How does a firm know if

its human resource

practices have an impact
on business results?
 The Systematic Approach
of Organization Evaluation
Gambar 14.2 The Systematic Approach of Organization Evaluation

Compare
Deterrmine
Establish Measure performance Standards met
areas to
standards performance against or exceeded
evaluate/control
standards

Standards
Standards
not met
not met

Take
Take
corrective Recognize
Recognize
corrective
action as
as performance
performance
action
necessary
necessary
necessary

Adjust stands
Adjust stands and
and measures
measures as
as necessary
necessary
 Financial EVALUASI
Measures includes net LINGKUNGAN
income, earnings per
share, revenue growth ORGANISASI
and new product revenue
INTERNAL

Customer Internal/
Measures include operational
external customer ORGANIZATION
satisfaction, VISION AND Measures include IT
customer loyalty and STRATEGY developments, OHS,
internal customer productivity and new
satisfaction products

Learning/growth
Measures includes
personal development and
employee satisfaction
 EVALUASI
Economic LINGKUNGAN
ORGANISASI
Industry Demographic/ EKSTERNAL
Competitors Geographic

HR
Planner
Political
Global
/legal

Technology
Socio-
cultural
 AUDIT
SUMBER
DAYA
MANUSIA

MSDM 1

WEEK 14TH
AUDIT SDM?
“Quality Control Check” secara menyeluruh atas
atas aktifitas-aktifitas pengelolaan SDM di suatu
perusahaan atau salah satu unit kerjanya untuk
mendapatkan gambaran sejauh mana dukungan
aktifitas-aktifitas tersebut pada pelaksanaan
strategi perusahaan.

Effective

Efficiency
Manfaat HR Audit
 Menemukan masalah-masalah personalia yang penting.
 Memastikan kepatuhan yang tinggi terhadap persyaratan legal.
 Mengurangi biaya-biaya SDM melalui prosedur personalia yang
lebih efektif.
 Menciptakan penerimaan yang lebih besar akan perubahan-
perubahan yang diperlukan dalam departemen SDM.
 Memberikan tinjauan yang seksama atas sistem informasi
departemen SDM.
 Mengidentifikasi kontribusi departemen SDM bagi organisasi.
 Meningkatkan citra profesional departemen SDM.
 Mendorong tanggung jawab dan profesionalisme yang lebih
tinggi di kalangan karyawan departemen SDM
 Memperjelas tugas dan tanggung jawab departemen SDM.
 Mendorong keseragaman kebijakan-kebijakan dan praktik-
praktik personalia

Tony Soebijono 8
 Corporate Strategy

THE
SCOPE OF
Human
Employee
Satisfation
Resource HUMAN
Function
RESOURCE
AUDITS

Human Resource
Compliance
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

Corporate Strategy concerns how the organization

is going to gain competitive advantage.

 Para karyawan departemen SDM bisa mempelajari

strategi perusahaan lewat wawancara dengan para
eksekutif kunci, mempelajari rencana bisnis jangka
panjang, dan melakukan peninjauan lingkungan
secara sistematis guna mengungkap tren-tren yang
berubah.
 Departemen SDM harus mengaudit fungsinya,
kepatuhan manajerial, dan penerimaan para
karyawan atas kebijakan dan praktik SDM dalam
kaitannya dengan rencana stratejik perusahaan.
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

 Perceptions of the company and its goals

 Strengths and weaknesses of top management
 Employee perceptions of the company and top
management
 Relations with subordinates
 Support of career goals for self and employees
 Major Human Resources issues
 Which Human Resources functions work well
 Which Human Resources functions need improvement
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

• HR Plans
HRIS • Job Analysis
• Compensation

• Recruiting &
Selection
Staffing &
Development • Training &
Development
• Career Development

• Performance
Appraisal
Control &
Evaluation • Labor Management
Relation
• HR Controls
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

 Recruitment
 How are candidates sourced?
 How are candidates selected?
 Are legal requirements met?
 Are the same processes used for all jobs, all locations?
 Are processes followed consistently?
 Compensation and Benefits
 What are the different policy groups (e.g. management, clerical,
union)?
 How is base pay policy set?
 What grading/job evaluation systems are used?
 Are there up-to-date job descriptions?
 What variable pay practices are in place?
 How are pay increments decided?
 What is the benefits plan?
 Are the same processes used for all jobs, all locations?
 Are processes followed consistently?
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

 Training and Development

 How much training is given?
 How is the training program managed?
 Are there any staff development programs?
 Are the same processes used for all jobs, all locations?
 Are processes followed consistently?

 Industrial Relations
 What unions exist and what jobs are covered?
 What collective agreements are in place, when do they
expire?
 How many grievances are there per year?
 Are there any outstanding grievances?
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

Reviews how well managers comply with human

resource policies and procedures.

 Compliance with laws is especially important. When

safety, compensation, or labor laws are violated, the
government holds the company responsible.

 If managers ignore policies or violate employee

relations laws, the audit should uncover these errors
so that corrective action can be started.
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

Reviews how well managers comply with human

resource policies and procedures.

 Are processes in place to manage compliance

issues for all relevant jurisdictions?
 Is there any outstanding litigation?
 Are the same processes used for all jobs, all
locations?
 Are processes followed consistently?
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

Reviews how well managers comply with human

resource policies and procedures.

 Personnel files and record keeping (contain only job

related information)
 Pay equality
 Job descriptions (ADA compliance)
 Health and safety
 Equal opportunities and positive action
 Forms (applications, internal forms, etc.)
 Legal reporting
 Policies and procedures
Audit of Corporate Audit of HR Audit of Managerial Audit of Employee
Strategy Function Compliance Satisfaction

To learn how well employee needs are met.

 Employee satisfaction refers to an employee’s

general attitude toward his or her job.
 When employee needs are unmet, turnover,
absenteeism, and union activity are more likely. To
learn how well employee needs are met, the audit
team gathers data from workers.
 The team collects information about wages, benefits,
supervisory practices, career planning assistance,
and other dimensions of job
 Checklist Audit SDM (David Stevens)
1. Struktur Organisasi
2. Uraian / Deskripsi posisi
3. Rencana keberhasilan
manajemen
4. Kebijakan rekruitmen
5. Prosedur rekruitmen
6. Program perkenalan
7. Penilaian kinerja
8. Penilaian potensi individu
9. Perencanaan jenjang karier
10. Program pelatihan
11. Administrasi kompensasi
12. Fungsi departemen SDM
13. Perencanaan manusia
14. Catatan pribadi
15. Relevansi aplikasi komputer
16. Pemahaman iklim organisasi
17. Pembagian informasi dengan
karyawan
18. Desain pekerjaan
19. Hubungan industrial
20. Kesehatan karyawan
21. Keamanan karyawan
22. Pelayanan karyawan
23. Pengumpulan angka statistik
24. Praktek pengunduran diri
25. Dokumentasi / formulir
26. Keamanan
27. Interaksi sosial
19
 PENDEKATAN RISET UNTUK AUDIT

 Pendekatan komparatif : membandingkan

 Pendekatan wewenang dari luar (outside authority approach) :
menggunakan penemuan ahli atau konsultan dari luar
perusahaan sebagai standar
 Pendekatan stastistik : standar berdasar catatan yang ada yang
diolah dengan stastistik
 Pendekatan kepatuhan (compliance approach) : memeriksa
pelanggaran terhadap aturan dan kebijaksanaan perusahaan
 Pedekatan management by objective : membandingkan hasil-
hasil kegiatan personalia dengan tujuan-tujuan yang telah
ditetapkan.
 Wawancara

Audit
Survei
internasional
Metode
Riset
SDM
Eksperimen Analisis
SDM historis

Informasi
eksternal
 Analisis
Interviews Survei
Historis

Informasi Eksperimen Audit

Eksternal SDM Internasional


 Interviews with employees and managers are one
source of information about human resource
activity. Employees and managers comments help
the audit team find that need improvement.

 Another useful source of information is the exit

interview. Exit interview are conducted with
departing employees to learn their views of the
organization.
 Analisis
Interviews Survei
Historis

Informasi Eksperimen Audit

Eksternal SDM Internasional


 Because interviews are time-consuming, costly, and
often to only few people, many human resource
departments use questionnaires. Through
questionnaire surveys, a more comprehensive
picture of employee treatment can be developed.

 Questionnaire may also lead to more candid

answers than face-to-face interviews.

 Employee attitude about supervisors

 Employee attitude about their jobs
 Perceived effectiveness of human resource
department
 Analisis
Interviews Survei
Historis

Informasi Eksperimen Audit

Eksternal SDM Internasional


 Not all the issues of interest to human resource audit are
revealed through interviews or questionnaires.
 Sometimes insight can be obtained by an analysis of
historical records, such as:
 Safety and health records
 Grievances records
 Compensation studies
 Scrap rates
 Turnover and absenteeism records
 Selection records
 Affirmative action plan records
 Training program records
 Analisis
Interviews Survei
Historis

Informasi Eksperimen Audit

Eksternal SDM Internasional


 Outside comparisons give the audit team a perspective
against which their firm’s activities can be judged.
 Through Department of Labor, industry association,
professional association numerous statistics and report
are compiled.
 These organizations regularly publishes information about
future employment opportunities, employee turnover
rates, work force projection, area wage and salary survey,
work force demography, accident rates, and other data
that can serve as benchmark for comparing internal
information.
 Analisis
Interviews Survei
Historis

Informasi Eksperimen Audit

Eksternal SDM Internasional


 Comparing experimental group and control group.

 The program is effective when the performance of

experimental group is better than control group.