人力资源管理自查.docx

1、人力资源管理自查An HR Audit Department Organization Questionnaire The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organizations human resources function to accomplish organizational objectives.1. Is there one departm

2、ent or function within the organization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2. Does the senior-level human resources manager report to the same level position as all

3、 other major staff and line departments within the organization? 3. Does the senior human resources manager participate in addressing the organizations strategic, tactical and policy issues? 4. Does the senior human resources manager integrate all HR activities with the organizations strategic busin

4、ess plan. 5. Does the Human Resources department demonstrate a clear understanding of organizational and customer needs? 6. Are HR services and functions aligned and prioritized to organizational and customer needs? 7. Has a department mission statement been developed explaining its purpose within t

5、he organization? Has this mission statement been communicated to all management personnel? Has this mission statement been communicated to other customers throughout the organization? If so, to whom? How?8. Does the Human Resources department take a lead in striving for a more empowered and particip

6、ative work force (productivity improvement, cost reduction, quality improvement and improved quality of work life programs?) 9. Has a Human Resources department organization chart been published and distributed? If so, to whom? Does the organization chart clearly define functional responsibilities a

7、nd whom customers can contact for service?10. Are job descriptions established for all HR personnel stating major job objectives, responsibilities and accountabilities? 11. Do all HR personnel understand their respective roles and relationships to others in the department? 12. Are department personn

8、el cross-trained to perform duties outside their major areas of responsibility? 13. Do they work on team and department task force projects? 14. Are departmental personnel professionally and technically competent? 15. Do they serve as internal consultants to management as well as counselors to emplo

9、yees? 16. Does the department staff work well as a team? 17. Are they readily accessible to all customers? 18. Are department personnel provided adequate training and professional development to meet organizational challenges and demands? 19. Is involvement in professional and technical groups encou

10、raged? Does the department subscribe to major technical and professional journals?20. Is there a credible performance appraisal in place clearly stating mutually established goals and objectives for department personnel? 21. Are human resources staff compensated according to market standards? Are th

11、ey compensated based on comparable positions within the organization?22. Does department staff effectively balance organizational with employee needs and act as an intermediate for both? 23. Is the Human Resources department results-oriented (i.e., measuring cost-effectiveness and the bottom line re

12、sults of human resources programs)? If so, is it attentive to the bottom line and does it demonstrate a business orientation?24. What is the span of control of the top position within the departments (i.e., how many and which positions report to it)? Are supervisors or managers reporting to other mi

13、d-level managers? How many employees are in the Human Resources department? What is the ratio of HR department staff to all employees served? How does this compare to the staffing levels of other comparable organizations offering similar services?25. Are HR needs and programs accounted for in the or

14、ganizations budgeting process? 26. Does the organization make plans for ensuring that HRs future needs are met? 27. On a scale of one to seven (seven being the highest and four being adequate), how would the Human Resources team rate the overall effectiveness and structure of your Human Resources de

15、partment? 28. On the same one-to-seven scale, how do you think other department heads would rate the overall effectiveness and structure of the HR department? On the same one-to-seven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department?Explan

16、ation of Department Organization Questionnaire For each of the 11 categories, the Self-Audit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire: Is the HR department structured, organized and equipped to pr

17、ovide overall strategy, direction and effective management of the organizations human resources function to accomplish the organizations objectives? Questions one through nine explore how department leaders achieve organization objectives, are part of managements strategic planning effort and assist

18、 in making decisions that affect bottom-line results. These questions both help ensure that HRs efforts are in accord with customer needs and suggest ways HR teams can take the lead in helping customers get the most out of the organizations human resources. Questions 10 through 26 address communicat

19、ing department functions and services to all customers, staff objectives and internal relationships, staffs dual role as internal consultants to management and counselors to employees, staff competence and flexibility, cross-training, balancing employee needs with business needs and a bottom-line re

20、sults orientation. The components of question 24 also relate to staff size, structure and span of control. Industry-specific standards for staff size are available from a variety of professional publications, such as the Saratoga Institutes HR Effectiveness Survey and national and regional statistic

21、s compiled by the Bureau of National Affairs (BNA). Any surveys that relate specifically to your type of organization will make that benchmark more credible. Questions 25 and 26 address resources and planning to ensure the delivery of required services.Human Resources Planning/Organizational Develop

22、ment Questionnaire The process of identifying and providing ways to fulfill the organizations developmental and human resource needs.1. Is there one position accountable for reviewing the organizations human resources requirements? 2. How is this review carried out? Formally/informally? (please desc

23、ribe)3. How often is this analysis updated (e.g., yearly, every two years, three years or more)? 4. Do your projected needs include the following considerations? Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.) Anticipated

24、 changed in your organizations technology, processes, products/services and markets. Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).5. Which sources outside the organization provide these demographics? 6. What sources within the organization provided

25、 this information? 7. To whom are these projections communicated? How often? How far into the future?8. Is there one position accountable for reviewing and assessing the HR departments skills, education, interests and needs? 9. How is this assessment carried out (formally or informally)? (Please des

26、cribe.) 10. How often is this assessment updated (e.g. yearly, every two years, three or more years)? 11. To whom are this assessment and any projections communicated? How often? How far into the future?12. Are this assessment and projections used for training and development? 13. Are this assessmen

27、t and projections (workforce requirements) used for career planning (matching organizational and individual skills, abilities and needs)? 14. Is there a formal career planning process in place? 15. Is there a career counseling system to identify individual skills, interests and needs, and which offe

28、rs inplacement and/or developmental assistance? 16. Are high-potential employees identified for key positions? If yes, is there a succession plan to target high potential employees?17. Are human resource projections (i.e., numbers, job classifications, skills, knowledge, ability and education levels

29、) identified in the recruitment plan? How far into the future?18. If the human resources plan calls for restructuring or downsizing, are there strategies set to deal with displaced employees? Is outplacement assistance offered? Are there strategies to support remaining employees?19. Are the human re

30、sources projections a part of the organizations budgeting process? 20. Does the organization have plans for ensuring its development and human resource needs are met? 21. On a scale of one to seven (seven being high and four being adequate), how do you think the HR staff rates the human resources pl

31、anning/organizational development process? 22. On the same one-to seven scale, how do you think other departments would rate the human resources planning and organizational development process now in place? Explanation of Human Resources Planning/Organizational Development Questionnaire Affirmative

32、answers to all the questions in this section means the organizations development and human resource needs are being met. The emphasis is on connecting organizational development and workforce need projections with internal and external workforce skills. Questions one through seven deal with influences on the planning process) changing workforce, markets and customers,