【正文】 line results of human resources programs)? 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? 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? Special events recruitment (., job fairs and expos)? 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? Temporary placement? Compensation paid to parable exempt job functions industrywide? Does the performance appraisal provide objective, interactive and meaningful feedback on performance? Does it work as intended, or is it a tool for pensation adjustment? A special payforknowledge system, ., payment for increased development of employee knowledge, skills, abilities and/or responsibility (allowing a broader job design without changing assignments).15. Does your organization have the capacity for a pensation strategy to attract, retain and motivate employees? 16. Are pensation administration costs included in the budget? 17. On a scale of one to seven (seven being highest and four being adequate), how do you think the Human Resources department would rate the effectiveness of the pensation system? 18. On the same onetoseven scale, how do you think your internal clients (other departments and employees) would rate the effectiveness of the pensation system? Explanation of Compensation Questionnaire Programs by which employees receive noncash pensation to ensure that the organization attracts, retains and motivates employees to acplish organization objectives.1. Does the organization have a clear policy regarding employee benefits? 2. Is there one position within the organization accountable for fairly and consistently implementing employee benefit programs and ensuring pliance with governmental regulations, such as ERISA, COBRA, EEO and the Family and Medical Leave Act? 3. Is the organization current on petitive employee benefit practices, such as childcare, flextime, job sharing, vacation/sick time, timeoff provisions and health plan alternatives? HEALTH CARE COST CONTAINMENT4. Is there a process in place to contain medical costs while offering quality health care to employees? 5. Do you periodically gauge employee satisfaction with the benefit plan in terms of customer service, timeliness, claim management and accuracy? 6. If employee dissatisfaction is high or costs are out of control or nonpetitive, do you put your benefit plans out to bid? In addition to all the questions for HMOs above, what is the ratio of network vs. nonnetwork charges? Initiating a probationary period before health coverage begins?C. Has HR reviewed basic cost management programs, including the following: Employee benefits are necessary to attract and retain quality employees. Few organizations, however are able to find new ways to contain costs and use benefits as an incentive to improve employee productivity. 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 Ins