【正文】 aluation, 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? Are pay plans linked to rewards for measured performance? Have organizations similar to yours fared well under this HMO? (Ask for a list of clients and call some of them.) Patient auditing of hospital bills? 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. In addition to all the questions for HMOs above, what is the ratio of network vs. nonnetwork charges? Does it work as intended, or is it a tool for pensation adjustment? Compensation paid to parable exempt job functions industrywide? 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? 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? 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)? If so, to whom? Is outplacement assistance offered? Human resources planning is particularly important for emerging, rapidgrowth and high tech businesses. Mature businesses in need of new products, services, markets, acquisitions or divestitures must also plan to identify, attract or reallocate the talent necessary for revitalization and continued petition. Does the job analysis acpany the hiring authorization? Professional networking (., associations)? Questions on the selection process (13 to 20) may be more important to government agencies and contractors because of highly regulated selection criteria, affirmative action and diversity implications. Fiscal constraints and regional preferences may also restrict government staffing professionals to the most inexpensive sources, regardless of their results. Is the organization’s pensation philosophy clearly municated to all employees? Do performance appraisals include a written plan to improve employees’ knowledge and skills? What is the public perception of the HMO (has it received bad press)? Closely managing chronic or costly illnesses? 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. Do employees accept the network doctors?B. Has HR reviewed the following administrative controls: Does an outstanding performance merit an outstanding reward?10. Are pensation increases budgeted throughout the organization and are guidelines for distribution clearly municated? How frequently are there market studies performed?5. Is your pay plan in agreement with the pensation philosophy of the organization? How many people are typically involved in the interviewing process? 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? 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)? 33 / 34An 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? 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 i