An HR Audit
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Department Organization Questionnaire
The Human Resources Department is structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish organizational objectives.
1. Is there one department or function within the organization that is
responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2. Does the senior-level human resources manager report to the same level
position as all other major staff and line departments within the organization? 3. Does the senior human resources manager participate in addressing the
organization’s strategic, tactical and policy issues? 4. Does the senior human resources manager integrate all HR activities with
the organization’s strategic business plan. 5. Does the Human Resources department demonstrate a clear understanding of
organizational and customer needs? 6. Are HR services and functions aligned and prioritized to organizational
and customer needs? 7. Has a department mission statement been developed explaining its purpose
within the organization? Has this mission statement been communicated to all management personnel?
Has this mission statement been communicated to other customers throughout the organization? If so, to whom? How?
8. Does the Human Resources department take a lead in striving for a more
empowered and participative work force (productivity improvement, cost reduction, quality improvement and improved quality of work life programs?) 9. Has a Human Resources department organization chart been published and
distributed?
If so, to whom?
Does the organization chart clearly define functional responsibilities and whom customers can contact for service?
10. Are job descriptions established for all HR personnel stating major job
objectives, responsibilities and accountabilities? 11. Do all HR personnel understand their respective roles and relationships
to others in the department? 12. Are department personnel cross-trained to perform duties outside their
major areas of responsibility? 13. Do they work on team and department task force projects?
14. Are departmental personnel professionally and technically competent? 15. Do they serve as internal consultants to management as well as
counselors to employees? 16. Does the department staff work well as a team? 17. Are they readily accessible to all customers?
18. Are department personnel provided adequate training and professional
development to meet organizational challenges and demands? 19. Is involvement in professional and technical groups encouraged? Does the department subscribe to major technical and professional journals?
20. Is there a credible performance appraisal in place clearly stating
mutually established goals and objectives for department personnel? 21. Are human resources staff compensated according to market standards? Are they compensated based on comparable positions within the organization?
22. Does department staff effectively balance organizational with employee
needs and act as an intermediate for both? 23. Is the Human Resources department results-oriented (i.e., measuring
cost-effectiveness and the bottom line results of human resources programs)? If so, is it attentive to the bottom line and does it demonstrate a business orientation?
24. What is the span of control of the top position within the departments
(i.e., how many and which positions report to it)? Are supervisors or managers reporting to other mid-level managers?
How many employees are in the Human Resources department?
What is the ratio of HR department staff to all employees served? How does this compare to the staffing levels of other comparable organizations offering similar services?
25. Are HR needs and programs accounted for in the organization’s budgeting
process? 26. Does the organization make plans for ensuring that HR’s future needs
are met? 27. On a scale of one to seven (seven being the highest and four being
adequate), how would the Human Resources team rate the overall effectiveness and structure of your Human Resources department? 28. On the same one-to-seven scale, how do you think other department heads
would rate the overall effectiveness and structure of the HR department? On the same one-to-seven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department? Explanation of Department Organization Questionnaire
For each of the 11 categories, the Self-Audit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire: Is the HR department
structured, organized and equipped to provide overall strategy, direction and effective management of the organization’s human resources function to accomplish the organization’s objectives?
Questions one through nine explore how department leaders achieve
organization objectives, are part of management’s strategic planning effort and assist in making decisions that affect bottom-line results. These questions both help ensure that HR’s efforts are in accord with customer
needs and suggest ways HR teams can take the lead in helping customers get the most out of the organization’s human resources.
Questions 10 through 26 address communicating department functions and services to all customers, staff objectives and internal relationships, staff’s dual role as internal consultants to management and counselors to employees, staff competence and flexibility, cross-training, balancing employee needs with business needs and a bottom-line results orientation.
The components of question 24 also relate to staff size, structure and span of control. Industry-specific standards for staff size are available from a variety of professional publications, such as the Saratoga Institute’s \Effectiveness Survey\
Bureau of National Affairs (BNA). Any surveys that relate specifically to your type of organization will make that benchmark more credible.
Questions 25 and 26 address resources and planning to ensure the delivery of required services.
Human Resources Planning/Organizational Development Questionnaire The process of identifying and providing ways to fulfill the organization’s developmental and human resource needs.
1. Is there one position accountable for reviewing the organization’s
human resources requirements? 2. How is this review carried out? Formally/informally? (please describe)
3. How often is this analysis updated (e.g., yearly, every two years, three
years or more)? 4. Do your projected needs include the following considerations?
Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.)
Anticipated changed in your organizations technology, processes, products/services and markets.
Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).
5. Which sources outside the organization provide these demographics? 6. What sources within the organization provided this information? 7. To whom are these projections communicated? How often?
How far into the future?
8. Is there one position accountable for reviewing and assessing the HR
department’s skills, education, interests and needs? 9. How is this assessment carried out (formally or informally)? (Please
describe.) 10. How often is this assessment updated (e.g. yearly, every two years,
three or more years)? 11. To whom are this assessment and any projections communicated? How often?
How far into the future?
12. Are this assessment and projections used for training and development? 13. Are this assessment and projections (workforce requirements) used for
career planning (matching organizational and individual skills, abilities and needs)? 14. Is there a formal career planning process in place?
15. Is there a career counseling system to identify individual skills,
interests and needs, and which offers inplacement and/or developmental assistance? 16. Are high-potential employees identified for key positions?
If yes, is there a succession plan to target high potential employees?
17. Are human resource projections (i.e., numbers, job classifications,
skills, knowledge, ability and education levels) identified in the recruitment plan? How far into the future?
18. If the human resources plan calls for restructuring or downsizing, are
there strategies set to deal with displaced employees? Is outplacement assistance offered?
Are there strategies to support remaining employees?
19. Are the human resources projections a part of the organization’s
budgeting process? 20. Does the organization have plans for ensuring its development and human
resource needs are met? 21. On a scale of one to seven (seven being high and four being adequate),
how do you think the HR staff rates the human resources planning/organizational development process? 22. On the same one-to seven scale, how do you think other departments would
rate the human resources planning and organizational development process now in place? Explanation of Human Resources Planning/Organizational Development Questionnaire
Affirmative answers to all the questions in this section means the organization’s development and human resource needs are being met. The emphasis is on connecting organizational development and workforce need projections with internal and external workforce skills.
Questions one through seven deal with influences on the planning process) changing workforce, markets and customers, products, services, technology/skills base and identification of external supply).
Questions eight through 17 deal with internal assessment and availability of these same considerations: organizational development
activities in management development, training, career and succession planning to satisfy workforce demands within the organizations. If the internal labor supply is greater than the need, then the tougher issues of resource reallocation have to be addressed (questions 18 and 19).
人力资源管理诊断测评英文版
