HR Audit

Start to End..."The unexamined work life is not worth living."

The things that get measured gets managed

Socrates (469-399 BC)

Kaplan (2000)

What ?... An HRD Audit is like an annual health check-up, it plays a vital role in instilling a sense of confidence in the Management and the HR functions of an organisation.

What is HRD Audit?... HRD Audit is a comprehensive evaluation of the existing HRD Structure, Strategies, Systems, Styles, Skills / Competencies &Culture

and their appropriateness to achieve the short-term and long-term goals of the organisation.

HR Audit

The Human Resources Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organizations HR functions.

An audit is a means by which an organization can measure where it currently stands and determine what it has to accomplish to improve its human resources function.

How ?...In HRD Audit the skills, styles, systems, strategies, structure is studied and analysed using a variety of methodologies like

interviews, (Individual and group, Top Management, Line Managers, HRD Staff, Workmen and others)questionnaires, observations, available records, workshops etc.

This evaluation helps the organisation have a clear understanding of the lacunae and better align the HR processes with business goals.

Why ?... Organisations undertake HR audits for many reasons :

To make the HR function business-driven.Change of leadership.To take stock of things & to improve HRD for expanding, diversifying, & entering into a fast growth phase.For growth & diversification.For promoting professionalism among employees & to switch over to professional Management.To find out the reasons for low productivity & improve HRD strategies.Dissatisfaction with a particular component.To become employer of choice.

To insure the effective utilization of an organizations human resources.To review compliance with a myriad of administrative regulations.To install a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges.To maintain or enhance the organizations and the departments reputation in the community.To perform a "due diligence" review for shareholders or potential investors/owners.

Role of HRD Audit in Business Improvements

HRD audit is cost effective.

It can give many insights into a company's affairs.

It could get the top management to think in terms of strategic and long term business plans.

Changes in the styles of top management

Role clarity of HRD Department and the role of line managers in HRD

Improvements in HRD systems

Increased focus on human resources and human competencies

Better recruitment policies and more professional staff

More planning and more cost effective training

Strengthening accountabilities through appraisal systems and other mechanismsRole of HRD Audit in Business Improvements

Role of HRD Audit in Business ImprovementsIt helps to find out the proper contribution of the HR department towards the organization. Development of the professional image of the HR department of the organization. Motivation of the HR personnel. Find out the problems and solve them smoothly. Provides timely legal requirement. Sound Performance Appraisal Systems. Systematic job analysis. Smooth adoption of the changing mindset.

The audit processPre-Audit InformationPre audit self assessmentOn-site reviewRecords reviewAudit report

Scope of auditAudit of all the HR function. Audit of managerial compliance of personnel policies, procedures and legal provisions. Audit of corporate strategy regarding HR planning, staffing, IRs, remuneration and other HR activities. Audit of the HR climate on employee motivation, morale and job satisfaction.

HRD Score Card This model is based on the assumption that: Competent and committed employees are needed to provide quality products & services at competitive rates & ways that enhance customer satisfaction.

HRD Score CardThese four indices consist of the four pillars of HRD effectiveness. All the four dimensions are assessed using following ten point rating system. A* Highest Score and Highest Maturity Level A Very High Maturity level B* High Maturity Level B Moderately High Maturity Level C* Moderate Maturity Level C Moderately low Maturity level D* Low Maturity Level D Very low Maturity level F Not at all present U Ungraded

Name of the OrganisationABCHRD System Maturity GradeHRD Competence ScoreHRD Culture GradeBusiness Linkage GradeOverall HRD Maturity ratingB*CB*BB*CB*B

Components to be audited

HRD Systems Maturity The HRD systems maturity assesses the extent to which various HRD subsystems and tools are well designed & are being implemented.

The systems should be appropriate and relevant to business goals.

It should focus on current and future needs of the corporation.

The HRD strategies and systems should flow from the corporate strategies.

HRD Systems MaturityThe systems should be well designed and should have a structural maturity.They should be implemented well. The employees should be taking them seriously implemented well. The employees should be taking them seriously and follow meticulously what has been envisaged in each system. The overheads of implementation should be low. The subsystems should be well integrated and should have internal synergy. They should be adequate and should take care of the HRD requirements of the organisation.

HRD Systems MaturityThe following subsystems are assessed and depending upon the extent to which they meet the requirements a score is assigned.

Manpower planning and recruitment

Performance Management Systems

Feedback and Coaching Mechanisms

Training

Career development and Succession planning

HRD Systems MaturityJob-rotation

OD Interventions

HR Information systems

Worker Development methods and systems

HR Information Systems

Potential Appraisal and Development Other subsystems if any

HRD Competencies in the Corporation This dimension indicates the extent to which HRD competencies are well developed in the organisation.

The HRD Staff

The Top Management

Line managers and Supervisory Staff

Union and Association leaders

Workmen, Operators and Grass root level employees

HRD Competencies in the CorporationEach of the groups is assessed on :

The level of HRD skills they possess

Their attitudes and support to learning and their own development

Extent to which they facilitate learning among others in the corporation and those who work with them.

Their attitudes and support to HRD function and systems

Internal efficiency of the HRD function (HRD Department)

HRD StaffHow professionally qualified are they?

Do they seem to demonstrate adequate knowledge base? Are adequately trained in the appropriate HRD systems? Are they sensitive to internal customer requirements?

How good is their skill base in implementing various systems?

Do they demonstrate OCTAPACE values?

Are they quality conscious?

HRD Staff

Are they familiar with the business goals of the corporation?

Are they cost conscious?

Are they empathetic?

Do they spend adequate time trying to understand the requirements of all categories of employees?

Top ManagementDo they understand HRD and its significance in achieving business goals? How supportive are they of HRD interventions and values? Are their leadership styles facilitative of a learning culture? Are they willing to give the time needed for HRD? How well do they subscribe to the HRD values like the OCTAPACE values? How well do they practice HRD values. How committed are they to create a learning culture in the organisation? Do they invest their time, effort and energies in employee development?

Line Managers and Supervisory StaffHow much do they understand the significance of HRD?

Are they interested and motivated to develop themselves? Are they willing to spend their time and effort in developing their subordinates?

How supportive are they of HRD efforts?

Do they have listening and other skills required facilitating development of their juniors?

Union and Association LeadersHow much developmental role are they playing?

Do they see their own role in HRD?

Are they committed to create a learning organisation? Are they willing to promote employee development? Are they positive in their approach and perceive their own roles a supportive of organisation building?

Do they perceive the significance of Employee development for organisation building?

HRD FunctionAdequacy of manpower Appropriateness of the structure Cost consciousness of staff Quality consciousness of the HRD staff Responsiveness of the HRD department to the needs of employees, Managers, Staff, Workmen, Union Leaders? Level of Internal customer satisfaction Internal operational efficiency of the department? Level of internal synergy among staff? Are they the first to implement HRD systems? Do they implement them in an exemplary way?

HRD Competencies in the Corporation A HRD Competency maturity core is assigned on the basis of the competency levels of all categories.

A* = All categories of employees have extremely high competence base in HRD (knowledge, attitudes, values and skills) and the HRD department has a high internal efficiency and satisfaction levels.B = The competence levels of every group is at an acceptable level and the internal efficiency of the HRD department and the internal customer satisfaction are acceptable levels.D = The competencies of more than one group are below acceptable levels and/or the HRD department is not internally efficient and does not meet the requirements of the minimum internal customer satisfaction.F = Total failure on almost

HRD Styles, Culture and ValuesThe extent to which the leadership and managerial styles are empowering and competence building is assessed by studying the leadership and supervisory styles.

The extent to which the HRD culture and values are practised and stabilised in the corporation are measured.

The HRD culture is culture that promotes Human potential development. It is also a culture that promotes a learning organisation.

Business Relevance of HRDThis score indicates the extent to which HRD efforts (tools, processes, culture etc.) are driven to achieve business goals. The business goals includes:Business Excellence including profitability and other outcomes the organization is expected to achieve; Internal operational efficiencies; Internal Customer satisfaction; External Customer satisfaction; Employee motivation and commitment; Cost effectiveness and cost consciousness among employees; Quality orientation;

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Thank You

HRD Audit v/s PCMM System...HRD AuditPCMMFocus is on People & HR practices

Aims at evaluating & improving HRD competencies in any organisation.Aims at improving workforce practices in software industry.

Based on Quality, TQM & processimprovement models.Based on HRD - HRD strategies, structure, competencies, styles, & culture & takes into consideration Quality concerns & OD

Does not believe that organisation could be classified into any stage or level, assumes that any organisationcould be assessed on a 10 - pointmaturity scale on any givendimension.

Conceptualises the organisation as passing through 5 maturity levels, one superior to the other & describes process areas of each level.

PCMM Maturity Framework... Level 4Predictable Level 3Defined Level 5OptimizingCompetency ManagementCapability ManagementEmpowered & measured practices Level 2ManagedCompetencybased practicesContinuously Improving practicesPeople ManagementLevel 1Initial

What is involved in Good HRD?...Top Management Philosophy and understanding

Competent HR Staff and Department

Line Manager Attitudes

Union and Employee Support

Use of appropriate Systems

Periodic Renewal Exercises

Business relevance of HRD systems and Practices

Methodology of HRD AuditExamines long term and short term plans and vision to assess Competency requirements

Identifies broad competency requirements for future Business Goals

Examines the existing HRD strategies, systems and practices and assess their appropriateness to have the required competencies

Examines the adequacies and inadequacies of HRD structure, staff and their competencies, line managers and their attitudes, top management and their support, unions and their role in competence building for future

Suggests mechanisms for improving all these in the business context

The HRD Scorecard is a measure of the HRD maturity level of an organization. The scorecard is based on the following assumptions and takes into consideration the research based understanding gained in the last few decades regarding HRD. The maturity level of HRD in an organization is indicated by the following factors: - HRD Systems Maturity - HRD Competencies of the Employees including the HR Department - HRD Culture of the Organization - HRD Influence on the Business Goals or Business Linkages of HRD. This model is based on the assumption that:- Competent and motivated employees are needed to provide quality products and services at competitive rates and ways that enhance customer satisfaction. - HRD Systems Maturity Score: Competencies and commitment can be developed through appropriate HRD mechanisms (tools and systems). In a HRD Mature organization there will be well-developed HRD systems and HRD systems Maturity can be measured through HRD audit. - HRD Competence Score: HRD Competencies of the HRD department and the line managers play a significant role in implementing the systems and processes in ways that could ensure employee satisfaction, competence building and customer satisfaction linkages. The competencies of the staff and the other employees can be measured in terms of an index. - The HRD Culture: values and processes created by the HRD tools, staff and their styles also play a crucial role in building sustainable competencies in the organization. These need to be measured and monitored. It is possible in some corporations (for example small corporations) to have very little of HR systems and yet have a high level of HR competencies and HR culture. In the traditional family owned organizations in those years where there were no systems approaches there used to be good degree of HRD culture, which has resulted in effective functioning and business. - Business Linkage Score: Business linkages of HRD are very crucial component of HRD effectiveness. HRD systems, competencies and the culture must be aligned with the business goals of the corporation. The alignment could be ensured through the direct linkages with customer satisfaction and employee motivation indices.

HRD Competencies in the CorporationThe HRD system should focus on the above dimensions.

Are the HRD systems aligned towards the above mentioned or other important business goals of the corporation?

Does the HRD staff reflect adequate understanding the commitment to the business goals of the organisation?

Are the HRD processes and culture drive employees and the corporation and interviews of the auditor with the employees. Similar ratings are assigned for this dimensions.

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