Tony Mayo

LS 625 Human Resource Management

Module 4
Professor Dennis Anderson
 Audit Checklist

Management: Are full-time and part-time hours defined?

 In a standard organization full-time working hours are defined as 40 hours a week or

more. We need to identify full-time employee and part-time employee pay grades as

well as minimum and maximum working hours.

 The Financial Manager will be charged with determining the pay wages for full-time

employees, part-time employees, and if we have salaried employees as well.

 Full time employees will be solicited in the job description and job advertisement. If an

employee is hired in a full-time or part-time status, will they be eligible to move from

one pay grade to another? This will need to be very clearly defined in the contract when

they employee is officially hired. If a full-time employee works more than 40 hours a

week, will they collect overtime or time and a half? What is the maximum that a full-

time employee can work? What is the maximum overtime a full-time employee can

collect in one period? All will need to be clearly defined in the contract before the

employee signs. Additionally, the Financial Manager will be responsible for tracking all

payroll and hourly wages.

 What will the minimum hours of employment be for part-time employees? What is the

maximum? If a part-time employee goes over 40 hours what are their pay increases?

Will they rate overtime? Or will this be time and a half? This needs to be clearly defined

in the language in their contract. The minimum hours of employment for part-time will

be 25 hours a week.
  All these questions will need to be covered during a new member orientation brief

when the employee has been hired. Before the job is listed for hire the Financial

Manager will calculate the hourly requirement weekly to determine if the hire will be

full-time or part-time.

Hiring: Do job descriptions exist for all jobs?

 In this organization all jobs will have a specific job description. The job description is

used as an evaluation tool for progress. The description of the job will be very clear and

concise. All job descriptions as well as titles will be approved by the Executive Director.

The administrative staff will draft all job descriptions, as well as job listings for final

approval from the Executive Director before posting them.

 Job descriptions can be re-evaluated if the role of the employee changes within the

company or they find themselves doing work outside of their job description.

 Expectations and evaluation criteria will all be tied to the job description.

 Evaluate quarterly the function and role of each position and determine if the

description of the job is relevant or requires adjusting. If the description of the job no

longer matches the roles of the job then the Administrative Staff will draft a new job

description to be reviewed and approved by the Executive Director.

Safety and Security: Are measures in place (access badges, traffic control, etc.) to keep

unauthorized persons from entering the facility through normal entrances?

 The security position under the Administrative staff is tasked with developing an

entrance/exit method for out facility. Guidance from the executive director is that this

facility is run like a professional athletics facility, where every individual on staff has an

access code.

 The Security Director will be tasked with developing a frequency or regular schedule for

changing these access codes. If every staff member has an access code to the building,

how will clientele and new clientele enter the building?

 Will this facility be run like a 24-hour gym? Where all patrons have a key card or an

access code? How frequently will these cards change or be updated? The Security

Director will develop a routine for updating our files and access means. This additionally

costs money if each member will be issued a key card. The Financial Manager will

develop a budget based on our projected clientele for our first six months and

determine what the cost would be to replace or update key cards. The Financial

Manager will make the determination if this is a fiscally responsible move or not. If no,

then both individuals will work through a fiscally responsible means to update our

access.

 End state is to operate with our initial means of access for the first six months of

business. By the six months mark the Security Director will have an answer to how we

will update our access for clients, as well as the frequency in which the access codes for

staff members will be updated. Additionally, the final task is to determine what happens

to a staff members access code if they are terminated as an employee?

Discrimination and Employees Rights: Are supervisors and managers trained in anti-

discriminatory practices?

 This CEO of this business prides himself on being anti-discriminatory. The model that

this business is built on is hard work and discipline, and those alone should separate you

from the pack, not anything discriminatory.

 The Executive Director will put together anti-discriminatory training to be conducted by

all supervisors and managers prior to their first day of work. This will all be covered in

their orientation period. The training needs to clearly define what discrimination is. The

training should also include ways to identify discrimination and provide very specific

examples, as well as very vague examples to ensure the management understand the

gray area, or at least understand that there may be vast gray area.

 The Executive Director is charged with educating all managment (to include supervisors)

on discrimination laws, the consequences for breaking or violating these laws, and the

ramifications for being in violation of any of these while working for this organization.

 The Executive Director will develop protocols to allow employees to file complaints if

they feel they have been discriminated in any manner. These complaints will go straight

to the CEO and will be handled on a case-by-case basis.

Record Keeping and other documentation: Are documents regarding employees kept for their

required duration?
 What is this company’s policy on record keeping? Are all records going to be kept

physically with a digital back-up or vice versa? Will they only be kept digitally?

 The Administrative Staff will develop our records keeping policies. There will be a

primary and secondary means of record keeping.

 The CEO leans heavily into his military experience and recommends that this

organizations record keeping be in line with the DOD Directive 5015.2 on records

management

 The Administrative staff are tasked with developing a program to determine the

duration of which our organization maintains personal records. What are the security

protocols for releasing an individual’s record or any record from their file? This will be

spelled out in detail in the organization’s policy on records management.

 If an employee is terminated does their file remain with the organization and if so for

how long after their termination?

 Once the duration has expired for an individual’s record what are the processes for

termination of their file?

 The Administrative Staff have 45 days to solidify the organization’s policy on records

management. Once the program has been endorsed by the CEO it will be hung on a

bulletin board in the common break area for employees. Additionally, this will be

included as a reference in the initial employee contracts.

References

The Easy Guide to Developing an Effective Action Plan: https://creately.com/guides/how-to-

write-an-action-plan/

DoD Directive 5015.2: DoD Records Management Program

Feb 2020: The HR Audit Checklist: Sample Questions to Get you Started