The HR audit examines all aspects of an organization's HR functions through a series of questions. It identifies strengths and weaknesses to improve the HR system. An internal or external team gathers information in key areas like recruitment, compensation, training, benefits and policies. The audit compares practices to documentation to find gaps. Recommendations are made and an action plan develops solutions for issues identified. The goal is continuous evaluation and enhancement of HR's contribution to business objectives.

1. HR AUDIT

2. Like any other function, the
performance and contribution of
HR should be audited regularly.
The questions to which answers
should be obtained are:

3. • 1.What strategic contribution is being made by HR to the achievement
of business/corporate objectives?
2.To what extent are there well‑articulated and agreed HR strategies
which are aligned to the business strategy and which are integrated
with one another?
3.What role does HR currently play? Is this role appropriate in the
context of the organization?
4.To what extent has the responsibility for HR issues been devolved to
the management?
5.How well does HR reconcile the need for devolution with the need to
ensure that organizational, ethical and legal obligations and
requirements are being mf consistently?
6.What evidence exists that HR is being innovative in a practical and
business way, based on an analysis of the business and people needs
of the organizational and benchmarking?

4. • 7.How well is HR performing by reference to quantitative measures
such as added value per employee, absenteeism and attrition?
8.How well is HR performing in terms of service delivery in fields such
as recruitment, training, reward management, health and safety, the
management of equal opportunity and diversity, advice on employment
law and legal obligations, the provision of employee assistance
programmes and the maintenance and use of personnel information
systems?
9.To what extent does HR express proper concern for ethical
considerations, the interests of all stakeholders (employees as well as
management), enhancing the quality of working life and achieving a
satisfactory work/life balance?
10.What ' contribution has HR made to the improvement of the
employee relations climate?
11.How well is HR regarded by its customers ‑ management, line
managers, employees generally, employee representatives, as
measured by formal assessments or opinion surveys?
12.Is the HR function well‑organized and properly staffed with qualified
professionals who are actively concerned with continuous professional
development?

5. DEFINITION-HR 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

6. PURPOSE-HR AUDIT
 The purpose of the audit is to reveal the strengths and
weaknesses in the 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.

7. 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. or you may
use an external consultant to assist.

8. How should it be conducted?
• The audit process consists of a series of questions covering the eight
primary components of the HR
function:
1. Roles, head count, and HR information systems (HRIS)
2. Recruitment
3. Documentation
4. Training, development, and career management
5. Compensation and benefits
6. Performance measurement and evaluation
7. Termination and transition
8. Legal issues and personnel policies
9. Health / Welfare systems
10.Employee Relations
11. Safety
12. Resourcing

9. • PLUS ANY OTHER ITEMS PERTAINING TO OUR
ORGANIZATION
• 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.

10. 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).

11. 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.

12. HR Audit –section wise
• HR Audit takes care of every functions of HR like
 HRIS
 Recruitement
 Documentation
 Training, Development and Career Management
 Compensation and Benefits
 Health / Welfare systems
 Employee Relations
 Safety
 Resourcing
 Performance Management and evaluation

13.  1.Roles, Head Count, & Human Resource Information Systems
(HRIS)
§ How many employees are currently on staff?
§ How many employees are:
- Regular
- Probationary
- Temporary
- Full Time
- Part Time
- Exempt
- Non-Exempt

14. • § 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 point test for Independent Consultants being used for
classification?
§ Have issues related to classification of employees been
raised?

15. 2.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?

16. 2 .Recruitement
• § 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?

17. 3.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?
- Hiring: Application, Interviewing,
and Reference Checks
- Compensation and Benefits
- Transitions
- Paid Time Off
- Training
- Discipline
- Work History
- Work Assignments
- Significant accomplishments
- Emergency contact informdation
- Performance evaluation and performance management
- Termination

18. 3.Documentation…
• § 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?

19. 4.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?

20. 5.Compensation and Benefits
• 5a.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?

21. 5 Compensation and Benefits
• 5bHealth 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?
requirements for coverage?
- Dental
- Vision
- Disability
- Employee Assistance Program
- Life Insurance
- Other wellness benefits
- Flex benefit plan
- Other benefits

22. 5 Compensation and Benefits
• 5 c.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?

23. 5 Compensation and Benefits
• 5 d.Paid Time Off [ PTO]
• § 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?

24. 6.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?

25. 7.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
- Termination for Cause
- Job Closure
- 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.)

26. 8.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?

27. 9. Health / Welfare systems
10.Employee Relations
11. Safety
12. Resourcing