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Auditing the HR Function

Auditing the HR Function

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Published by Rafat Aref Khanfar
Auditing the HR Function
Auditing the HR Function

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Published by: Rafat Aref Khanfar on Apr 15, 2013
Copyright:Attribution Non-commercial


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Auditing the HR Function

Kelli W. Vito, SPHR, CCP KV Consulting

Why Conduct an HR Audit?
Routine check-up (uncover any conditions you may have and set up a treatment plan)  Determine how you can best align HR operations with organizational goals  Ensure compliance with federal and state regulations

Aspects of HR Audit Strategic Functions Compliance Issues .

HR Emerging Issues Executive management ethics  Skyrocketing healthcare costs  HR outsourcing  Baby boomer exodus – labor shortage. aging and diverse workforce  Knowledge work – managing knowledge workers  .

Typically Out of Scope Payroll  Safety and Health  Workers Compensation  Retirement Plans  Health Insurance Plans  Deferred Compensation Programs  Unemployment  .

HR Department Basics .

HR Department Basics Strategic Management Department Structure & Staff Competencies HR Facilities HR Technology & Information Control .

Strategic Management  Strategic Plan  Operational Plan  HR Performance Management  HR Budget  Legislative/Regulatory Environment .

Key Administrative Advisors Chief HR Officer Chief Information Officer Technology resources People resources Chief Financial Officer Monetary resources Agency Head .

  Top HR position is organizationally on the same level as other program directors and administrative directors HR Dept.HR is Strategic Partner when:  HR leader has/is:   strong knowledge of HR roles and functions. business strategy and operations perceived as a credible advisor by his/her peers and executive management. . is viewed as approachable and trusted to provide accurate information.

. is routinely completed.HR is Strategic Partner when:    HR Dept. strategize regarding common problems. in peer organizations that share experiences. is part of a network of HR Depts. Strategic HR plan is closely linked to overall strategic plan. including key metrics. Performance assessment of HR programs. and stay abreast of latest HR trends and developments.

Department Structure & Staff Competencies  HR Organizational Chart  HR Staff Competencies .

HR Competencies Cultural & Change Steward Business Ally Talent Manager Credible Activist Operations Executor Strategy Architect .

HR Facilities Physical facilities of the HR department  Reception of job candidates  Legal and other employment notices  Private areas for interviews and employee consultations  HR convenient to employees  Easy access to HR employee for questions  .

HR Technology & Information Control HRIS  Information Management Processes  .

Key HR Risk Areas .

Key HR Risk Areas Workforce Planning & Employment HR Development Total Rewards Employee & Labor Relations Risk Management .

Workforce Planning & Employment Workforce Needs Determination  Organizational Design  Recruiting Programs  Selection Process  Contractor Management  Succession Planning  Turnover and Employee Relations  Regulations Compliance  Fraud  .

HR Development Training Needs Assessment  New Employee Training  Technical Training  Supervisory Training  Training Assessment  Employee Coaching  Performance Appraisal  Counseling  Discipline  .

Total Rewards Compensation Philosophy  Job Documentation  Market Analysis  Salary Structure Development  Job Evaluation  Salary Administration  FLSA Determination & Overtime  Benefits Administration  Payroll  .

Employee & Labor Relations Policies and Procedures  Employee Attitude Surveys  Employment Records  Employee Compliant and Grievance Process  Labor Relations  .

Risk Management  Safety & Health .

Outsourcing and Co-sourcing Needs Assessment  Vendor Selection Process  Vendor Management  .

CCP kelli. SPHR.KV Consulting Kelli W.net 512-293-4678 .vito@kvconsulting. Vito.

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