【正文】 ty work, then the recognition of team performance is critical. Questions eight through 11 deal with these incentive issues. Were any conditions attached to the accreditation? More favorable stoploss arrangements with a carrier? Concurrent hospital stay reviews? Patient auditing of hospital bills? Healthcare spending accounts and changing rules? Have organizations similar to yours fared well under this HMO? (Ask for a list of clients and call some of them.) Group or team productivity based on team performance and distributed by team members. Are pay plans linked to rewards for measured performance? Are all parable jobs reviewed for possible evidence of uneven treatment for females or minorities?8. Does your organization have an employee performance appraisal system? Is it clearly supported and monitored by management?2. Does the pensation policy contain procedures to guide managers on how to implement the pensation system? 3. Is there one position within the organization accountable for overseeing and coordinating all pensationrelated activities (job evaluation, job classifications, job descriptions, salary administration, performance appraisal and pliance with all governmental pay regulations, including FSLA, ADA, pensable time and EEO regulations)? 4. Is there a process for keeping the organization aware of pensation paid for parable job functions in the region? What makes a successful manager is the ability to influence positive behavior and to hire the best talent. HR professional counseling, guidance and training on effective interviewing and selection are essential to help managers make the right hiring decisions. It is also essential that the selection criteria be equally and consistently applied to all applicants. Are peak and low hiring cycles identified?22. Has the organization examined or evaluated any of the following alternatives to satisfying workforce requirements: Direct mail recruitment? Professional journals/periodicals? Does the job analysis accurately identify the key objectives and responsibilities of the position? Here’s a little piece of information about that technological revolution, a headline from an article reporting on a study by Worldwatch Institute back in 1980: Micro Electronics Seen Producing Sweeping Industrial Change. That’s certainly old news about the future, but there’s a reason to go back to this story to remind us they told us what was going to happen. Most of us just didn’t pay attention. 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 oneto seven scale, how do you think other departments would rate the human resources planning and organizational development process now in place? Personnel needs these changes will require (. 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 municated? Questions 25 and 26 address resources and planning to ensure the delivery of required services. On the same onetoseven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department? 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 crosstrained 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 petent? 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? Department Organization Questionnaire 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 pensated according to market standards? How often? Does the job analysis accurately identify the essential ‘can do’ skills needed (., skills, abilities, knowledge, education and experience)? College recruiting? Personal networks (., local petitors, customers, suppliers, outplacement firms or industry research)? Project or contract outsourcing? Companies’ efforts to reduce both their workforce and their fixed labor costs have resulted in less costly ways to satisfy workforce requirements. These include outsourcing and temporary workers, which transfer costs on a variable basis. This is why Manpower, Inc. has bee the largest employer in the . today. If your organization uses these methods, be aware of possible longterm quality problems resulting from reduced mitment and lack of pany pride. Compensation paid to parable exempt job functions nationwide? Does the performance appraisal establish clear objectives, expectations and performance measurement criteria linke