I am a student of MBA(HR), can anybody help me understand HR Audit.
From India, Calcutta
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From India, Calcutta
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HRD Audit is an evaluation tool of HRD practices in an organization for HR processes for competitive advantages.
I have read a book on HRD Audit by TV Rao, which is an excellent guide for HR professionals to understand and assess HR processes, sub-processes, and key performance indicators. It provides ready-made questions to assess HRD processes within the HR Department.
It is a simple yet powerful tool to validate and reposition the HR department of any size company. This book also outlines the HR competencies required to fulfill various roles and specializations within HR.
Happy reading...
Guru
From India, Madras
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1I have read a book on HRD Audit by TV Rao, which is an excellent guide for HR professionals to understand and assess HR processes, sub-processes, and key performance indicators. It provides ready-made questions to assess HRD processes within the HR Department.
It is a simple yet powerful tool to validate and reposition the HR department of any size company. This book also outlines the HR competencies required to fulfill various roles and specializations within HR.
Happy reading...
Guru
From India, Madras
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Check to ensure that job descriptions include both "essential" and "non-essential" skills. Only include "essential" skills and not all desirable skills. 62% of our sample was non-compliant.
Use the same standards/management practices established for the organization's supervisors when managing the HR department. That means, doing timely, thorough performance appraisals, posting openings, documenting discipline, etc. 78% of the HR departments in our sample did not follow their own policies, procedures, and management practices.
Don't just track turnover. Instead, track what percent of all turnover is among experienced, skilled, and high-performing staff. Even a low turnover of, say, less than 10% can be problematic if a disproportionate number of those leaving are top performers. Increased turnover can be desirable if the increase is among those with the poorest performance or unacceptable conduct.
Establish quantifiable goals for all training programs. Don't worry so much about whether the instructor was affable or the room temperature comfortable. Instead, measure the outcome based on your objective for having the training in the first place. For example, whether your organization's liability and the frequency of formal complaints decrease after harassment/discrimination training. Be prepared to answer the question, "What is the return on the investment for the training program?"
Allow trainees to "test out" of attending training programs. If they already know the material, why make them sit through it? Instead, consider incorporating them into the training team for a portion of the program. Remember, only employees who are willing to learn and need to learn the material will benefit from the training. Those who are unwilling or already doing what is to be trained will not benefit.
From India, Mumbai
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Use the same standards/management practices established for the organization's supervisors when managing the HR department. That means, doing timely, thorough performance appraisals, posting openings, documenting discipline, etc. 78% of the HR departments in our sample did not follow their own policies, procedures, and management practices.
Don't just track turnover. Instead, track what percent of all turnover is among experienced, skilled, and high-performing staff. Even a low turnover of, say, less than 10% can be problematic if a disproportionate number of those leaving are top performers. Increased turnover can be desirable if the increase is among those with the poorest performance or unacceptable conduct.
Establish quantifiable goals for all training programs. Don't worry so much about whether the instructor was affable or the room temperature comfortable. Instead, measure the outcome based on your objective for having the training in the first place. For example, whether your organization's liability and the frequency of formal complaints decrease after harassment/discrimination training. Be prepared to answer the question, "What is the return on the investment for the training program?"
Allow trainees to "test out" of attending training programs. If they already know the material, why make them sit through it? Instead, consider incorporating them into the training team for a portion of the program. Remember, only employees who are willing to learn and need to learn the material will benefit from the training. Those who are unwilling or already doing what is to be trained will not benefit.
From India, Mumbai
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Innovative HR Practices-.doc
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Admin-HR AUDIT.zip