【正文】 the HR team would rate the effectiveness of the recruitment and selection process? 25. On the same onetoseven scale, how do you think departments would rate the effectiveness of the recruitment and selection process? Explanation of Recruitment and Selection QuestionnaireCompensation Questionnaire Are pay ranges wide enough so as not to force vertical pay growth? Are these objectives and measurement criteria discussed with the individual being appraised? Are ranges and limits clearly defined (., pay increments linked to performance measures)? Compensation methods can help motivate the fulfillment of organizational objectives. For this reason, pensation experts receive higher pay than other HR professionals. Major consulting firms specialize in this area because pensation affects the organization’s bottom line. What are enrollment numbers for the past three years. (Rapid enrollment rates ma result in poorer service.) Inhouse pany data on premiums paid and claims processed? Requiring second opinions for surgery? Concurrent hospital stay reviews? More favorable stoploss arrangements with a carrier? Were any conditions attached to the accreditation? 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 quality work, then the recognition of team performance is critical. Questions eight through 11 deal with these incentive issues. Profitsharing awards based on organizationwide profitability. Do performance appraisals reflect an employee’s positive behavior, as well as results? Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges? Is this policy linked to the organization’s management philosophy on pensating employees, and does it reinforce the values of the organization? 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. Who performs the reference checks?19. Are tests or personality profiles used in the selection process? Internal puterized applicant database? Does this strategy include affirmative action and diversity needs?10. What kind of recruiting sources does your organization use and for what positions: Is recruitment linked to human resources planning (projected workforce requirements)?6. Is a job analysis conducted for each position? 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). 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? Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.) 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. What is the ratio of HR department staff to all employees served? 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? 33 / 34An HR Audit Has this mission statement been municated to all management personnel? 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)? Explanation of Department Organization QuestionnaireHuman Resources Planning/Organizational Development Questionnaire How often?Explanation of Human Resources Planning/Organizational Development QuestionnaireRecruitment and Selection Questionnaire 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? Community referral agencies (., state employment and training offices)? How many people are typically involved in the interviewing process? Internal temporary placement pool? How frequently are there market studies performed?5. Is your pay plan in agreement with the pensation philosophy of the organization? Do performance objectives clearly support departmental and organizational objectives? Does an outstanding performance merit an outstanding reward?10. Are pensation increases budgeted throughout the organization and are guidelines for distribution clearly municated? 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. How oft