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1、编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第29页 共29页An HR Audit Department 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
2、objectives.1. Is there one department 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
3、 to the same level position as all 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
4、 the organizations strategic business 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 develop
5、ed explaining its purpose within 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
6、 for a more empowered and participative 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 de
7、fine functional responsibilities 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 depa
8、rtment? 12. Are department personnel 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 managem
9、ent as well as counselors to employees? 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 profe
10、ssional and technical groups encouraged? 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 acc
11、ording to market standards? Are they 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-ef
12、fectiveness and the bottom line results 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
13、 or managers reporting to other mid-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 an
14、d programs accounted for in the organizations 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 st
15、ructure of your Human Resources department? 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 str
16、ucture of the HR department?Explanation 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 struct
17、ured, organized and equipped to provide 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 st
18、rategic planning effort and assist 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. Question
19、s 10 through 26 address communicating 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 b
20、usiness needs and a bottom-line results 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 a
21、nd national and regional statistics 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 Resourc
22、es Planning/Organizational Development 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?
23、 Formally/informally? (please describe)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 lev
24、el, occupations, etc.) Anticipated 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 source
25、s within the organization provided 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 (fo
26、rmally or informally)? (Please describe.) 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 d
27、evelopment? 13. Are this assessment 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, i
28、nterests and needs, and which offers 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, knowl
29、edge, ability and education levels) 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 remain
30、ing employees?19. Are the human resources 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
31、staff rates the human resources planning/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 Deve
32、lopment Questionnaire Affirmative 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 on
33、e through seven deal with influences 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: organiza
34、tional development activities in 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).
35、 Human resources planning is particularly 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
36、competition. Heres a little piece 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 g
37、o back to this story to remind us 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 th
38、ere a policy in place stating the 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 coo
39、rdinating recruitment and placement? 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
40、) as well as reactively to immediate 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 ide
41、ntify the key objectives and responsibilities 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,
42、 interpersonal, entrepreneurial, 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 postin
43、g procedure in place? If so, does 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 th
44、is strategy include affirmative action 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 agenc
45、ies (e.g., state employment and training 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., asso
46、ciations)? Direct mail recruitment? 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 per
47、formance measures and recruiting 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 be
48、fore filling a position and at what 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 a