【正文】 position within the departments (., how many and which positions report to it)? If so, to whom? Has this mission statement been municated to all management personnel?33 / 34An HR Audit 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 acplish 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 seniorlevel 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? 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? Are they pensated based on parable 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 resultsoriented (., measuring costeffectiveness and the bottom line results of human resources programs)? What is the ratio of HR department staff to all employees served? Questions 10 through 26 address municating 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 petence and flexibility, crosstraining, balancing employee needs with business needs and a bottomline results orientation. Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.) 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 (. yearly, every two years, three or more years)? 11. To whom are this assessment and any projections municated? 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? 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). Is recruitment linked to human resources planning (projected workforce requirements)?6. Is a job analysis conducted for each position? Does the job analysis accurately identify the essential ‘will do’ skills needed (., leadership, interpersonal, entrepreneurial, munication and good attitude)?7. Is consideration given to internal candidates for all or some job openings before outside recruitment begins? Does this strategy include affirmative action and diversity needs?10. What kind of recruiting sources does your organization use and for what positions: Special events recruitment (., job fairs and expos)? Internal puterized applicant database? If so, please give examples:11. Does your organization measure the effectiveness as well as the costs of these recruiting sources? 12. To whom are these performance measures and recruiting costs municated? SELECTION13. Does the HR department perform all initial screening of candidates? 14. Are candidate telephone interviews, teleconferencing or video screening conducted before personal interviews? 15. How many candidates are typically interviewed before filling a position and at what levels? 16. Who participates in the interview and at what intervals? Who performs the reference checks?19. Are tests or personality profiles used in the selection process? Temporary placement? Questions three through 12 examine how the pany attracts job candidates. Question ten deals with finding candidates. Costbenefit analyses of all hiring sources (questions 11 and 12) will tell you where to place your recruiting energies and financial resources. Is this policy linked to the organization’s management philosophy on pensating employees, and does it reinforce the values of the organization? Compensation paid to parable exempt job functions industrywide? Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges? Does the performance appraisal provide objective, interactive and meaningful feedback on performance? Do performance appraisals reflect an employee’s positive behavior, as well as results? Does it work as intended, or is it a tool for pensation adjustment? Profitsharing awards based on organizationwide profitability. A special payforknowledge system, ., payment for increased d