalinterviews11. Howmanycandidatesaretypicallyinterviewedbeforefillingapositionandatwhatlevels12. WhoparticipatesintheinterviewandatwhatintervalsHowmanypeoplearetyp

41、icallyinvolvedintheinterviewingprocessArepanelinterviewsusedWhomakesthefinalhiringdecision13. Arehiringmanagerstrainedinobjectiveselection.,interviewingtechniques,position-relatedquestionsandlegalimplications)14. ArereferencechecksconductedonallcandidatesWhoperformsthereferencechecksAretheyprofessio

42、nallyvalidated20.Aredrugtestsadministeredtoallnewemployeesasaconditionforhire21.DoestheorganizationcomparethenumberofjobopeningsandworkforceprojectionswiththeHRdepartment'srecruitmentandselectioncapacityArepeakandlowhiringcyclesidentified22.Hastheorganizationexaminedorevaluatedanyofthefollowinga

43、lternativestosatisfyingworkforcerequirements:ProjectorcontractoutsourcingTemporaryplacementInternaltemporaryplacementpoolPart-timeemploymentandjobsharing23.Areallemploymentcostsaccountedforintheorganization'sbudget24.Onascaleofonetoseven(sevenbeingthehighestandfourbeingadequate),howdoyouthinkthe

44、HRteamwouldratetheeffectivenessoftherecruitmentandselectionprocess25.Onthesameone-to-sevenscale,howdoyouthinkdepartmentswouldratetheeffectivenessoftherecruitmentandselectionprocessExplanationofRecruitmentandSelectionQuestionnaireThepurposeoftheRecruitmentandSelectionquestionsistoimprovecriticalstaff

45、ingneedsinatimelymannerandwithqualitycandidates.Questionsthreethrough12examinehowthecompanyattractsjobcandidates.Questiontendealswithfindingcandidates.Cost-benefitanalysesofallhiringsources(questions11and12)willtellyouwheretoplaceyourrecruitingenergiesandfinancialresources.Questionsontheselectionpro

46、cess(13to20)maybemoreimportanttogovernmentagenciesandcontractorsbecauseofhighlyregulatedselectioncriteria,affirmativeactionanddiversityimplications.Fiscalconstraintsandregionalpreferencesmayalsorestrictgovernmentstaffingprofessionalstothemostinexpensivesources,regardlessoftheirresults.Whatmakesasucc

47、essfulmanageristheabilitytoinfluencepositivebehaviorandtohirethebesttalent.HRprofessionalcounseling,guidanceandtrainingoneffectiveinterviewingandselectionareessentialtohelpmanagersmaketherighthiringdecisions.Itisalsoessentialthattheselectioncriteriabeequallyandconsistentlyappliedtoallapplicants.Comp

48、anies'effortstoreduceboththeirworkforceandtheirfixedlaborcostshaveresultedinlesscostlywaystosatisfyworkforcerequirements.Theseincludeoutsourcingandtemporaryworkers,whichtransfercostsonavariablebasis.ThisiswhyManpower,Inc.hasbecomethelargestemployerinthe.today.Ifyourorganizationusesthesemethods,b

49、eawareofpossiblelong-termqualityproblemsresultingfromreducedcommitmentandlackofcompanypride.CompensationQuestionnaireAsystemofevaluatingjobsandcompensatingemployeestoensurethattheorganizationattracts,retainsandmotivatesemployeestoaccomplishorganizationalobjectives.1.Doestheorganizationhaveapolicycle

50、arlystatingitspositiononemployeecompensationIsthispolicylinkedtotheorganization'smanagementphilosophyoncompensatingemployees,anddoesitreinforcethevaluesoftheorganizationIstheorganization'scompensationphilosophyclearlycommunicatedtoallemployeesIsitclearlysupportedandmonitoredbymanagement2.Doe

51、sthecompensationpolicycontainprocedurestoguidemanagersonhowtoimplementthecompensationsystem3.Isthereonepositionwithintheorganizationaccountableforoverseeingandcoordinatingallcompensation-relatedactivities(jobevaluation,jobclassifications,jobdescriptions,salaryadministration,performanceappraisalandco

52、mpliancewithallgovernmentalpayregulations,includingFSLA,ADA,compensabletimeandEEOregulations)4.IsthereaprocessforkeepingtheorganizationawareofcompensationpaidforcomparablejobfunctionsintheregionCompensationpaidtocomparableexemptjobfunctionsnationwideCompensationpaidtocomparableexemptjobfunctionsindu

53、stry-wideHowfrequentlyaretheremarketstudiesperformed5.IsyourpayplaninagreementwiththecompensationphilosophyoftheorganizationArepayrangeswideenoughsoasnottoforceverticalpaygrowthArepayrangeswideenoughandproceduresavailabletorewardadditionalknowledge,skills,abilitiesandresponsibilitiesandencouragelate

54、ralcareergrowthDotheintervalsbetweenrangesclearlydefinethedifferencesinpositionsassignedtothosepayrangesArepaydifferencesgreatenoughtoensurethatasubordinateisnotpaidmorethanhisorhersupervisor,includingovertimepayments6.Arealljobsclassifiedusingaconsistentjobanalysis7.Arealljobclassificationsreviewed

55、forgenderandminorityequityAreallcomparablejobsreviewedforpossibleevidenceofuneventreatmentforfemalesorminorities8. DoesyourorganizationhaveanemployeeperformanceappraisalsystemDoestheperformanceappraisalestablishclearobjectives,expectationsandperformancemeasurementcriterialinkedtothatspecificjobDoest

56、heperformanceappraisalprovideobjective,interactiveandmeaningfulfeedbackonperformanceDoperformanceobjectivesclearlysupportdepartmentalandorganizationalobjectivesAretheseobjectivesandmeasurementcriteriadiscussedwiththeindividualbeingappraisedDotheemployeeshaveclearanddirectcontrolovertheoutcomeoftheir

57、appraisalsDoperformanceappraisalsreflectanemployee'spositivebehavior,aswellasresultsDoperformanceappraisalsincludeawrittenplantoimproveemployees'knowledgeandskillsArepayplanslinkedtorewardsformeasuredperformanceIstheperformancerating/payadjustmentreviewedbysomeoneinapositionhigherthanthatoft

58、heraterbeforediscussionwiththeemployeeandimplementation9. Doesyourorganizationhaveapay-for-performance(merit-based)systemDoesitworkasintended,orisitatoolforcompensationadjustmentDoesanoutstandingperformancemeritanoutstandingrewardArecompensationincreasesbudgetedthroughouttheorganizationandareguideli

59、nesfordistributionclearlycommunicatedArerangesandlimitsclearlydefined.,payincrementslinkedtoperformancemeasures)Isdistributionofcompensationamongdepartmentsreviewedbymanagementforconsistencyandequitybeforeawardingincreases10. Areotherperformancecompensationawards(resultssharing)appropriateandinplaceProfit-sharingawardsbasedonorganization-wideprofitability.Specialrecognitionawards,.,bonusesformeetingacombinationofresultscriteria,includingdepartmentcontributionperformance,maj