Download - Lecture 12 HRD IE Audit
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HRD IE Audit
SZABIST- ISLAMABADBy: Muhammad Ahmed Khan
Lecture- 12
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Contents
• Three “Cs” of HRD
• HR audi ! An o"er"ie#
• HRD audi as a dia$nosi% oo&
• Com'onens of HRD audi
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HRD "udit - An o'er'ie$
• ("n) sm"ll "nd medium si#e *usinesses
+"ce c"rr) out their HR +unction $ith +e$ or
no dedic"ted tr"ined resources "t "ll%
• +ten, these duties "re spre"d "mon!
se'er"l people $ithin the or!"ni#"tion $ho
h"'e little h"nds on eperience%
• HRD e++ecti'eness "udit "mon!st other"ddress such issues "s " di"!nostic tool%
• HRD "udit helps e'"lu"te p"st
per+orm"nce, "ssess present
circumst"nces "nd determine +uture
remedi"l "ction to eep the “people”mission on t"r!et%
.
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/h"t is HRD Audit0
• A Com'rehensi"e ("a&uaion of• Human Resource Development
• Strategies, Systems and Practices,
• Structures and Competencies
• Styles and Culture• And their "ppropri"teness to "chie'e the
short "nd lon! term *usiness !o"ls o+ the
or!"ni#"tion
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A di"!nostic tool to +ind out 12
1% The etent to $hich the ) Cs "re sh"pin! up in $or pl"ce%
2% Ho$ '"rious HR s)stems "nd processes "re contri*utin! or
hinderin! continuous %om'een%e* %ommimen and
%u&ure +ui&din$,
&% The "ctu"l competence le'els o+ the HR st"++%
.% The le"rnin! orient"tion o+ "ll emplo)ees
% 3"cilit"tin! or hinderin! e++ect o+ top m"n"!ement st)les on
the three Cs o+ emplo)ees
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A di"!nostic tool to +ind out 22
4% Credi*ilit) o+ HR "nd "ltern"ti'e mech"nisms o+
"chie'in! HR !o"ls he ) Cs.*
5% The le'el o+ HR culture
6% Ho$ $ell '"rious HR s)stems, processes "nd
HR pro+ession"ls "re contri*utin! to theinstitution"l e++ecti'eness%
7% Ho$ e++ecti'el) intellectu"l c"pit"l in'estment is
*ein! c"rried out in terms o+ "chie'in! the short
"nd lon! term !o"ls%
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Re"sons +or HRD "udit 12
"% 3or ep"ndin!, di'ersi+)in! "nd enterin!
into " +"st !ro$th ph"se%*% 3or promotin! pro+ession"lism "nd
pro+ession"l m"n"!ement%
c% 8ench-m"rin! +or impro'in! HRD
pr"ctices%d% 9ro$th "nd di'ersi+ic"tion
e% Diss"tis+"ction $ith "n) component
+% Ch"n!e o+ le"dership
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Re"sons +or HRD "udit 22
• HRD "udit st"rts $ith "n underst"ndin! o+ the
'ision "nd +uture *usiness pl"ns "nd corpor"testr"te!ies%
• HRD "udit c"n *e c"rried out e'en in
or!"ni#"tions th"t do not h"'e $ell-thou!ht-out+uture pl"ns "nd str"te!ies%
• It is much more e++ecti'e "s " tool $hen the
or!"ni#"tion "lre"d) h"s such lon!-term pl"ns%
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Components o+ HRD "udit 14
• HRD Audi see/s ans#ers o 0uesions &i/e:
1. Where does the firm want to e ten years, three
years and one year from now!". What is current s#ill level of the employees in relation
to various roles and role re$uirements!
%. Which HRD su&systems are availale to help the
organi'ation uild a competency ase for the present,
immediate future as well as for achieving( long&termgoals!
). What is current effectiveness level of these systems
in developing employees and ensuring that human
competencies are ade$uately availale in the
company!*. +s companys present HRD structure suitale for its
needs!
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Components o+ HRD "udit 24
1, 2here does he %om'any #an o +e en years from
no#* hree years from no# and one year from no#3• Ans$ers to *e pro'ided *) top-le'el m"n"!ement%
• 8"sed on the "ns$ers "nd *) re'ie$in! lon!-term pl"n
documents, the "uditors +in"li#e the su*se;uent "udit
str"te!ies "nd methodolo!)%
• HR Audi idenifies:
•
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Components o+ HRD "udit &4
4 , 2ha is he %urren s/i&& +ase of em'&oyees in he
%om'any in re&aion o "arious ro&es 5 re0uiremens3
• =ill "ssessment is c"rried out throu!h e"min"tion o+@• u"li+ic"tions o+ emplo)ees,
• Bo* descriptions,• Tr"inin! pro!r"mmes "ttended,
• R"ndom st"++ inter'ie$ "re conducted to identi+) the
sill !"ps in the or!"ni#"tion%
• Tr"inin! needs "nd per+orm"nce "ppr"is"l +orms
pro'ide +urther insi!ht%
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Components o+ HRD "udit .4
), 2hi%h HRD su+-sysems are a"ai&a+&e o he&' he
or$ani6aion +ui&d a %om'een%y +ase for he 'resen*immediae fuure as #e&& as for a%hie"in$7 &on$-erm
$oa&s3
• Here the "uditor "ttempts to identi+) '"rious HRD su*-s)stems
th"t "re "'"il"*le%
• Desired o+8e%i"es o ensure:
1% A'"il"*ilit),
2% tili#"tion
&% De'elopment o+ direct sills.% And other competencies%
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Components o+ HRD "udit 4"4
9, Is %om'anys 'resen HRD sru%ure suia+&e for is needs3
• Here, the "uditors e"mine $hether the HRD structure c"n h"ndle
the pressin! "nd +uture HRD needs o+ the comp"n)%
• This e"min"tion "ssesses comp"n)s HRD st"++ in terms o+@
• Their pro+ession"l prep"r"tion,
• Attitudes,• Their perceptions *) the line m"n"!ers,
• Their '"lues,
• De'elopment"l needs,
• In "ddition to e"minin! the +ull-time st"++, the HRD structure is
"lso "ssessed in terms o+ use o+ speci"l t"s +orces "nd othermech"nisms%
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Components o+ HRD "udit "4
;, 2ha is %urren effe%i"eness &e"e& of hese su+- sysems
in de"e&o'in$ em'&oyees and ensurin$ ha human
%om'een%ies are ade0uae&y a"ai&a+&e3
• This is "chie'ed *) "ssessin! e++ecti'eness o+ e"ch s)stem%
• 3or e"mple, the e++ecti'eness o+ per+orm"nce "ppr"is"l
s)stem is "ssessed *) discussin! $ith the emplo)ees -indi'idu"ll) "nd in !roups "*out the e++ic"c) o+ the s)stem%
• Auditor !o throu!h the "ppr"is"l +orm "nd lin"!es *et$een
"ppr"is"l "nd tr"inin!,
• uestionn"ire sur'e)s "re conducted to "ssess ho$ the
components o+ tr"inin!, le"nin! on >o* "nd other "ppr"is"ls "re*ein! utili#ed%
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Components o+ HRD "udit *4contd
4. What is current effectiveness level of these sub- systems in developing
employees and ensuring that human competencies are adequately
available?
• I+ deemed necess"r)F speci"l inter"cti'e sessions "re conducted
to "ssess the e++ecti'eness o+ these su*-s)stems%
• To as%erain "ie#s o on indu%ion* rainin$ mehodo&o$y:
• Auditor $ill ensure to meet those $ho h"'e *een throu!h the
induction tr"inin! pro!r"mme recentl) @
• And or those $ho "re in process o+ *ein! inducted into the
comp"n)%
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Components o+ HRD "udit 4*4
5. Is company’s present H! structure suitable for its needs?
"..#ont’d
• HRD "udit "lso e"mines the lin"!es *et$een HRD "nd other
s)stems i%e%@
• Tot"l ;u"lit) m"n"!ement,
• Gersonnel policies,• =tr"te!ic pl"nnin!, etc%
• 8"sed on the "*o'e e'"lu"tion , su!!estions "re !i'en "*out@
• 3uture HRD str"te!ies %
• =tructure re;uired +or de'elopin! ne$ competencies "nd the
s)stems th"t need to *e stren!thened%• Comp"ti*ilit) o+ m"n"!ement st)le "nd culture $ith HRD
processes in the comp"n)%
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To +e %oninued