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1. HUMAN RESOURCE AUDIT, EFFICIENT TOOL TO ASSESS THE EFFECTIVENESS OF CURRENT HR ACTIVITIES ALSO GIVES INSIGHT TO ASSESS BLUEPRINT FOR THE FUTURE HR CORE ACTIVITIES AND ORGANIZATIONAL COMMITMENT TOWARDS GROWTH AND EXCELLENCE

4. NEED FOR H.R. AUDIT Top Management saw solutions to their problems, issues and challenges in HRD to face business competition and to achieve organizational goals.

5. SCOPE OF HUMAN RESOURCE AUDIT Whenever the H.R. Audit it taken up, the scope is decided. Audit need not be exhaustive, but should be focused on particular function of H.R.M. such as Training and Development, Performance Appraisal, Compensation, etc.. However, the objective and approach of H.R. Audit, more or less, remains the same, regardless of scope. What does a full HR Audit entail": 1) Legal compliance 2) Compensation/Salary Administration 3) Employment/Recruiting 4) Orientation 5) Terminations 6) Training and Development 7) Employee Relations 8) Communications 9)Files/Record Maintenance/Technology 10)Policies and procedures (including employee handbook) 11)Communications

6. APPROACH TO H.R. AUDIT out side Consultants Methods which can adopted for HR Audit Task Forces within the organization Self – directed surveys.

8. H.R. AUDIT TOPICS (AREAS) FOR INTERVIEW QUESTIONNAIRES AND RELATED ASPECTS

14. 3. GROWTH OF ORGANISATION • By INCREASING Customers • BY MERGERS • BY ACQUISITION • BY JOINT VENTURES HR ISSUES INVOLVED: • Having EXECUTIVES with BUSINESS MINDSET. - For CUTING COST on hiring PEOPLE. - For overcoming CHALLENGE in New Business. 4. BUILDING ORGANISATIONAL CAPABILITIES • Reviewing Existing Capabilities • New Capabilities. • Aligning Capabilities with Business Strategies. 5. MANAGING CHANGE • Adopting some new H.R. Practices. • Learning some New Skills and Attitudes. • Unlearning some existing skills and Attitudes. • Modifying Mindset of Executives and Employees. 6. MAKING TECHNOLOGY VIABLE • Finding out ways and means to make technology successful. 7. ATTRACTING AND RETAINING COMPETENT PEOPLE • Attracting Talented People. • Retaining them. • Utilising them suitably. 8. TRANSFORMING ORGANISATION • Creating fundamental and lasting changes.

20. MODEL OUTLINE: HR AUDIT REPORT EXECUTIVE SUMMARY CHAPTER-1 INTRODUCTION CHAPTER-2 CURRENT STATUS OF THE HRD FUNCTION; SOME FACTS. CHAPTER-3 GENERAL OBSERVATIONS CHAPTER-4 CAREER SYSTEMS CHAPTER-5 WORK PLANNING CHAPTER-6 DEVELOPMENT SYSTEM CHAPTER-7 SELF-RENEWAL SYSTEM CHAPTER-8 HRD CULTURE CHAPTER-9 HRD FUNCTION TABLE AND APPENDICES 1. INTRODUCTION (BRIEF DESCRIPTION ABOUT) • COMPANY LOCATIONS, PRODUCTS AND SERVICES, MANPOWER, TURN OVER, AND MAIN CONCERNS AND TOP MANAGEMENT. • DATE AND REASON FOR UNDERTAKING THE AUDIT. • METHODOLOGY ADOPTED FOR THE STUDY: DETAXILS OF SAMPLES, AND AUDIT METHODS USED: * Questionnaires administered, * Number of individual interviews, * level-wise records and reports examined,

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