【正文】 An HR Audit ? Department Organization Questionnaire The Human Resources Department is structured, anized and equipped to provide overall strategy, direction and effective management of the anization’s human resources function to acplish anizational objectives. 1. Is there one department or function within the anization that is responsible and accountable for planning, establishing, overseeing and coordinating all human resource policies, systems and services for all 11 major categories? 2. Does the seniorlevel human resources manager report to the same level position as all other major staff and line departments within the anization? 3. Does the senior human resources manager participate in addressing the anization’s strategic, tactical and policy issues? 4. Does the senior human resources manager integrate all HR activities with the anization’s strategic business plan. 5. Does the Human Resources department demonstrate a clear understanding of anizational and customer needs? 6. Are HR services and functions aligned and prioritized to anizational and customer needs? 7. Has a department mission statement been developed explaining its purpose within the anization? Has this mission statement been municated to all management personnel? Has this mission statement been municated to other customers throughout the anization? If so, to whom? 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 anization chart been published and distributed? If so, to whom? Does the anization 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 anizational challenges and demands? 19. Is involvement in professional and technical groups encouraged? 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? Are they pensated based on parable positions within the anization? 22. Does department staff effectively balance anizational 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, 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)? Are supervisors or managers reporting to other midlevel managers? How many employees are in the Human Resources department? What is the ratio of HR department staff to all employees served? How does this pare to the staffing levels of other parable anizations offering similar services? 25. Are HR needs and programs accounted for in the anization’s budgeting process? 26. Does the anization make plans for ensuring that HR’s future needs are met? 27. On a scale of one to seven (seven being the highest and four being adequate), how would the Human Resources team rate the overall effectiveness and structure of your Human Resources department? 28. On the same onetoseven scale, how do you think other department heads would rate the overall effectiveness and structure of the HR department? On the same onetoseven scale, how do you think the employees would rate the overall effectiveness and structure of the HR department? Explanation of Department Organization Questionnaire For each of the 11 categories, the SelfAudit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire: Is the HR department structured, anized and equipped to provide overall strategy, direction and effective management of the anization’s human resources function to acplish the anization’s objectives? Questions one through nine explore how department leaders achieve anization objectives, are part of management’s strategic planning effort and assist in making decisions that affect bottomline results. These questions both help ensure that HR’s efforts are in accord with customer needs and suggest ways HR teams can take the lead in helping customers get the most out of the anization’s human resources. 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. The ponents of question 24 also relate to staff size, structure and span of cont