Vijay Pandey
Psychometric Test Developer And Assessment
Leolingham2000
Management Consultant
Bus2perf
Director
Ashra
Hr Diplma Student
Shailgiri
Consultant - Human Resource
Hrsathya
Professional
C V Gopinath
H R Professional
Lembris Laanyuni
Manager Hr And Administration
+1 Other

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Dear CiteHR friends
I am a HR consultant and recently I have conducted a HR Audit in one of the manafucturing company having almost 80 employees and 600 labours. This company is operating well in terms of profit and other aspect but doesnot have HR Department since its inception. This company is 30 years old and runned in old management style.
During the Audit, it is found that they need to have a HR Department and develop strategy, system, procedures, forms and formats. But how do I present the same in my written report?
If you have any suggestions, it would help me a lot.
Regards
Shailgiri

From Nepal, Kathmandu
Dear Shailgiri !
How did you find that "they need to have a HR Department and develop strategy, system, procedures, forms and formats"?
Hold on..... I am on doubting your work.
Just give a detailed overview of the method you used to get to know the needs and simply present your findings pointwise (supported with appropriate data you gathered during the process). I think it will be more than enough.
I you are asking for format..hm.....hm.... I do not have one but I remember a book "HR Audit" by T. V. Rao. You can get assistance from there.
Regards,
Vijay Pandey

From India, Hyderabad
Dear Shaligiri,
As per the information, the HR department is existing without the terminology that we use currently.
"If the company is operating well in terms of profit and other aspects ", defintely they should have
1. Good methods
2. Good process
3. Controls
4. Imlementation Methods
5. Feedback
6. Management Strategy and so on
Please document the same and later look at what are the gaps if any. After diagnostic study, Suggest methods and process that they can perform better.
Regards
C V Gopinath
Chennai
Mobile: 98408 13093

From India, Bharat
Hi,
Referring to your question here are the comments from my side.
They should have procedures such as
HR process.
Screening process
Induction process
Employee exit process
Training processs
At least they should have the templates
Training plan
Training attendance
Training effectiveness
Training feed back
employee stisfaction survey etc
They need to estblish the system and need to impliment and maintain for HR department.
Regrads
Sathya

From India
Dear friend,
First you have to carry out OD intervention. prepare some formats for interviews and counseling of workers and staff. Kindly see that the counseling sessions must start with worker with their efficiency rating. This will then be followed by staff counseling. Ask for projections form workers and staff quarterly, half yearly and annual. The report will show you the actual production and and the projections as well. Kindly see the administrative policies of the company. You can suggest some changes. If the companyhas HR manual then try to see some modification possibilities.
Suresh Sharma

From India, Jaipur
Hi,
Hope this input together with the others might also help you.
To present a report to the Management first highlight what is HR and why you think it is needed in your organization.
Then point out the major HR Functions such as Man Power Planning, Recruitment & Hiring, Selection, Training & Development, Performance Evaluation, Compensation Management, and Grievance Handling etc and its significance to your organization and what you are planning to achieve and the benefits so on.
Then sum up the report with your conclusion. Elaborate what you have suggested first and how an HR division will enhance the Human Resources of the organization.
Regards,
Ashra

From Sri Lanka
SOME USEFUL INPUTS.

AUDITING THE HR FUNCTION

Like any other function, the performance and contribution of HR should be audited

regularly. The questions to which answers should be obtained are:

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 a 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 ti organization?

4. To what extent has the responsibility for HR issues been devolved to lil management?

5. How well does HR reconcile the need for devolution with the need to ensul 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 organizatiol and benchmarking?

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?

================================================== =====================

HR AUDIT REPORT 'CONTENTS'

1.INTRODUCTION

2.EXECUTIVE SUMMARY

3.BACKGROUND TO THE HR AUDIT.

4.ORGANIZATION CHART.

5.OBJECTIVES OF THE HR AUDIT.

6.SCOPE OF THE HR AUDIT.

7. METHODOLOGY USED FOR THE HR AUDIT.

8.FINDINGS HIGHLIGHTS

[ FOR EACH ELEMENT, REVIEW

*OBJECTIVE ---what is needed to be done

*ACTUAL -------what is/is not being done

*GAPs------------needs

A. HEAD COUNTS/ ROLES

*OBJECTIVE ---what is needed to be done

*ACTUAL -------what is/is not being done

*GAPs------------needs

B.RECRUITMENT /SELECTION

*OBJECTIVE ---what is needed to be done

*ACTUAL -------what is/is not being done

*GAPs------------needs

C.HR PLANNING/ BUDGETING

D. MANPOWER PLANNING

E. STAFF DEVELOPMENT

F.TRAINING AND DEVELOPMENT

G.PERFORMANCE APPRAISAL / MANAGEMENT

H.ORGANIZATION DEVELOPMENT

I.CAREER PLANNING / DEVELOPMENT

J.COMPENSATION AND BENEFITS

K.EMPLOYEE RELATIONS

L.SAFETY AND HEALTH

M.EQUITY AND DIVERSITY

N.TERMINATIONS / TRANSFERS/ PROMOTIONS

O.LEGAL ISSUES/ POLICIES

P.DOCUMENTATIONS

Q.HR INFORMATION SYSTEM.

ANY OTHERS.

---------------------------------------------------------------

CLASSIFICATION OF THE INFORMATION

The audit report categorises action needs into three separate areas.

-The areas that are urgent and important (UI),

-not urgent needs but important (NUI),

-not urgent but not important needs (NNI)),

-and important opportunities needs (IO).

As a result of this scheme of classification, YOU/managements can prioritise their steps.

---------------------------------------------------------------------------

*ACTION PLAN, WITH A TIMELINE.

*ACCOUNTABILITY

*DELIVERABLES.

*FOLLOW UP.

REGARDS

LEO LINGHAM

From India, Mumbai
Hello Shailgiri,

If the company is “operating well in terms of profit and other aspect”, you will need to think carefully about how you *sell* your recommendations. If their bottom line is looking good, why did they get you in to do an audit? Or was the audit the result of a hard sell?

You need to be clear in your own mind the advantage to the company for each of you recommendations. For each of your recommendations, ask yourself, Will it:

-reduce risk of litigation?

-increase compliance with laws and regulations?

-improve profit?

-reduce waste?

-increase efficiency?

-improve client satisfaction?

Try to quantify the benefit of each recommendation, or the package as a whole. And try not to coach benefits in fuzzy terms, such as “improved employee satisfaction”, unless you can demonstrate a corollary bottom-line benefit.

As for the structure of the report, a usual structure goes something like this:

1. Executive Summary

2. Current Situation

3. Audit Methodology

4. Audit Findings

5. Recommendations

We can help you put the report together so that it looks professional. Contact me off the list if you wish.

Vicki Heath

Human Resources Management Resources

http://www.businessperform.com

From Australia, Melbourne
Thank you Vijay Pandey, C V Gopinath, Sathya, Suresh Sharma, Ashra
LEO LINGHAM and Vicki Heath for your valued contribution to support me. After reviewing your replies, I was able to prepare a good HR-Audit report. Also a special thank to the moderator of CiteHR for providing us a knowledge sharing plateform.
Regards
Shailgiri

From Nepal, Kathmandu
Hai Shailgiri,
Your question and others answers is helpful for me too..
I am also preparing a HR Audit for a co which is more like the one you mentioned,can you please send me your report and guide me in proceeding with my MBA Project
my id:cynthiasweet13@gmail.com
Thankyou :?



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