Hr Audit 4n6q47

HR AUDIT Purpose: To evaluate about the state of HR functions, policies, procedures and legal compliance to determine the overall effectiveness of people management practices in the organization. Scope: 1. 2. 3.

Identify current procedure and practice along with compliance approach Analyzing cost and effectiveness of cost and resource allocation Reviewing employees satisfaction and expectation

Systems Audit: Existence of all required forms, records, documents, files Operations Audit: The use of the forms, etc. in operations – their completeness, accuracy, timeliness, punctuality, accessibility, access levels and validation. Climates Audit: Study real practice of employees in the process of documents turnover and their attitude towards functionality of the documentation process against HR department’s own perceptions. Areas of Audit: Strategy   

Is the HR strategy vertical aligned to the business strategy? Are HR KPIs relevant to the business strategy? Is everyone within the department aware of the HR strategy?

Human Resource Planning  How many employees are currently on staff?  How many positions are open?  How many employees are: Regular Temporary Full Time Part Time  What is the minimum number of hours an employee has to work to be considered full-time? Is their Flexi hour policy?  Is there a probationary period and if so, how long is the probationary period?

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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? Recruitment            

What are the procedures for hiring in your organization? What are some of your organization’s future needs for personnel? What recruitment sources are used? If your organization has several divisions/locations are employees allowed to transfer? If so, is relocation is involved, will the company provide assistance? Who does the preliminary screening of candidates? Who selects candidates for interviews? Is training provided for those who conduct interviews? Are new employees references checked? Are staff turnover rates monitored? Are all applicants required to fill out and sign an application form? Is the final offer is in writing, who prepares and reviews the letter? Vendors management

Training & Development         

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? Budget streamlining

Employee Relations     

Do new employees receive appointment of employment and an employee handbook? Do review meetings take place with new employees and are these documented? What have the Company’s absence rates been during the audit period? Are managers complying with the Company’s absence management system? Do exit interviews take place?

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Are employees informed about their benefits? Are the employee benefits seen as relevant to employees? Is there a system for performance appraisal of all employees? Are managers conducting appraisals for their employees? Does the system check for effectiveness of the evaluation? How many disciplinary hearings have there been in audit period and are there any patterns developing? How many grievances have been raised in audit period and are there any patterns developing?

Performance Management and Evaluation  Describe the past and current performance appraisal system in your organization.  What type of process is used (360o–supervisor only–peer evaluation–outcome)?  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?  In the absence of a state policy/procedure, do supervisors communicate the problem to the employee, coach the employee on the desired change and explain the consequences if there is not improvement?  Are current employees given appropriate consideration for promotion or lateral position changes?  Are appraisals well documented? Compensation & Benefits            

Is there a formal compensation program? How are wages set? Somewhat against market Are formal salary ranges set? Are salaries assigned to jobs reflecting the organizational hierarchy as well is industry? Are pay levels monitored and reviewed? 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? 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? Are benefits given as per grades?

Health and Welfare Benefits 

Describe the health insurance program provided by your organization.

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Are dependents covered, and if so, in part or in full? What are the eligibility requirements for health insurance and other benefits? Which of the following health and wellness benefits are offered, and what are the limits and requirements for coverage? o Dental o Vision o Disability o Accidental Insurance o Life Insurance o Other wellness benefits o Flex benefit plan o Other benefits

Leave of Absence istration  Do you offer leaves of absence? Describe conditions for the leave.  Do you treat maternity leave as you would any other leave?  Have you been consistent in granting leaves of absence (including paid vs. unpaid time off, maximum time allowed, opportunity to return to same or like position)?  Which holidays are paid?  Are leave records maintained? Legal Issues / Personnel Policies  What HR policies are currently being used?  When was the last time these policies were reviewed and updated?  Is there disparity between policies and practices?  Are proper compliances followed?  Is Sexual harassment training regularly provided?  How are employee grievances dealt with?  Are new policies made and on what grounds? Record keeping   

Are personal files present for each employee? Does the department comply with its obligations under the Data Protection Act? Are documents regarding employees kept for their required duration?

Safety and Health  Are employees aware of the procedure for reporting all work-related injuries?  Are facilities and operations reviewed periodically to assess that a healthy and safe work environment has been maintained?

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Are hazardous chemicals used or are employees exposed to hazardous chemicals on a work-site? If so, is there employee training regarding potential exposure and safe practices?

Company property  Is company property issued to employees?  What documentation is utilized when providing equipment?  Are employees advised of their responsibilities to return property paper / power of attorney/ equipment and to keep in good use? Other       

Are there regular employee surveys conducted to obtain employee ? Are there regular team meetings conducted in each operational department? Are there company-wide meetings? What employee safety measures are in place for each facility? Does each manager have a list of their employee’s home numbers and information? Is the emergency information for each employee up to date and refreshed each year? What attorneys are used for the company and in what capacity?