The document discusses conducting a human resource audit to evaluate an organization's HRD structure. It outlines the current HRD structures used by organizations and principles for determining what structure is needed. The audit examines whether the HRD activities contribute directly or indirectly to business goals and the steps involved, including interviewing managers. The conclusion emphasizes that the HRD structure must be aligned with business needs and goals to effectively develop competencies and processes.

2. Human resource Audit
o HRD Structures
o Presented by
o Salahuddin chawhan FA14-ES-0005
o Submitted to
o Sir faraz wajidi sahib.

3. 1. HRD Structures
Table of contents
1. Introduction
2. Current structures and structural alternatives.
3. kind of structure needed.
4. Contribution of HRD activities.
5. Auditing the structure
6. Conclusion.

4. 1
Introduction
 Structure can be defined as basically an instrument or a
tool. It means to facilitate HRD. It has a distinctiveness of
assuming durability on its own and sometimes without
serving any purpose.
 Structure is hierarchy, changes, planning, negotiating,
identifying talent, evaluate talent.
 Developing HR strategies, designing and implementing
various HR systems, monitoring the position of HR
processes with business goals require the services of a full-
time professional staff. Appropriate structures are required
to manage the HR function which can be institutionalized
through departmentalization

5. 2
 Current structures and structural alternatives.
 HRD structures may be of various forms, some of these are.
 A dedicated and fully manned HRD department.
 .A corporate HRD department with HRD cells in the units or locations.
 A high-profile HRD chief with limited staff
 A HRD task force largely drawn from line managers with a HRD trained
chairman
 The CEO himself handles HRD
 The training manager handles HRD
 The personnel chief handles HRD
 HRD being handled at the corporate level by the HRD staff and at the
unit level integrated into the personnel department

6. 3.What kind of structure the
company need?
 This is the first important question to be asked in the HRD
audit.
 The important issue to be seems is given the current and
future needs of the company, what kind of HR systems and
processes are required?
 Does the organization have suitable structure to carry out
the HRD task to meet the current and future HRD needs of
the company?
 The following principles needs to kept in mind while
evaluating the structure and their capability(adequacy,
satisfactoriness).

7. 3 continue
 HRD departments have the capability like any other
department to multiply, develop or increase on its
own.(self multiplication)
 HRD departments should e high competency-based
and business-driven rather than be merely HRD
system-driven.
 It is possible to implement the HRD systems and build
up the HR processes in a corporation without a formal
HRD department.

8. 4.Do the HRD Contribute directly or indirectly to the
business organization of the corporation
 The activities should contribute the following.
 The competencies required to execute the current business
effectively and efficiently and meet business goals.
 The competencies needed to contribute the future (next 03 years
and above) and the business goals of the company.
 Building employee spur, satisfaction, commitment and
accountabilities so that the business activities are undertaken
with zeal and enthusiasm and achievement motivation. The
activities should contribute to employee satisfaction and
building morale and task commitment. The activities may deal
with any function, procurement, marketing, production,
technology, finances, product quality, management processes,
information, customer services, etc.
 Building a culture. Culture should be defined by the
organization itself.

9. 5. Auditing the strucrure
 The structure and staffing of the HRD department is
determined by the following consideration.
 The business goals of the company.
 The competencies required at all levels to achieve goals.
 The competency gaps and requirements to achieve them.
 The HRD systems and processes required to meet the
immediate competency requirements and business goals of
the company.
 The advantage of having an in-house team and task force to
manage processes as against having full- fledged HR
department.

10. 5 continue
 Through the HRD audit, the auditor attempts to answer the
following questions
 1. what looks to be suitable structure of the organization?
 2. how well defined is the current stucture?
 3. what are the most appropriate structures that can take
the organization into the future and ensure that the goals
are met?
 4. what are the strengths and weaknesses of the existing
HRD structure?
 5.what are the most appropriate elements of the existing
HRD structure?
 6. what are the steps to be taken to bring into line the HRD
structure with business goals of the company?

11. 5 continues
 The answer to above questions can come from
interview of auditors with line managers, top
management, the HRD staff and related departments.

12. 6. conclusion
 The HRD structure is very important to the organization
and deals with the task structure, role relationship,
manpower, competence, infrastructure and organizational
processes. Structure have self-multiplying tendencies.
 Answer to questions on the need of business, competency
requirements, role clarity and top management attitude,
etc., provide the inputs needed to evaluate the structure.
 The HRD audit endeavor to draw attention to the current
status, strength, weaknesses, cost-effectiveness and other
important elements of the HR structure and align it in
accordance to the business goals of the organization.