Auditing the HR function


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  • For HR professionals, the effective management of knowledge workers will be crucial for success in a knowledge economy. The specialization of knowledge will require HR professionals to have an extremely detailed understanding of both the business and the labor pool in order to source talent, while the expansion of both global markets and the global labor pool of knowledge workers will lead to a much wider range of choices in sourcing knowledge workers. An understanding of the implications of these choices will be imperative. Overall, the management of skills at both the organizational and national levels may become more difficult, as the financial and societal costs of getting it wrong-skills shortages or, in some cases, unemployment or underemployment-grow more serious. Click here for the full story. Knowledge Work and Productivity A better understanding of what contributes to productivity in the knowledge economy is likely to drive business strategy in general and human resource strategies in particular. Though much has been made of the importance of technology and knowledge management processes in boosting productivity, the importance of knowledge networks and collaboration in driving innovation may lead to a new appreciation of effective human resource management strategies in a few key areas—in supporting creativity, in leveraging existing knowledge and in acquiring new knowledge. The idea of the knowledge economy is driven by the belief that knowledge is the most important factor in sustaining competitive advantage at both the organizational and national levels. Of course, knowledge originates from human capital, making the transition to the knowledge economy a major shift in both the work and the strategic value of the HR function. This shift and its implications are complex, and the debate over how these issues will impact the U.S. and global economy is ongoing. There are, however, several issues that economists, technologists and political analysts seem agree on. First, global competition is likely to only grow more intense as emerging nations such as India and China join the knowledge economy. Second, productivity is increasingly supported by collaborative knowledge networks that are supported by information and communications technology (ICT). And finally, the successful management of knowledge workers, wherever they are located, will be a key factor in determining business success. Clearly, the importance of learning and education is heightened in a knowledge economy. Each of the factors above is linked to a greater or lesser degree to education and learning. For example, increased global competition and a global market mean that the skills bar is constantly being raised. With countries competing on the basis of the knowledge and skills of their workforce, education policy takes on a new significance. Collaborative knowledge networks and the ideas and businesses they produce often develop around universities and other centers of learning. And management of knowledge workers who compete at the individual level on the basis of their knowledge and skills means the need to create opportunities for learning is ongoing. Click here for details.
  • Auditing the HR function

    1. 1. AUDITING HUMAN RESOURCESDr Sorab Sadri and Prof. JayashreeSadri
    2. 2. Why Conduct an HR Audit?Routine check-up (uncover any conditions you mayhave and set up a treatment plan)Determine how you can best align HR operationswith organizational goalsEnsure compliance with federal and state regulations
    3. 3. Aspects of HR AuditIComplianceIssues
    4. 4. HR Emerging IssuesExecutive management ethicsSkyrocketing healthcare costsHR outsourcingBaby boomer exodus – labor shortage, aging anddiverse workforceKnowledge work – managing knowledge workers
    5. 5. Typically Out of ScopePayrollSafety and HealthWorkers CompensationRetirement PlansHealth Insurance PlansDeferred Compensation ProgramsUnemployment
    6. 6. HR Department Basics
    7. 7. Strategic ManagementStrategic PlanOperational PlanHR Performance ManagementHR BudgetLegislative/Regulatory Environment
    8. 8. Key Administrative AdvisorsPeople resourcesMonetary resourcesTechnology resources
    9. 9. HR is Strategic Partner when:HR leader has/is:strong knowledge of HR roles and functions, businessstrategy and operationsperceived as a credible advisor by his/her peers andexecutive management.Top HR position is organizationally on the samelevel as other program directors andadministrative directorsHR Dept. is viewed as approachable and trustedto provide accurate information.
    10. 10. HR is Strategic Partner when:HR Dept. is part of a network of HR Depts. inpeer organizations that share experiences,strategize regarding common problems, and stayabreast of latest HR trends and developments.Strategic HR plan is closely linked to overallstrategic plan.Performance assessment of HR programs,including key metrics, is routinely completed.
    11. 11. Department Structure & StaffCompetenciesHR Organizational ChartHR Staff Competencies
    12. 12. HR Competencies
    13. 13. HR FacilitiesPhysical facilities of the HR departmentReception of job candidatesLegal and other employment noticesPrivate areas for interviews and employeeconsultationsHR convenient to employeesEasy access to HR employee for questions
    14. 14. HR Technology & InformationControlHRISInformation Management Processes
    15. 15. Key HR Risk Areas
    16. 16. Workforce Planning & EmploymentWorkforce Needs DeterminationOrganizational DesignRecruiting ProgramsSelection ProcessContractor ManagementSuccession PlanningTurnover and Employee RelationsRegulations ComplianceFraud
    17. 17. HR DevelopmentTraining Needs AssessmentNew Employee TrainingTechnical TrainingSupervisory TrainingTraining AssessmentEmployee CoachingPerformance AppraisalCounselingDiscipline
    18. 18. Total RewardsCompensation PhilosophyJob DocumentationMarket AnalysisSalary Structure DevelopmentJob EvaluationSalary AdministrationFLSA Determination & OvertimeBenefits AdministrationPayroll
    19. 19. Employee & Labor RelationsPolicies and ProceduresEmployee Attitude SurveysEmployment RecordsEmployee Compliant and Grievance ProcessLabor Relations
    20. 20. Risk ManagementSafety & Health
    21. 21. Outsourcing and Co-sourcingNeeds AssessmentVendor Selection ProcessVendor Management