【正文】 Health care cost containment is covered in questions four to seven. Aggressive negotiations with carriers, a closer look at administrative controls and costbenefit analyses must be routinely carried out if an organization wants to convert high costs into increased profits. An annual review of benefit plan vendors should be conducted, especially for health care services which consume a large portion of expenses. The remarketing of a benefit program, however, should take place no more frequently than every three to five years, unless there are serious concerns about rates, service or accessibility. More frequent remarketing of a benefit plan damages the credibility of the employer, in terms of seeming disinterested in a longterm relationship. In an insured arrangement, the vendor will be left ‘holding the bag’ on runout claims. Increasing deductibles, coinsurance responsibility or copayment amounts? Do employees accept the network doctors?B. Has HR reviewed the following administrative controls: How often does this occur?7. Does your medical cost containment review cover the following: A. Have you analyzed both of the following alternative health care programs for their cost containment processes, including services offered, accessibility, quality of care and cost?HEALTH MAINTENANCE ORGANIZATONS (HMOS): It is important for the organization to distribute a clear policy statement on its pensation philosophy to its employees. Guidelines are important to ensure consistency and equity in the reward systems. Compensation is probably the most objective aspect of HR management. You should be aware of this when scoring questions one through seven. Does an outstanding performance merit an outstanding reward?10. Are pensation increases budgeted throughout the organization and are guidelines for distribution clearly municated? Do performance objectives clearly support departmental and organizational objectives? How frequently are there market studies performed?5. Is your pay plan in agreement with the pensation philosophy of the organization? Internal temporary placement pool? How many people are typically involved in the interviewing process? Community referral agencies (., state employment and training offices)? If some positions are determined to be filled from within, how is this determination made?8. Is there a formal job posting procedure in place? Recruitment and Selection QuestionnaireExplanation of Human Resources Planning/Organizational Development Questionnaire How often?Human Resources Planning/Organizational Development QuestionnaireExplanation of Department Organization Questionnaire 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 (., how many and which positions report to it)? Has this mission statement been municated to all management personnel?An HR Audit 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? 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?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 this strategy include affirmative action and diversity needs?10. What kind of recruiting sources does your organization use and for what positions: Internal puterized applicant database? Who performs the reference checks?19. Are tests or personality profiles used in the selection process? 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? Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges? Do performance appraisals reflect an employee’s positive behavior, as well as results? Profitsharing awards based on organizationwide profitability. Companies need to find new ways to reward individual, team and other group performance. Reward systems should take into consideration selfdirected work teams, crossfunctional problemsolving teams, matrix management, taking on added work responsibilities and more risk taking. If the organization wants a closer correlation between pensation and quali