HR-audit check list

	A	B	C	D	E	F	G	H	L
1					Author: Mike Pritula
2	1.Business audit				https://www.linkedin.com/in/mpritula/		Weight:	15%	Yes
3		1.1.Strategy, strategic initiatives, business plans					Checklist		No
4			1.1.1.Company Strategy		Assessment Criteria	Describe the Reality	Yes/No	Scores
5				•1-3 pages	Strategy is in place, for employees it is a 1-3 pages document		Yes	1
6				Communicated to all employees	Distributed and/or presented to all employees		Yes	1
7				•Goals Cascading	Each employee's goals are aligned with their line manager's goals		No	0
8				•Created by the top management	Strategy was created with the top management team involvement		Yes	1
9				•Leverages strengths	Strategy is based on the company strengths			0
10				•Eliminates obstacles	Company has realised its weakneses and created a plan of transforming them into strengths			0
11				•Specific list of activities	Strategy contains specific goals and objectives			0
12				•Synergy	All strategic goals are aligned and don't contradict with each other			0
13			1.1.2.HR Strategy		Assessment Criteria	Describe the Reality	Yes/No	Scores
14				•HR Mission	Formalized and aligned with the company mission			0
15				•HR Strategy (aligned with the business strategy)	To what extent does HR strategy contribute to the achievement of business goals? To what extent does HR strategy promote the idea of the well being of employees? To what extent is HR strategy integrated in different HR areas? To what extent does HR strategy facilitate the recruitment and retention of key talents? To what extent does HR strategy allow to develop key talents in the way it is beneficial for the the company? To what extent does HR strategy ensure the reward of employees is comparable with their input to the result? To what extent does HR strategy create a positive atmosphere among employees?			0
16				•HR Roadmap	HR has goals and objectives related to all HR functions; all ideas are reflected in documents and action plan			0
17				•HR budget	HR has an approved annual and quartelly budget which is achieved			0
18				•ROI of new initiatives	HR validates the most expensive initiatives by demonstrating benefits in figures and by comparing them with investments			0
19			1.1.3.Strategic initiatives		Assessment Criteria	Describe the Reality	Yes/No	Scores
20				Initiative 1	Company has projects, which are realised by cross-functional teams to achieve business goals			0
21				Initiative 2				0
22				Initiative 3				0
23				Initiative 4				0
24				Initiative 5				0
25			1.1.4.Business Plans and Goals		Assessment Criteria	Describe the Reality	Yes/No	Scores
26				What business does the company do? What is our business model? How are we making money? What are our main business goals? What are main sources of our company's success? What are our main activities? Who are our clients? Who are our main stakeholders?	Top management including Head of HR give clear answers to these questions			0
27		1.2. Evaluation of the company environment				Describe the reality	Yes/No	Scores
28				Engagement environment	Non-engagement environment
29				Managers demonstrate leadership which inspire trust among employees	Managers are interested in performance only			0
30				Managers acknowledge achivements of employees and get employees loyalty in return	Managers rarely demonstrate that they value their employees			0
31				Organisation really lives its values	Values are declared but are not being practiced			0
32				Managers demonstrate care about employees' well being	Employees are treated like slaves			0
33				Working environment is supportive, friendly and provides a balance of work and non-work life	Working environment is negative, exhaustive and ignors work life balance			0
34				The sence of work for employees is, their growth and autonomy are in focus	Little attemts being made to design a role to increase employees engagement			0
35				Employee has the right to speak up on all matters related to them	People has the right to speak up in theory only			0
36				Managers pay a lot of attention to increase employees engagement	Managers don't pay attention to improve employees engagement			0
37		1.3.SWOT-analyses					Yes/No	Scores
38				INTERNAL	EXTERNAL
39				Strengths 1. 2. 3. 4. 5.	Opportunities 1. 2. 3. 4. 5.	Fill in the table and then put the score		0
40				Weaknesses 1. 2. 3. 4. 5.	Threats 1. 2. 3. 4. 5.	Fill in the table and then put the score		0
41		1.4.PESTEL-analyses				Describe the reality	Yes/No	Scores
42				category	possible impact on the company	impact on hr (replace this with your analyses)
43				politics: •industry regulations •taxes & tariffs •expatriats regulation •country stability •level of corruption	Company leaders consider the feasibility of busines expantion to new markets taking into account the level of corruption	HR analises the possibilities of taxation optimisation to keep the profitability of the company		0
44				economy: •business forecast •workforce availability •cost of services and materials •families profitability •consumer confidence index •capital availability and cost	Plans on market expantion can be reduced in case of rising costs of financing	Analysis of the feasibility of perchasing HRIS can demonstrate that it is beneficial to do it right now, not after the forecasted appreciation		0
45				society: •demographic age shift •typical professions of graduates •discrimination issues •values •life and shopping habbits •media •globalisation and its impact on culture	оrganisation invests more ad budget to social media to embrace the young audiance	HR evaluates how social media are used in recruiting and how employees are following company policies on making announcements in social media		0
46				technologies: •new centers of technological education and expertise •innovative technologies and their applicability •uneven access to technologies •trends in the area of intellectual property and rights •new and changing technological standards •technological vulnarability	organisation invests more in data protection	HR reconsider their recruitment program to find and attract new sources of high quality employees in the region		0
47				environment: •decrease of carbon use •increase of alternative energy sources use •increase of the interest in environmental topic •needs in innovative technologies and practicies	organisation explores its production capacity on carbon use decrease	HR is looking for the ways of moving the same number of employees in a less spacious office		0
48				legislation: •increase of legal cases •unequal access to attorneys •increase of expancies on legal protection	management invest more in legal protection and business continuity	HR and Legal explore the possibility to solve labour disputes peacefully		0
49
50	2.HR Structure audit						Weight:	10%
51		2.1.HR-team			Assessment criteria	Describe the reality	Yes/No	Scores
52				•HR vacancies are filled	All HR vacancies are filled			0
53				•Trained and educated on HR expertise	All HR team members participated in at least 1 training during the last year			0
54				•Have Individual Development Plans (IDP)	Each team member has their Individual Development Plan			0
55				•Competative reward	Base salary is aligned with the market			0
56				•Familiar with one of the competencies model: HRCI (best), SHRM, CIPD	Team is familiar with competencies model and use it at work			0
57		2.2.HR resources			Assessment criteria	Describe the reality	Yes/No	Scores
58				•Premises for conducting interviews	Enough for conducting interviews			0
59				•Budget for all required roles	HR team approved all roles which are needed to achieve HR strategy			0
60				•Printer, shreder	All necessary equipment is available			0
61				•Telephone	Team can easily use telephone for their work			0
62				•Time slots in seniors' schedules	Managers react quickly on HR request to meet them			0
63				•Budget for HR activites	Team has enough budget to implement their objectives			0
64				•Budget for HR tools (ATS, HRIS, Recruiting tools)	Team has budget for the automotization			0
65
66	3.HR processes audit						Weight:	25%
67		3.1.Recruiting			Assessment criteria	Describe the reality	Yes/No	Scores
68				•Annual Hiring plan	Company creates recruiting plan for a year			0
69				•Process of new vacancies reconciliation	New vacancies go through formal approval process			0
70				•Job description	Each vacancy is qualitatively described by the line manager, not copied from the internet			0
71				•Goals and criteria of high performance for new roles	Not only responsibilites but also goals and objectives are defined for new vacancy			0
72				•Recruitment Application form	Formal Recruitment Application Form is in place, which needs to be filled in by the line manager			0
73				•Candidates' asessment form	Table with scores is used to assess candidates. The one who got the highest score is the finalist			0
74				•Job Offer	Job Offer is e-mailed to candidates			0
75				Internal distribution of the vacancy informtion	Info about the new vacancies is distributed to employees first			0
76				•Internal transfer policy	Internal transfer policy is described, managers do not have conflicts because of chaotic employees moves			0
77				•Vacancies are published on company site	All vacancies are visible on company corporate site			0
78				•Vacancies are posted on professional resources	All vacancies are posted on professional resources, speicific for the industry			0
79				•Vacancies are posted on job sites	Vacancies are posted on job sites, with no exceptions			0
80				•Vacancies are posted in social network	Vacancies are posted in social network, on company page or on line manager's and reccruiter's page			0
81				•Work with students from universities	Company cooperates with uni with the aim to hire students			0
82				•Company attracts and hire interns/trainees	Company hires students and interns at least once per year			0
83				•Relocation programme is in place	Company has the policy regulating relocation of those who come abroad or another city			0
84				•Posted job announcements contain goals	Posted job announcements contain goals, not reponsibilities only			0
85				•There are at least 10 "we offer" items in posted ad	Vacancy ad containes advantages of wotk in the company			0
86				•The referral program for employees is in place	Company encourages employees to recommend candidates for open positions			0
87				•The choice is maid among minimum 5 candidates	Line manager considers at least 5 candidates before they make the final decision			0
88				•There are minimum 3 people who make a choice	Minimum 3 employees are involved into the final candidate decision making			0
89				•Reference check is in place	Company does candidate reference check			0
90				•Maximum 3 interviews	Company strives to limit the number of interviews to 3 for one candidate			0
91				•Candidates do writtent test	Candidates are evaluated not only by answers to questions but also by the test results			0
92				•Competencies interview is in place	Questiones are based on competences described beforehand			0
93				•Structured interview	All candidates are asked the same questions so that their answers could be compared objectively			0
94				•Candidates are compared by scores	Decision about the final candidate is made based on candidates skills and competences, not subjective feeling			0
95				•Alignment to corporate culture is evaluated	Among other things candidates are evaluated on the alignmnet with corporate culture			0
96				Motivation of a candidate is evaluated	Comapany evaluates the level of candidates' interest to work in the company and the key motives of their choice			0
97				•Interview is conducted by a manager of a manager	Manager of a manger also interviews the candidate			0
98				•Interviewers have been trained how to conduct interviews	All participants of the interviewing process have participated in the Interviewing training, they are at least familiar with the STAR methodology			0
99				•Mass interviews for mass recruitment	When there are a lot of candidates who need to be assessed, mass/group interviews are used			0
100				•Candidates are informed about the results	Those who was not selected are informed about the results			0