Lecture 12 HRD IE Audit

8/18/2019 Lecture 12 HRD IE Audit

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HRD IE Audit

SZABIST- ISLAMABADBy: Muhammad Ahmed Khan

Lecture- 12


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Contents

• Three “Cs” of HRD

• HR audi ! An o"er"ie#

• HRD audi as a dia$nosi% oo&

• Com'onens of HRD audi

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HRD "udit - An o'er'ie$

• ("n) sm"ll "nd medium si#e *usinesses

+"ce c"rr) out their HR +unction $ith +e$ or

no dedic"ted tr"ined resources "t "ll%

• +ten, these duties "re spre"d "mon!

se'er"l people $ithin the or!"ni#"tion $ho

h"'e little h"nds on eperience%

• HRD e++ecti'eness "udit "mon!st other"ddress such issues "s " di"!nostic tool%

• HRD "udit helps e'"lu"te p"st

per+orm"nce, "ssess present

circumst"nces "nd determine +uture

remedi"l "ction to eep the “people”mission on t"r!et%

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/h"t is HRD Audit0

• A Com'rehensi"e ("a&uaion of• Human Resource Development

• Strategies, Systems and Practices,

• Structures and Competencies

• Styles and Culture• And their "ppropri"teness to "chie'e the

short "nd lon! term *usiness !o"ls o+ the

or!"ni#"tion


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A di"!nostic tool to +ind out 12

1% The etent to $hich the ) Cs "re sh"pin! up in $or pl"ce%

2% Ho$ '"rious HR s)stems "nd processes "re contri*utin! or

hinderin! continuous %om'een%e* %ommimen and

%u&ure +ui&din$,

&% The "ctu"l competence le'els o+ the HR st"++%

.% The le"rnin! orient"tion o+ "ll emplo)ees

% 3"cilit"tin! or hinderin! e++ect o+ top m"n"!ement st)les on

the three Cs o+ emplo)ees

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A di"!nostic tool to +ind out 22

4% Credi*ilit) o+ HR "nd "ltern"ti'e mech"nisms o+

"chie'in! HR !o"ls he ) Cs.*

5% The le'el o+ HR culture

6% Ho$ $ell '"rious HR s)stems, processes "nd

HR pro+ession"ls "re contri*utin! to theinstitution"l e++ecti'eness%

7% Ho$ e++ecti'el) intellectu"l c"pit"l in'estment is

*ein! c"rried out in terms o+ "chie'in! the short

"nd lon! term !o"ls%

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Re"sons +or HRD "udit 12

"% 3or ep"ndin!, di'ersi+)in! "nd enterin!

into " +"st !ro$th ph"se%*% 3or promotin! pro+ession"lism "nd

pro+ession"l m"n"!ement%

c% 8ench-m"rin! +or impro'in! HRD

pr"ctices%d% 9ro$th "nd di'ersi+ic"tion

e% Diss"tis+"ction $ith "n) component

+% Ch"n!e o+ le"dership

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Re"sons +or HRD "udit 22

• HRD "udit st"rts $ith "n underst"ndin! o+ the

'ision "nd +uture *usiness pl"ns "nd corpor"testr"te!ies%

• HRD "udit c"n *e c"rried out e'en in

or!"ni#"tions th"t do not h"'e $ell-thou!ht-out+uture pl"ns "nd str"te!ies%

• It is much more e++ecti'e "s " tool $hen the

or!"ni#"tion "lre"d) h"s such lon!-term pl"ns%

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Components o+ HRD "udit 14

• HRD Audi see/s ans#ers o 0uesions &i/e:

1. Where does the firm want to e ten years, three

years and one year from now!". What is current s#ill level of the employees in relation

to various roles and role re$uirements!

%. Which HRD su&systems are availale to help the

organi'ation uild a competency ase for the present,

immediate future as well as for achieving( long&termgoals!

). What is current effectiveness level of these systems

in developing employees and ensuring that human

competencies are ade$uately availale in the

company!*. +s companys present HRD structure suitale for its

needs!

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Components o+ HRD "udit 24

1, 2here does he %om'any #an o +e en years from

no#* hree years from no# and one year from no#3• Ans$ers to *e pro'ided *) top-le'el m"n"!ement%

• 8"sed on the "ns$ers "nd *) re'ie$in! lon!-term pl"n

documents, the "uditors +in"li#e the su*se;uent "udit

str"te!ies "nd methodolo!)%

• HR Audi idenifies:

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Components o+ HRD "udit &4

4 , 2ha is he %urren s/i&& +ase of em'&oyees in he

%om'any in re&aion o "arious ro&es 5 re0uiremens3

• =ill "ssessment is c"rried out throu!h e"min"tion o+@• u"li+ic"tions o+ emplo)ees,

• Bo* descriptions,• Tr"inin! pro!r"mmes "ttended,

• R"ndom st"++ inter'ie$ "re conducted to identi+) the

sill !"ps in the or!"ni#"tion%

• Tr"inin! needs "nd per+orm"nce "ppr"is"l +orms

pro'ide +urther insi!ht%

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Components o+ HRD "udit .4

), 2hi%h HRD su+-sysems are a"ai&a+&e o he&' he

or$ani6aion +ui&d a %om'een%y +ase for he 'resen*immediae fuure as #e&& as for a%hie"in$7 &on$-erm

$oa&s3

• Here the "uditor "ttempts to identi+) '"rious HRD su*-s)stems

th"t "re "'"il"*le%

• Desired o+8e%i"es o ensure:

1% A'"il"*ilit),

2% tili#"tion

&% De'elopment o+ direct sills.% And other competencies%

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Components o+ HRD "udit 4"4

9, Is %om'anys 'resen HRD sru%ure suia+&e for is needs3

• Here, the "uditors e"mine $hether the HRD structure c"n h"ndle

the pressin! "nd +uture HRD needs o+ the comp"n)%

• This e"min"tion "ssesses comp"n)s HRD st"++ in terms o+@

• Their pro+ession"l prep"r"tion,

• Attitudes,• Their perceptions *) the line m"n"!ers,

• Their '"lues,

• De'elopment"l needs,

• In "ddition to e"minin! the +ull-time st"++, the HRD structure is

"lso "ssessed in terms o+ use o+ speci"l t"s +orces "nd othermech"nisms%

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Components o+ HRD "udit "4

;, 2ha is %urren effe%i"eness &e"e& of hese su+- sysems

in de"e&o'in$ em'&oyees and ensurin$ ha human

%om'een%ies are ade0uae&y a"ai&a+&e3

• This is "chie'ed *) "ssessin! e++ecti'eness o+ e"ch s)stem%

• 3or e"mple, the e++ecti'eness o+ per+orm"nce "ppr"is"l

s)stem is "ssessed *) discussin! $ith the emplo)ees -indi'idu"ll) "nd in !roups "*out the e++ic"c) o+ the s)stem%

• Auditor !o throu!h the "ppr"is"l +orm "nd lin"!es *et$een

"ppr"is"l "nd tr"inin!,

• uestionn"ire sur'e)s "re conducted to "ssess ho$ the

components o+ tr"inin!, le"nin! on >o* "nd other "ppr"is"ls "re*ein! utili#ed%

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Components o+ HRD "udit *4contd

4. What is current effectiveness level of these sub- systems in developing

employees and ensuring that human competencies are adequately

available?

• I+ deemed necess"r)F speci"l inter"cti'e sessions "re conducted

to "ssess the e++ecti'eness o+ these su*-s)stems%

• To as%erain "ie#s o on indu%ion* rainin$ mehodo&o$y:

• Auditor $ill ensure to meet those $ho h"'e *een throu!h the

induction tr"inin! pro!r"mme recentl) @

• And or those $ho "re in process o+ *ein! inducted into the

comp"n)%

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Components o+ HRD "udit 4*4

5. Is company’s present H! structure suitable for its needs?

"..#ont’d

• HRD "udit "lso e"mines the lin"!es *et$een HRD "nd other

s)stems i%e%@

• Tot"l ;u"lit) m"n"!ement,

• Gersonnel policies,• =tr"te!ic pl"nnin!, etc%

• 8"sed on the "*o'e e'"lu"tion , su!!estions "re !i'en "*out@

• 3uture HRD str"te!ies %

• =tructure re;uired +or de'elopin! ne$ competencies "nd the

s)stems th"t need to *e stren!thened%• Comp"ti*ilit) o+ m"n"!ement st)le "nd culture $ith HRD

processes in the comp"n)%

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To +e %oninued

Lecture 12 HRD IE Audit

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