Audit report hr. HR audit in the company. Another example is the use of tests when applying for a job or when assessing a talent pool.
Auditing… Accountants and finance staff are mildly uneasy about this topic, but creative people are bored by it. But it is very important for every manager to know what is actually happening in the area of work entrusted to him. In addition, if you approach this issue "with heart", then the place of boredom will take a sincere interest.
Imagine volumetric figure, for example, cube. Dividing it by vertical and horizontal planes into a certain number of cells, we get n equal cubes. Having placed the hinges at the vertices of the cube, we can, while keeping the base in one place, tilt it in the vertical plane - left / right or forward / backward. We got a flexible structure that, with all changes, retains all the main parameters: height, width, depth (rice. 1).
Rice. 1. Illustration of the flexibility of matrix structures
The matrix structure of the Atlant-M holding can be likened to such a movable cube: it has branches -commercial and budgetary(in our company, a branch is an independent company code).
The main functions of budget branches (for example, branchpersonnel management , branch business development ) include the development, implementation and control of performance management decisions, policies, regulations, procedures, etc. It is these divisions that create the skeleton of the "cube", their activities ensure the strength of the entire structure, since they:
The components of the "cube" of our company are commercial departments - separate auto centers. Under the pressure of external influences, its axes can shift, adapting to ongoing events (for example, to the world financial crisis). The management system created and guarded by the budgetary departments does not allow the entire structure of the holding to crumble under the influence of "displacements" into individual cubes. Audits are among such tools by which the integrity of the system is maintained.
The audit allows you to solve the following tasks:
Audits are carried out for each business process (based on the relevant Regulations) usingchecklist (check-list- checklist, checklist, audit plan), which consistently describes which processes and operations are mandatory for a particular department. The checklist is made in the form of a table with indicators (program fileExcelwith several "sheets" -rice. 2, 3).
Rice. 2. General form checklist
Rice. 3. View of a separate sheet
The technology of audits in the management practice of our company was introduced by the employees of the business development department. Our the best specialists- aces in the sale of cars and spare parts, service and warranty service, disposition and logistics, finance. I would like to note that our working groups are constantly used to solve new problems or create new technologies. The group that developed the audit methodology included HR specialists from Minsk, Moscow and Kiev (8-10 people, the composition changed depending on the stage of work). The training was carried out on a specially created virtual platform using the Internet.
On initial stage Initiatives of the group members were collected - proposals regarding the procedure for conducting inspections and proposals for the content of the checklist. This information was consolidated, structured and presented to the group members for study and correction. In total, several such iterations were carried out in the process of developing the methods.
When developing the checklist, we tried to:
1. Minimize the time it takes to fill it.
2. Use important and measurable (!) Criteria, do not overload it with excessive detail.
Several pilot projects were implemented to test the functionality of the checklists prior to the start of scheduled audits.
How do we benefit from audit data?
Paying a lot of attention to the main business processes, we do not forget about budget departments (finance, information Technology, marketing, personnel management), we regularly improve their activities.
The personnel management system in Atlant-M can be schematically represented as a star with five main rays - areas of activity (rice. 4): selection and use of human resources; development; grade; motivation; security.
Rice. 4. Scheme of personnel management in the Atlant-M holding
* "Personnel ballast" - maladapted employees who systematically make serious mistakes and mistakes in their work; people with low motivation who do not perform their functions effectively for a long time; unwilling or incapable of learning / re-profiling their activities. If the manager considers their further work inappropriate, he begins either the dismissal procedure, or (if appropriate) transfers the lists of such employees to the personnel management department for retraining.
The Zvezda scheme helps young managers and specialists with no experience in personnel management to master the basics of people management, and young HRs to prepare for licensing. In our company, licensing is an internal examination that confirms the availability of the necessary amount of knowledge to conduct a certain activity.
Business process implementation audit"Human Resources Management" (UP) in the branches we carry out in the form of performance evaluation. The grounds for it are:
The purpose of the check is to obtain reliable information on the conformity of the activities performed corporate standards conducting work, if necessary - developing measures to eliminate shortcomings in work with personnel. The audit process is described in the relevant Regulation, which is a guide for the members of the commission. The regulation helps the heads of the department and members of the commission to determine the requirements for each criterion and to consider controversial issues.
Each direction of HR activity - the "star" ray - consists of several blocks and is reflected on a separate sheet of the checklist (rice. 3). The verification program includes:
We evaluate the economic results in UP by the plan / fact ratio: we check the deviation of the current indicators from the planned ones - productivity, profitability and staff turnover. Staff turnover, in turn, is assessed by two groups of indicators - overall staff turnover and staff turnover in key positions. The assessment is carried out on a three-point scale, where:
"1" - the work fully complies with the requirements described in the documentation;
"0.5" - the work is not being carried out in full, there are comments;
"0" - the work is carried out in a minimal volume or not at all.
The audit is carried out by a commission consisting of at least two people. The checklist contains two groups of criteria:
Representatives of three groups of personnel are interviewed: managers; specialists; workers. The number of interviewed employees should be necessary and sufficient for the auditors to get a clear picture of the group of criteria being assessed. As our experience shows, for this it is enough to interview 10–20% of the branch's headcount.
A separate sheet of the checklist containsevaluation model (rice. 5): each criterion is assigned a certain weight, the indicator is calculated based on the possible maximum score. Thus, the calculation clearly shows the deviation from the best possible result.
Rice. 5. Model for assessing the business process "Human Resources"
The results of the assessment are not only recorded in digital form, but also illustrated - using pictures - "emoticons" (rice. 6). This "visibility" of data presentation allows the reviewer to quickly assess the result.
Rice. 6. Visualization of grades
When giving marks, each member of the commission works individually. At the end of the work, the commission meets to discuss the results, develop a general decision and prepare recommendations. Based on the results of the assessment, a report is drawn up. Within a month after the audit, the HR manager of the audited department prepares a plan for further work, indicating specific activities (in accordance with the list of recommendations).All our enterprises are engaged in one line of business and have typical structures... At the same time, the management is structured in such a way that the heads of departments enjoy a sufficient degree of freedom in strategic and operational management(in order to take into account the specifics of the market as flexibly as possible). Organizational structures the divisions of the holding differ from each other, since the enterprises, like their leaders, are at different stages of development. Such unevenness often masked the difficulties inherent in each separate department, did not allow assessing (and comparing) the effectiveness of managerial decisions made by their directors.
The audits helped us to identify ineffective top managers, as well as those who "pursue subjective interests." For example, using the opportunities available within the framework of the provided independence, some of them make adjustments to the organizational structure that lead to the emergence ofredundant levels of management and duplication of functions ... On the other hand, it became clear to us that in each department it is necessary to introduce the position of a deputy director who would manage the cross-cutting functions (back office). All these problems became apparent as a result of the inspections carried out.
The estimates obtained also showed what great importance for effective management of people, the personnel manager himself has a qualified and stable work, his loyalty to the company, and in addition - consistency and continuity in this activity at the level of the department and the holding as a whole.
The HR audit results have convincingly demonstrated:
The grades on the checklist helped us work with line managers. For example, we constantly tell them about the importance of the adaptation period: the less attention is paid to a new employee in the first days in the workplace, the higher the likelihood that he will leave the enterprise or work with low productivity. An objective assessment of the commission based on the results of interviews with 10% of employees turned out to be much more convincing for line managers than words.
How did the employees themselves react to audits? At first, people were worried, asking the members of the verification group questions: “Are we being tested? Something is wrong?" During the interview, I once again told people about common system management in Atlant-M, of which audits are a part - system monitoring of the correctness of the execution of business processes. When conducting them, we do not pursue any "repressive" goals ("verification" - punishment "), the results of assessments are used only to improve the organizational structure and activities of departments.
One of my colleagues printed out the texts Corporate Code and the Internal Labor Regulations and issued them to employees on the eve of the audits together with wages... This information helped to clarify the essence of what was happening to employees, as a result, they became more relaxed about the audit procedure. Since the questions asked during the interview were not about the performance of an individual person, but about the personnel management system as a whole, people willingly and frankly talked about both problems and achievements. As a result, we received feedback from employees on the quality of work of the HR department, as well as an assessment of the work of their immediate supervisors and the HR manager of the department. I recommend that Hichars regularly improve their interviewing skills!
Conducting audits (including HR audits) in our company has proven itself to be excellent; its results helped to identify shortcomings and find hidden reserves for further improvement and development.
I came to the company as a HR director recently, but I already see that there is no order in the personnel documentation. How can I be on the safe side, given that there was no transfer of cases from the previous HR director and no one has ever checked the personnel department?
Solution
When you need a personnel audit:
- the company conducts a personnel audit on a regular basis (for example, once a year), and only the documentation of the current (past) year is subject to verification;
- the company carried out a “problematic dismissal” of a specific employee, and a check is possible related to the correctness of the dismissal of this particular employee - in this case, all documentation related to him is checked;
- when bringing personnel documentation in accordance with the changed legislation, documents that will need to be changed are subject to verification.
Even if the personnel audit is initiated by the HR director, to give "weight" to this procedure, an appropriate order is needed, which defines the goals and objectives of this event, a commission is formed, and the timing of the audit is indicated.
Depending on the situation in which the company starts the audit, the volume of the verified documentation may vary.
There are two types of HR documentation audit: overview and general.
Target survey (selective) audit- identification of typical errors in the maintenance of personnel records and the development of ways to eliminate them. The information is checked on a sample basis, that is, that part of the documents is checked, the analysis of which will allow us to present the current picture of the state of personnel documentation.
Target general (continuous) audit- identification of all violations in the conduct of personnel records. All are checked piece by piece personnel documents in a company, violation of which may result in penalties from Tax Inspectorate, Labor Inspectorate and other inspection bodies.
Dictionary
HR audit- documentation analysis procedure HR administration for compliance with labor laws, and internal requirements companies.
It is this kind of check that is advisable to carry out in the company in cases when it is required to bring complete order to the documents. But it must be remembered that a general audit requires a lot of labor (mainly in time), so the HR manager must make a choice of how complete the documentation check is needed and whether the company is "capable" of it at the moment.
External consultants can be employees of a specialized company (usually firms providing consulting services on personnel management issues, they also offer a personnel audit) and a freelancer working independently.
When internal audit from them, a working group is created that is responsible for the result of the audit, in the case of an external one, they are responsible for transmitting the necessary information to the consultants, as well as providing comprehensive support for the audit.
If a company conducts an audit on its own, it is necessary to issue an order on conducting a personnel audit in the organization, determine the goals and objectives of this event, form an appropriate commission, and determine the timing of the audit.
If for the audit the company's management decided to involve a third-party organization, the customer needs to choose a provider (after carefully analyzing the market for such services) and conclude an agreement that defines the goals, objectives, powers and obligations of the parties, deadlines, etc., and issue an order for the organization indicating the goals , tasks, and working group providing assistance to external consultants.
Auditing
Determination of the package of required documents
Note!
Depending on the objectives, the planned depth and the time allotted for the audit, the company must decide whether the audit will be conducted with the help of invited consultants ( external audit) or forces own employees(internal audit).
First of all, it is necessary to draw up a list of documents that must be in the personnel service. The obligation of some documents is directly defined in the Labor Code. For example, the obligation of labor contracts is provided for in Art. 56 and 67, work books-st. 66, internal labor regulations - Art. 189, vacation schedule - Art. 123, provisions on the protection of personal data - chapter 14 of the Labor Code of the Russian Federation.
Many local regulations in the Labor Code are spoken of indirectly (for example, staffing table mentioned in Art. 15, 57 of the Labor Code of the Russian Federation). However, this does not mean that you do not need to have them in the HR department. In addition to Labor Code, the need for many documents is enshrined in other normative acts, for example, the Book of Records of the movement of work books and inserts to them is mentioned in the Decree of the Government of the Russian Federation of 04.16.2003 No. 225.
HR audit participants:
- the first person of the company;
- employees of the personnel department or department of personnel management;
- lawyers;
- employees of the planning and economic department (often they are the ones who develop the staffing table, shift schedules and are engaged in calculating salaries and other payments);
- employees responsible for occupational safety in the organization.
Some documents are of a recommendatory nature, for example, unified forms of personnel orders. But, despite this, personnel documentation is required to be kept according to uniform forms, since many documents go to the accounting department of the organization (for example, for calculating salaries) and in this case we can already talk about their obligation. Then you need to add documents to this list that may become mandatory in certain situations (for example, if the company has a shift work or if there are positions with harmful conditions labor).
As a result, the auditors receive a list of documents that must be present in the company's HR department.
Reconciliation of documents
After the members of the commission have drawn up a list of documents required for the personnel service, it is necessary to conduct a reconciliation - what is and what should be in order to restore all the necessary personnel documents in the future. To do this, they check not only the presence / absence of documents, but also carefully study their content, since even in the existing document there are violations of the law.
It is desirable to summarize the reconciliation results in a table. It will clearly show which local regulations require revision, and which ones need to be created again.
The next step will be to analyze the presence of documents in the HR department that require revision or additions. Very often, organizations, using the right of "internal rule-making" granted to them by the legislator, violate the Basic Rule (Article 8 of the Labor Code of the Russian Federation) - the norms of local regulations that worsen the position of employees in comparison with the established labor legislation or adopted without observing the established art. 372 of this Code of the procedure for taking into account the opinions of the representative body of employees are not subject to application. In such cases, apply labor legislation and other normative legal acts containing norms labor law, collective agreement, agreements.
If there are few such violations, it is possible to add them to the previously compiled table, otherwise it is more convenient to make a separate table containing a list of violations identified in specific documents.
Verification of other HR documentation
Looking through the administrative documents, you need to check that orders for the main activity are kept separate from orders for personnel. They also check how correctly the orders for appointment to new position leaders ( general director, directors structural units, chief accountant, production manager, etc.).
All personnel documents have different storage periods, therefore, after execution, documents should be formed into cases in accordance with the nomenclature of cases (within the case, documents are also systematized according to certain signs), this allows you to store documents, ensure their safety, systematization, accounting, quickly find required document, quickly transfer cases to archival storage.
Particular attention should be paid to the procedure for maintaining work books. First of all, you need to check the availability of a certified copy of the order for the main activity on the appointment of a person responsible for maintaining work books.
When auditing work books and inserts to them, you need to make sure that all of them are registered in the Book of accounting for the movement of work books and inserts to them, all books are available and all entries in them are made (based on the relevant orders).
Personal cards of employees should contain duplicate entries from work books (inserts) about hiring, transfers to another permanent job and dismissal, and next to stand the signature of the employee that he is familiar with these records. Labor books and inserts to them must be kept all together in a safe. Work with work books should be carried out in accordance with the Rules for maintaining and storing work books and the Instruction for filling out work books.
A minute to smile
A fragment from the resume of the applicant for the position of "advertising manager"
Key skills:
- non-standard thinking (-..-.....- - ....-.....--. ---);
- willingness to work in a team (including football);
- erudition (Hegel, Gogol, Babel, Bebel stand before my inner gaze);
- purposefulness (without fanaticism - alas, Savonarola, I'm not on my way with you);
- work for the result (the question is, what results do you want?).
Report generation
In conclusion, the commission for conducting a personnel audit draws up a report on the current state of personnel records management, analyzes whether the objectives of the audit have been achieved, fixes the identified deficiencies, prescribes measures to be taken, and draws conclusions.
The more complete and detailed the report, the easier it is for employees personnel service correct mistakes.
The report may include:
- analysis of the availability of all documents required by labor law;
- analysis of the compliance of the paperwork with the requirements of the Labor Law;
- assessment of the content of internal local regulations of the organization;
- analysis personnel procedures for compliance with legal requirements;
- analysis of the compliance of documents with the requirements of archival legislation;
- references to specific articles of regulatory enactments, according to which the company has violations;
- risk assessment: what violations can lead to labor disputes or to penalties from the inspection authorities;
- recommendations for correcting errors in personnel records management;
- prioritization in further work with personnel documents.
Usually it is presented in the form of a document containing both descriptive parts and a table with violations and recommendations for their elimination, which is drawn up in the form of an Appendix to the report.
The report is submitted to the customer of the audit (the first person of the company) for approval and further actions (issuing an order to correct the identified violations, the distribution of this work among employees of the HR department, etc.)
As a rule, the auditor submits the report in person, since explanations and additional information are often needed.
results
The result of a personnel audit is usually a work plan for the personnel service to eliminate the identified deficiencies in the conduct of office work, indicating the timing of their correction and the officials responsible for this.
In addition, often immediately following the results of the first audit, a second audit is appointed in order to check the correction of the revealed violations.
This audit is applied in the state of Virginia. It allows you to check the organization's policies in HR areas such as recruiting, training, compensation, benefits, labor Relations etc..
I. Questionnaire: Structure of the Division
Does the management staff know about the mission of the HR department?
Are other people in the organization aware of the mission?
If so, who?
How did they find out?
If so, among whom?
Does the organogram clearly distinguish between functional responsibilities and who can the employer and employees turn to for help?
Is the department subscribed to major trade and industry magazines?
Do they receive the same salaries as employees in comparable positions in the organization?
If so, does he pay attention to the balance of profits and losses, is he business-oriented?
Are managers accountable lower level in front of other middle managers?
How many employees are there in the HR department?
What is the ratio of HR employees to all other working employees?
How does this compare to the number of staff in other similar service providers?
Do all HR functions in an organization belong to one department that is responsible and accountable for planning, approving, overseeing and coordinating all HR policies, systems and services?
Does the senior HR manager report at the same horizontal level as all other senior personnel in the organization, including direct action departments?
Is the senior HR manager involved in strategic, tactical, and general organizational policy decisions?
Does the senior HR manager align all HR activities with the organization's strategic business plan?
Does the HR department clearly understand the needs of the organization, employer and employees?
Are HR functions focused on the needs of the organization, employer and employees, and are they prioritized?
Has a mission statement been formulated for the HR department to clarify its purpose in the organization?
Is the HR department spearheading employees' drive to be more entrepreneurial (as well as increasing productivity, lowering costs, improving product quality and working relationship programs)?
Was the HR organogram printed and disseminated?
Is it approved for each employee of the HR department job description explaining the main objectives of the work, responsibilities and accountability?
Does everyone in the HR department understand their role and work relationships with others?
Do HR employees have additional qualifications to perform duties outside of their primary area of responsibility?
Are they working on special team and departmental projects?
Are HR employees competent in the professional and industry areas?
Do they advise management and staff on HR issues?
Are HR employees able to work as a team?
Are they easily accessible to the employer and all employees?
Do HR staff provide training and professional development that meet organizational requirements and objectives?
Is participation in professional or industry groups encouraged?
Is there a reliable measure of HR performance that clearly sets out their goals and objectives?
Do HR employees receive salaries that meet market standards?
Do HR people manage to align organizational needs with employee needs, and do they mediate for both parties?
Is the HR department focused on results (that is, does it calculate economic efficiency and practical results of HR programs)?
What is the ultimate responsibility of department heads (that is, how many and which officials report to them)?
Are HR needs and HR programs taken into account in the budgeting process?
Does the organization plan for its future needs to meet future HR needs?
Questionnaire Explanations: Division Structure
In all sections, self-audit questions are designed to assess how well the HR department is achieving the goal formulated at the beginning of each questionnaire: whether the HR department is formed, structured and equipped in such a way as to provide an overarching strategy, control and efficient management human resources to achieve organizational goals?
Questions 1 through 9 examine how department leaders achieve organizational goals and their degree of involvement in management activities on strategic planning and in making decisions that affect the bottom line. These questions help to track whether the HR activity meets the needs of the employer and employees, and when the HR team, by taking the initiative, can help them make the most of the organization's workforce.
Questions 10 through 26 highlight the related responsibilities of the department in relation to the employer and all employees, job tasks and internal relationships, the dual role of HR personnel as internal consultants for management and employees, its competence and flexibility, versatile qualifications, alignment of employee needs with business requirements and focus on practical results.
The sub-clauses of question 24 concern the number of personnel, structure and limits of responsibility. Dedicated headcount standards for any industry are available from a variety of professional publications as well as national and regional statistics. Research specific to your type of organization will make this baseline more reliable.
Questions 25 and 26 focus on resources and planning to get the job done.
II. Questionnaire: Human Resources Planning / Organizational Development
The questionnaire is designed to explore the process of identifying and providing the means to meet the organization's need for development and human resources.
Whether one executive responsible for tracking the organization's human resource needs?
How is this review carried out? Formal / informal? (please describe)
How often is this analysis updated (for example, annually, every two years, three years, or less)?
Do the following analyzes take into account your planned needs:
Analysis of external demographic data of the labor force (age, gender, minority population distribution, education, skill level, occupation, etc.)
Analysis of expected organizational changes in technologies, processes, products / services and markets.
Analysis of the needs of employees, such changes will require, for example, new qualifications, education, knowledge and skills.
What external sources provide such demographic data?
What internal sources within the organization provide this information?
To whom are these forecasts communicated? How often? How long are these forecasts?
Is one official responsible for reviewing and assessing the skills, education, interests, and needs of the HR department?
How is this assessment carried out (formally or informally)? (Please describe.)
How often is this estimate updated (for example, every two years, three years, or less)?
To whom are these estimates and projections communicated? How often? How long is it?
Is this assessment and predictions used in the learning and development process?
Is this assessment and forecasts (the need for employees) used for vocational guidance (alignment of organizational and individual needs, skills and abilities)?
Is there a formal vocational guidance process in place?
Is there a career counseling system to identify individual skills, interests and needs that provides a new position and / or development assistance?
Are promising employees being identified for key positions? If so, is there a consistent plan for identifying high potential employees?
Are HR forecasts indicated in the recruitment plan (i.e., number, job classification, skills, knowledge and educational attainment)? How long is it?
If the plan labor resources will require restructuring or downsizing, are there any special strategies for dealing with laid-off employees?
Is assistance offered to those laid off in employment?
Are there strategies to support the remaining employees?
Are HR forecasts part of the organization's budgeting process?
Is the organization planning to meet its human resource and development needs?
Questionnaire Explanations: Workforce Planning / Organizational Development
Answers affirmatively to all questions in this section mean that all organizational development and human resource needs are being met. Particular attention is paid to the relationship between the development of the organization and the predicted need for labor force with the physical and intellectual data of employees.
Questions one through seven address what might affect the planning process (changes in labor force, markets and customers, products, services, technology / skills, and external supply).
Questions eight through seventeen describe the process of internal assessment and analysis of organizational arrangements for leadership development, training, career guidance and sequential planning to meet the organization's demand for employees. If the domestic supply of labor is greater than the demand, then resources must be reallocated (questions 18 and 19).
Human resources planning is very important for a young, fast growing and high-tech business. In the process of constant competition, a mature business also, in need of new products, services, markets, procurement or sale, must plan to identify, attract or redeploy the talent needed to give it new strength.
Now a little about the technical revolution. In 1980, a research article by the Worldwatch Institute began: Microelectronics is likely to cause rapid changes in industry. Of course, this is old news about the future, but we returned to this story to remind: we were told about what was going to happen. Most of us just didn't pay attention.
People, their knowledge and skills are the main resource of any company. Therefore, a regular audit of the HR system is as important as financial or any other. On the one hand, it helps to gain an understanding of the role of HR, on the other, it helps to better understand the expectations of internal customers and better align with the development strategy.
It is useful to conduct an HR audit regularly to stop and calmly evaluate strengths, see new directions for development, hold a strategic session or brainstorm... HR audit may also be necessary on a case-by-case basis - when changing strategy, renewing a team of company leaders or HR department, changing HR policy or its constituent systems. In either case, the help of an expert will be useful: his fresh look will help to objectively assess the situation, identify areas for improvement, areas of development or optimization of ineffective processes.
You can entrust the care of HR audit and monitoring the experience of similar in activity and size Russian and international organizations US. We will help you stay in trend, make fuller use of your capabilities and improve your work. As a result - to become the best assistant for business and employees.
Your ally is our service of conductingHR-audit and benchmarking.
We offer:
- analysis of the structure of the personnel management service of the company;
- analysis and description current state personnel management systems in attracting, selecting, adapting, evaluating, training and developing, motivating personnel, organizing social programs and the development of corporate culture;
- audit of HR workflow;
- description of the optimal state of the HR-system, contributing to the achievement of the company's strategic goals;
- benchmarking, monitoring international experience and Russian colleagues;
- preparation of recommendations for adjusting and developing the personnel management system, including an action plan for their implementation;
- development of KPIs for the personnel management service, the formation of an action plan.
As a result, we will help you:
- to achieve an understanding in the organization of the role and contribution to the development of the business of the HR service;
- to increase the credibility and improve the opinion of the HR service;
- inspire HR employees for professional growth and responsible work;
- effectively allocate responsibilities and areas of responsibility of HR employees;
- bring personnel policies and practices to uniform standards;
- identify problems that critically affect the work with employees;
- ensure timely and full compliance with legal requirements;
- to increase the efficiency of using the budget for work with personnel;
- ensure acceptance and support at the management and staff level necessary changes personnel policy;
- conduct a thorough analysis information system HR department, internal communication systems.
Personnel audit will help to identify non-obvious problems of the personnel policy of the enterprise. The main focus should be on interviewing employees, but not only.
From the article you will learn:
Personnel audit makes it possible to assess the effectiveness of the company's personnel potential management, as well as the management's ability to regulate social and labor relations.
The tasks of personnel audit of personnel include:
determination of the compliance of the personnel potential of the enterprise with its main goal;
verification of correct use regulatory framework company employees;
analysis of the effectiveness of the personnel management system in order to promptly solve the tasks it faces;
detection of negative factors affecting human resources, as well as the solution of problems arising in this regard.
HR department audit
In conducting a personnel audit of personnel management services, the main thing is not to evaluate the effectiveness of the department's employees, but to identify shortcomings in the system itself. Start staffing personnel audit better with a survey of employees. This will help to identify strengths and weaknesses in the work of HR services.
For the survey, make a list of questions related to corporate culture enterprises. Thanks to the answers to such questions, you can check whether you have managed personnel department to convey to employees the meaning of the values and rules of the organization, to achieve an understanding of its strategy.
In addition, you need to find out how well the company communicates between departments, between managers and subordinates. Are employees satisfied with the incentive system (bonuses, bonuses), social package?
Questions for this can be used both general, for example, "Do you know what the purpose of your company is?", And specific - "What are your actions when you see an error in the work of your colleague from a neighboring department?"
In addition, separate interviews should be conducted with line managers or heads of departments. This will reveal the existing problems in personnel management. At the same time, use the benchmarking method, that is, compare the corporate rules and conditions of work in competing companies with those in similar departments of your enterprise.
Audit of the HR department
To organize the process of auditing HR records, first issue an order to audit the work of HR. The order specifies the persons performing the check. It is advisable to create a commission for this and include a company lawyer in it.
Prepare the required documents for verification:
- work books,
- Personal things,
- employment contracts,
- time sheet,
- staffing table,
- personal cards,
- vacation schedule,
- orders for personnel.
At the next stage, analyze the document registration system, check how the document storage system is organized at the enterprise, whether there are books and accounting journals. A number of journals are required, for example, a register of inspections and a book for recording the movement of work books and inserts to them.
Check the correctness of the paperwork. Magazines should be laced, all sheets numbered, fastened wax seal, certified by the head of the organization. Verify that there are no fixes in the logs.
Check for the following local regulations:
regulation on remuneration,
internal labor regulations,
provisions on commercial secrets.
See if they are properly signed by employees and the company executive. Check the content of local regulations: does it contradict the legislation, does it worsen the situation of employees in comparison with what is established in. If there are inconsistencies, demand that the personnel officers eliminate them immediately.
Recruitment audit
The high-quality work of the HR service in the selection of personnel must meet three basic requirements:
fast closing of vacancies;
recruitment of staff with high level vocational training and good performance;
so that the search for candidates is cheaper and with the smallest possible number of HR specialists.
To optimize this process helps recruitment audit... To do this, create step by step plan selection of employees, indicate the actions of the recruiter at each stage. Moreover, it is necessary to include in the plan those stages that occur in rare cases, for example, when searching for top or exclusive positions.
Compare the ideal selection chart with the actual one. Look at which stages are missing and which, perhaps, are superfluous (see Figure 1).
Find out how attractive job advertisements are? You can ask the staff about this. Find out what attracted them at one time to the vacancy of the company, ask them to remember how it was positioned. It is not necessary to interview everyone, 2-3 people from each department are enough, the main thing is to cover the category of personnel, with the selection of which there are most problems.
Analyze at what stages and why HR managers are losing candidates. For example, when a recruiter conducts a telephone interview with an applicant along the way, it is necessary to assess the degree of compliance of the applicant with the key requirements of a vacancy. If more than 60% compliance with the job profile is found, the applicant should be invited for a personal interview.
Evaluate how the work with the candidate is going on in the office. It is desirable to describe it in detail, for example, filling out a questionnaire, questionnaire, case interview. It is important that the applicant for the job does not feel uncomfortable. The HR manager should inform in advance how many stages of selection await the applicant, with whom he will meet, and how long it will take to make a decision on him. This open-minded approach significantly reduces the risk of applicants leaving on their own during the selection process.
If probation less than 70% of new hires pass, update job profiles. This may indicate that insufficiently qualified personnel are being recruited, employees do not reach the level required by the company. Perhaps the problem is too complex. Check out what tasks managers set for newcomers. If training is being conducted, find out what results newcomers show, analyze the feedback from managers.
Questions to be answered during the audit
Do recruiters monitor salaries in the market? If not, salaries may lag behind the average level, and professionals will not go to the vacancy.
Is it tracked which employee search channels are most effective for your company? The one from the candidates will be effective, so the cost of one resume is the lowest.
High or low workload for recruiters? Average staff specialist maybe. If managers are clearly overwhelmed, consider how you can automate the process.
Identify the unit cost of hiring one employee. Find out what, on average, it costs an enterprise to fill one vacancy with the help of its recruiters (see an example of such a calculation). Calculate how much it will cost to hire one employee with a third-party recruiting agency. Divide all costs for services by the number of employees who have passed the trial period, analyze the results.
Corporate values audit
An audit of corporate values allows you to check the values already in the company, assess how they are adequate to the business objectives. It is desirable that the list of values be linked to business goals, enterprise strategy, and woven into the personnel management system. In this case, corporate values will shape the desired behavior of the employees.
Stage 1.
At the first stage, already existing values are determined. At the same time, you need to know exactly what the management and ordinary employees understand by them, so that there are no discrepancies in the interpretation of values.
Stage 2.
Find out if the values match the elements strategic management and personnel policy. An audit largely depends on what the company's management strategy is. For example, if your strategy says you need to reduce production costs, you should consider whether the values are in line with that point. Those values that do not correspond are given a minus.
Stage 3.
Whether the personal values of the employees are consistent with the corporate ones. Internal values and attitudes of employees can be determined using the Schwartz questionnaire, the "Career anchors" methodology and the "Value orientations" test.
It is also necessary to conduct staff surveys and regularly measure the effectiveness of motivation factors. Since the internal settings are subject to change. The effectiveness of corporate values directly depends on whether they correspond to the values of employees.
Stage 4.
Determine if corporate values permeate HR functions
The impact of corporate values should be felt on the core HR functions:
- selection,
- adaptation,
- Labour Organization,
- grade,
- motivation,
- education.
If the influence is obvious, then the values are developing and find relevance in the enterprise, otherwise they will not work. Assess whether values permeate the organization's principles, procedures and service standards.
Stage 5.
At the final stage, having discovered the shortcomings and areas of development, it is necessary to develop an action program on how to increase the role of values in the organization and their compliance with the company's strategy. Read more about internal HR audit in.
In conclusion, it is important to emphasize that HR audit any undertaking must be carried out with a full understanding of the tasks before the commission. As a result of inspections, experts must provide the management with not only an analysis of the current situation, but also prepare the measures necessary to solve the problems.
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