Any body is doing HR IR Audit. Pls send detail info check list or any other source

JOB AUDIT 

• Performance Audit
• Performance Management
• HR audit
• HR Policy Manual Design
• Organisation Structure Design
• Competency Mapping

 
 

Why a Job Audit? 

• Changes in responsibility

• Changes in nature of work

 

What is a Job Audit and when is it appropriate? 

• Analysis of duties and content of a position to determine whether it is classified properly

• When the responsibilities of a position have changed significantly and substantially either through expanded or reduced responsibilities or through reorganization

 

Who can initiate the Job Audit Process? 

• Staff Member

• Supervisor

 

Steps in the Audit Process 

• Staff member provides job information by completing “Job Audit Questionnaire”
• Supervisor provides job information by completing “Job Audit Questionnaire”
• Interviews with staff member, supervisor, department head, and AUL
• Compensation (LHR) makes classification decision

 
 
 
 
 

Generic Job Descriptions 

• Broadly written descriptions
• Cover many positions
• Characterize level of work being performed by many incumbents in the job title
• Include duties and factor levels
• Benchmark or standard against which all job evaluation decisions are made

 

Job Evaluation Factors 

• Nine major factors, broken into sub-factors which focus on specific elements within the factors

 

9 Major Factors 

• Knowledge and Skills required to do the job
• Experience, Education and Formal Training
• Complexity and Organization
• Interpersonal Relations
• Supervisory Guidelines
• Independent Judgment
• Leadership Responsibility
• Impact and consequences of error
• Working Conditions

 
 

Important to Remember 

• Compensation (LHR) compares duties and factor levels to those found in generic job descriptions, not to other employees
• Job audit process is not about performance
• Job audit process does not consider an increase in volume of work

 

Supervisor’s Responsibilities 

Supervisor’s responsibility to:

• Complete the Supervisor’s Questionnaire on a timely basis (within 1 week of submission by staff member)
• Update position descriptions regularly
• Consult with LHR when new work develops before assigning to staff member

 

PERFORMANCE MANAGEMENT 

• Organizations redefining their strategies-- performance appraisal to performance management to performance culture in which every member of the organization knows the goals & consistently make efforts to  achieves high performance

• Performance management is the process of creating a work environment of setting in which people are enabled to the best of their abilities

• P M S  is concerned with creating a culture in which individual learning & development are continuous process

 

Performance Appraisal System 

•  
  • Focus is on performance appraisal and generation of ratings
  • Emphasis is on relative evaluation of individuals.
  • Annual exercise-normally though periodic evaluations are made.
  • Emphasis is on ratings and evaluation.
  • Rewards and recognition of good performance is an important component.
  • Designed and monitored by the HR Department.
  • Ownership is mostly with the HR department.
  • KPAs & KRAs are used for bringing in objectivity.
  • Developmental needs are identified at the end of the year on the basis of the appraisal of competency gaps.
  • There are review mechanisms to ensure objectivity in ratings
  • It is a system with deadlines, meetings, input and output and  a format.
  • Format driven with emphasis on the process.

•  

  Linked to promotions, rewards, training and development interventions and placements. 

  Performance Management System 

•  
  • Focus is on performance management.
  • Emphasis is on performance improvements of individuals, teams and the organization.
  • Continuous process with quarterly performance review discussions.
  • Emphasis is on performance planning, analysis, review, development and improvements.
  • Performance rewarding may or may not be an integral part.
  • Designed by HR and Line departments but  monitored by the respective departments themselves.
  • Ownership is with line managers, HR facilitates its implementation KPAs or KRAs are used as planning mechanisms.
  • Developmental needs are identified in the basis of the competency requirements for the coming year.
  • There are review mechanisms essentially to bring performance improvements
  • It is a system with deadlines, meetings, input, output and a format.
  • Process driven with emphasis on the format as an aid.

•  

  Linked to performance improvements and through them to other HR decisions as and when necessary 

Performance Planning 

•  
  • Task analysis and/or activity analysis;
  • Key performance areas (KPAs);
  • Key result areas (KRAs);
  • Task & target identifications;
  • Activity plans/action plans; and
  • Goal-setting exercises.

 

Score card for organization team and individual 

• Financial performance
• Customers satisfaction
• Internal business processes
• Employees learning and growth

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

MAIN PARAMETERS OF HR AUDIT : 

 
 
 

HR policy manual- TABLE OF CONTENTS 
 
 
SECTION  I.  WELCOME     
 
• Message from the President 
• Employee Handbook 
• Employment Status 
• Evaluation Period       
 
 
SECTION  II.  OPERATING procedures 
 
1. Standards of Conduct 
2. Employee Conduct and Work Performance 
3. Availability for Work 
4. Absenteeism and Punctuality 
5. Personal Appearance 
6. Neatness of Work Area 
7. Communications-Problem Resolution 
8. Employee Relations 
9. Disciplinary Guidelines 
10. Use of Company Vehicles 
11. Conflicts of Interest 
12. Confidentiality of Company Information 
13. Safety 
14. Violence and Weapons Policy 
15. Workplace Monitoring and Searches 
16. Substance Abuse 
17. Solicitations and Contributions 
18. Company Property 
19. Office Equipment 
20. Tools and Equipment 
21. Mandatory Meetings 
22. Personal Telephone Calls 
23. Personal Mail 
24. Severe Weather 
25. Suggestions 
 
 
SECTION  III.  EMPLOYMENT 
 
1. Orientation 
2. Equal Employment Opportunity 
3. Harassment 
4. Criminal Convictions 
5. Personnel Files 
6. Employment References 
7. Employment of Relatives 
8. Outside Employment 
9. Rehiring Former Employees  
 
 
SECTION  IV.  COMPENSATION  
 
1. Employment Classification 
2. Hours of Work 
3. Break Policy 
4. Recording Time 
5. Overtime 
6. Salary And Wage Increases 
7. Payroll 
8. Bonus Plan 
9. Performance Reviews  
 
 
SECTION  V.  BENEFITS 
 
1. The Benefits Program 
2. Benefits Eligibility 
3. Insurance 
4. Insurance Continuation 
5. Holidays 
6. Vacation 
7. Bereavement Leave 
8. Social Security 
9. Pre-Tax Deductions 
10. Military Leave 
11. Medical Leave of Absence 
12. Family Leave of Absence 
13. Employee Discounts 
14. Workers’ Compensation 
15.  Jury Duty 
16. Unemployment Compensation 
17. Educational Assistance 
18. Travel Expenses 
19. Reimbursable Expenses   
 
SECTION  VI.  ELECTRONIC ACCESS POLICIES (ePOLICIES) 
 
1. General 
   Email 
2. E-mail Policies and Procedures 
Topics Covered: 
   *use 
   *Privacy of Email 
   *Intended Recipients 
   *Confidential Information 
   *Passwords 
   *Access of Another Employee's Email 
   *Copyright and Ethics 
   *Appropriate Language 
   *Solicitation 
   *Harassment 
   *Archived Messages 
    * Network and Internet 
3. Personal Responsibility 
4. Permitted Use and Term 
5. Availability and Access 
6. Content and Communications 
7. Privacy 
8. Downloaded Files 
9. Confidential Information 
10. Prohibited Activities / Prohibited Uses 
Topics Covered: 
   -Downloading Software 
   -Printing Or Distributing Copyrighted Materials 
   -Unlicensed Software 
   -Soliciting For Personal Gain 
   -Operating A Business 
   -Searching For Outside Employment 
   -Offensive Or Harassing Statements 
   -Forwarding Inappropriate Messages 
   -Slurs And Jokes 
   -Sexually Oriented Images Or Messages 
   -Accessing Websites: 
    -   Pornographic 
      - Terrorism 
     -  Espionage 
       -Theft 
       -Drugs 
   -Gambling 
   -Unethical Activities 
   -Activities Damaging To The Company 
   -Granting Access To Others 
   -Impersonating Another Person 
   -Introducing A Virus 
11. Computer Equipment 
12. Compliance 
13. Noncompliance 
          Software Usage 
14. Software Usage Policies and Procedures 
Topics Covered: 
   -License Agreements 
   -Reproducing Software 
   -Unauthorized Software 
   -Personal Software 
   -Home Use of Company Software 
   -Providing Software To Non-Employees 
 
 
SECTION  VII.  SEPARATION 
 
1. General 
2. Job Abandonment 
3. Voluntary Resignation 
4. Performance-Based Release 
5. Acts of Misconduct 
6. Other Forms of Separation 
7. Termination Procedures  
 
 
SECTION  VII.  ACKNOWLEDGMENT OF UNDERSTANDING   
 
 
 
 

ORGANISATON STRUCTURE AND DESIGN 

.   Organization structure is an organization's framework as expressed by its degree of complexity, formalization, and centralization. 

 

Vertical Dimension

Horizontal Dimension 
 
 

COMPETENCY MAPPING 

• Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability. 
  

• In a study conducted by Mc Kensey in 340 organizations worldwide on “Why Strategy Fails”, only 17 percent of strategic failures were due to bad strategy and 8 percent due to other reasons such as ‘September 11, War natural calamity, etc. the remaining 75 percent were due to lack of competency of the people who implemented the strategy; precisely 40 percent due to lack of knowledge and skills and the other 35 percent due to lack of right attitude, i.e. willingness to change, managing feeling and emotions, etc.
• People who excel at their jobs demonstrate behavior that distinguish them from their  peers. Directing these behaviors are “Competencies” which we define as underlying personal characteristics that differentiate outstanding performance from average performance in a given job, role, organization or culture.

1.  
   1. List of managerial competencies
   2. Planning ability
   3. Organizing ability
   4. Co-ordination
   5. Supervision
   6. Leadership & dynamism
   7. Initiative
   8. Resourcefulness (oral & written)
   9. Creativity & Imaginativeness
   10. Development of subordinates
   11. Contribution to team spirit
   12. Analytical abilities
   13. Delegation
   14. Public relations
   15. Sociability
   16. Self-confidence

 

      17. Cooperativeness

      18. Flexibility

      19. Problem-solving

      20. Risk –taking

      21. Ability to motivate subordinates

      22. Conflict management

      23. Communication skills

      24. Perseverance

      25. Hard work

      26. Integrity

      27. Drive

   28. Empathy

      29. Assertiveness

      30. Originality

      31. Data management

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