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Audit PPT 152
Audit PPT 152
HRD Audit
Start to End...
"The unexamined work life is
not worth living."
What is HRD?...
What is HRD?...
Competence Building
Commitment Building
Culture Building
What ?...
An HRD Audit is like an
annual health check-up, it
plays a vital role in instilling a
sense of confidence in the
Management and the HR
functions of an organisation.
Structure,
Strategies,
Systems,
Styles,
Skills / Competencies &
Culture
Strategies,
Structure,
Systems,
Styles
Skills & Competencies
Culture
HR Audit is a comprehensive
evaluation of the entire gamut
of HR activities :
HR Cost
HRD activities
Health, Env. & Safety
Legal Compliance
Quality
Compensation & Benefits
How ?...
In HRD Audit the skills, styles, systems, strategies,
structure is studied and analysed using a variety of
methodologies like
interviews, (Individual
questionnaires,
observations,
available records,
workshops etc.
Why ?...
Organisations undertake HR audits for many reasons :
To make the HR function business-driven.
Change of leadership.
To take stock of things & to improve HRD for expanding,
diversifying, & entering into a fast growth phase.
For growth & diversification.
For promoting professionalism among employees & to switch
over to professional Management.
To find out the reasons for low productivity & improve HRD
strategies.
Dissatisfaction with a particular component.
To become employer of choice.
HRD
Competence
Score
ABC
HRD
Culture
Grade
B*
Business
Linkage
Grade
Overall
HRD
Maturity
rating
B*CB*B
These four indices consist of the four pillars of HRD effectiveness. All the four
dimensions are assessed using following ten point rating system.
A* Highest Score and Highest Maturity Level
A Very High Maturity level
B* High Maturity Level
B Moderately High Maturity Level
C* Moderate Maturity Level
C Moderately low Maturity level
D* Low Maturity Level
D Very low Maturity level
F Not at all present
U Ungraded
Components to be audited
HRD Staff
How professionally qualified are they?
Do they seem to demonstrate adequate knowledge base?
Are adequately trained in the appropriate HRD systems?
Are they sensitive to internal customer requirements?
How good is their skill base in implementing various systems?
Do they demonstrate OCTAPACE values?
Are they quality conscious?
HRD Staff
Are they familiar with the business goals of the
corporation?
Are they cost conscious?
Are they empathetic?
Do they spend adequate time trying to understand
the requirements of all categories of employees?
Top Management
Do they understand HRD and its significance in achieving
business goals?
How supportive are they of HRD interventions and values?
HRD Function
Adequacy of manpower
Appropriateness of the structure
Cost consciousness of staff
Quality consciousness of the HRD staff
Responsiveness of the HRD department to the needs of
employees, Managers, Staff, Workmen, Union Leaders?
Level of Internal customer satisfaction
Internal operational efficiency of the department?
Level of internal synergy among staff?
Are they the first to implement HRD systems? Do they
implement them in an exemplary way?
PCMM
Aims at improving workforce
practices in software industry.
PCMM Maturity
Framework...
Continuously Improving
practices
Empowered &
measured practices
Competency
based practices
Level 1
Initial
Level 4
Predictable
Level 3
Defined
Level 2
Managed
People
Management
Level 5
Optimizing
Competency
Management
Capability
Management
The HRD Scorecard is a measure of the HRD maturity level of an organization. The scorecard is based on
the following assumptions and takes into consideration the research based understanding gained in the last
few decades regarding HRD. The maturity level of HRD in an organization is indicated by the
following factors:
- HRD Systems Maturity
- HRD Competencies of the Employees including the HR Department
- HRD Culture of the Organization
- HRD Influence on the Business Goals or Business Linkages of HRD.
This model is based on the assumption that:
- Competent and motivated employees are needed to provide quality products and services at
competitive rates and ways that enhance customer satisfaction.
- HRD Systems Maturity Score: Competencies and commitment can be developed through appropriate
HRD mechanisms (tools and systems). In a HRD Mature organization there will be well-developed HRD
systems and HRD systems Maturity can be measured through HRD audit.
- HRD Competence Score: HRD Competencies of the HRD department and the line managers play a
significant role in implementing the systems and processes in ways that could ensure employee
satisfaction, competence building and customer satisfaction linkages. The competencies of the staff and
the other employees can be measured in terms of an index.
- The HRD Culture: values and processes created by the HRD tools, staff and their styles also play a
crucial role in building sustainable competencies in the organization. These need to be measured and
monitored. It is possible in some corporations (for example small corporations) to have very little of HR
systems and yet have a high level of HR competencies and HR culture. In the traditional family owned
organizations in those years where there were no systems approaches there used to be good degree of
HRD culture, which has resulted in effective functioning and business.
- Business Linkage Score: Business linkages of HRD are very crucial component of HRD effectiveness.
HRD systems, competencies and the culture must be aligned with the business goals of the corporation.
The alignment could be ensured through the direct linkages with customer satisfaction and employee
motivation indices.