HR-audit check list created by Mike Pritula, translated by Yulia Oncheva
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Please, make a copy of it first (File->Make a copy)Author: Mike PritulaTranslation: Yulia Oncheva
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1.Business audit
https://www.linkedin.com/in/mpritula/https://www.linkedin.com/in/yulia-oncheva-2a023918/Weight:15%Yes
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1.1.Strategy, strategic initiatives, business plans
ChecklistNo
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1.1.1.Company Strategy
Assessment CriteriaDescribe the RealityYes/NoScores
5
•1-3 pagesStrategy is in place, for employees it is a 1-3 pages document0
6
Communicated to all employeesDistributed and/or presented to all employees0
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•Goals CascadingEach employee's goals are aligned with their line manager's goals0
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•Created by the top management Strategy was created with the top management team involvement0
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•Leverages strengthsStrategy is based on the company strengths0
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•Eliminates obstaclesCompany has realised its weakneses and created a plan of transforming them into strengths 0
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•Specific list of activitiesStrategy contains specific goals and objectives0
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•SynergyAll strategic goals are aligned and don't contradict with each other0
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1.1.2.HR Strategy
Assessment CriteriaDescribe the RealityYes/NoScores
14
•HR MissionFormalized and aligned with the company mission0
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
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•HR RoadmapHR has goals and objectives related to all HR functions; all ideas are reflected in documents and action plan0
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•HR budgetHR has an approved annual and quartelly budget which is achieved 0
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•ROI of new initiativesHR validates the most expensive initiatives by demonstrating benefits in figures and by comparing them with investments 0
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1.1.3.Strategic initiatives
Assessment CriteriaDescribe the RealityYes/NoScores
20
Initiative 1Company has projects, which are realised by cross-functional teams to achieve business goals 0
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Initiative 20
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Initiative 30
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Initiative 40
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Initiative 50
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1.1.4.Business Plans and Goals
Assessment CriteriaDescribe the RealityYes/NoScores
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 questions0
27
1.2. Evaluation of the company environment
Describe the realityYes/NoScores
28
Engagement environment Non-engagement environment
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Managers demonstrate leadership which inspire trust among employeesManagers are interested in performance only0
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Managers acknowledge achivements of employees and get employees loyalty in returnManagers rarely demonstrate that they value their employees0
31
Organisation really lives its valuesValues are declared but are not being practiced0
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Managers demonstrate care about employees' well beingEmployees are treated like slaves0
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Working environment is supportive, friendly and provides a balance of work and non-work lifeWorking environment is negative, exhaustive and ignors work life balance0
34
The sence of work for employees is, their growth and autonomy are in focusLittle attemts being made to design a role to increase employees engagement0
35
Employee has the right to speak up on all matters related to themPeople has the right to speak up in theory only0
36
Managers pay a lot of attention to increase employees engagement Managers don't pay attention to improve employees engagement0
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1.3.SWOT-analyses
Yes/NoScores
38
INTERNALEXTERNAL
39
Strengths
1.
2.
3.
4.
5.
Opportunities
1.
2.
3.
4.
5.
Fill in the table and then put the score0
40
Weaknesses
1.
2.
3.
4.
5.
Threats
1.
2.
3.
4.
5.
0
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1.4.PESTEL-analyses
Describe the realityYes/NoScores
42
categorypossible impact on the companyimpact on hr (replace this with your analyses)
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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 corruptionHR analises the possibilities of taxation optimisation to keep the profitability of the company 0
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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 financingAnalysis of the feasibility of perchasing HRIS can demonstrate that it is beneficial to do it right now, not after the forecasted appreciation0
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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 audianceHR evaluates how social media are used in recruiting and how employees are following company policies on making announcements in social media0
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categorypossible impact on the companyimpact on hr0
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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 protectionHR reconsider their recruitment program to find and attract new sources of high quality employees in the region0
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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 decreaseHR is looking for the ways of moving the same number of employees in a less spacious office0
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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 peacefully0
50
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2.HR Structure audit
Weight:10%
52
2.1.HR-team
Assessment criteriaDescribe the reality Yes/NoScores
53
•HR vacancies are filledAll HR vacancies are filled0
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•Trained and educated on HR expertiseAll HR team members participated in at least 1 training during the last year0
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•Have Individual Development Plans (IDP)Each team member has their Individual Development Plan0
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•Competative rewardBase salary is aligned with the market0
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•Familiar with one of the competencies model: HRCI (best), SHRM, CIPDTeam is familiar with competencies model and use it at work0
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2.2.HR resources
Assessment criteriaDescribe the reality Yes/NoScores
59
•Premises for conducting interviewsEnough for conducting interviews0
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•Budget for all required rolesHR team approved all roles which are needed to achieve HR strategy 0
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•Printer, shrederAll necessary equipment is available0
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•TelephoneTeam can easily use telephone for their work0
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•Time slots in seniors' schedulesManagers react quickly on HR request to meet them0
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•Budget for HR activitesTeam has enough budget to implement their objectives0
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•Budget for HR tools (ATS, HRIS, Recruiting tools)Team has budget for the automotization 0
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3.HR processes audit
Weight:25%
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3.1.Recruiting
Assessment criteriaDescribe the realityYes/NoScores
69
•Annual Hiring planCompany creates recruiting plan for a year0
70
•Process of new vacancies reconciliationNew vacancies go through formal approval process0
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•Job descriptionEach vacancy is qualitatively described by the line manager, not copied from the internet0
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•Goals and criteria of high performance for new rolesNot only responsibilites but also goals and objectives are defined for new vacancy0
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•Recruitment Application formFormal Recruitment Application Form is in place, which needs to be filled in by the line manager0
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•Candidates' asessment formTable with scores is used to assess candidates. The one who got the highest score is the finalist0
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•Job OfferJob Offer is e-mailed to candidates0
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Internal distribution of the vacancy informtion Info about the new vacancies is distributed to employees first 0
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•Internal transfer policyInternal transfer policy is described, managers do not have conflicts because of chaotic employees moves 0
78
•Vacancies are published on company siteAll vacancies are visible on company corporate site0
79
•Vacancies are posted on professional resources All vacancies are posted on professional resources, speicific for the industry0
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•Vacancies are posted on job sitesVacancies are posted on job sites, with no exceptions0
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•Vacancies are posted in social networkVacancies are posted in social network, on company page or on line manager's and reccruiter's page0
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•Work with students from universitiesCompany cooperates with uni with the aim to hire students0
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•Company attracts and hire interns/traineesCompany hires students and interns at least once per year0
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•Relocation programme is in placeCompany has the policy regulating relocation of those who come abroad or another city0
85
•Posted job announcements contain goalsPosted job announcements contain goals, not reponsibilities only0
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•There are at least 10 "we offer" items in posted ad Vacancy ad containes advantages of wotk in the company0
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•The referral program for employees is in placeCompany encourages employees to recommend candidates for open positions0
88
•The choice is maid among minimum 5 candidatesLine manager considers at least 5 candidates before they make the final decision 0
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•There are minimum 3 people who make a choiceMinimum 3 employees are involved into the final candidate decision making0
90
•Reference check is in placeCompany does candidate reference check0
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•Maximum 3 interviewsCompany strives to limit the number of interviews to 3 for one candidate0
92
•Candidates do writtent testCandidates are evaluated not only by answers to questions but also by the test results0
93
•Competencies interview is in placeQuestiones are based on competences described beforehand0
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•Structured interviewAll candidates are asked the same questions so that their answers could be compared objectively0
95
•Candidates are compared by scoresDecision about the final candidate is made based on candidates skills and competences, not subjective feeling0
96
•Alignment to corporate culture is evaluatedAmong other things candidates are evaluated on the alignmnet with corporate culture0
97
Motivation of a candidate is evaluated Comapany evaluates the level of candidates' interest to work in the company and the key motives of their choice0
98
•Interview is conducted by a manager of a managerManager of a manger also interviews the candidate0
99
•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 methodology0
100
•Mass interviews for mass recruitmentWhen there are a lot of candidates who need to be assessed, mass/group interviews are used0
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