【正文】 rol. Industryspecific standards for staff size are available from a variety of professional publications, such as the Saratoga Institute’s HR Effectiveness Survey and national and regional statistics piled by the Bureau of National Affairs (BNA). Any surveys that relate specifically to your type of anization will make that benchmark more credible. Questions 25 and 26 address resources and planning to ensure the delivery of required services. Human Resources Planning/Organizational Development Questionnaire The process of identifying and providing ways to fulfill the anization’s developmental and human resource needs. 1. Is there one position accountable for reviewing the anization’s human resources requirements? 2. How is this review carried out? Formally/informally? (please describe) 3. How often is this analysis updated (., yearly, every two years, three years or more)? 4. Do your projected needs include the following considerations? Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.) Anticipated changed in your anizations technology, processes, products/services and markets. Personnel needs these changes will require (. new skills, education, knowledge and abilities). 5. Which sources outside the anization provide these demographics? 6. What sources within the anization provided this information? 7. To whom are these projections municated? How often? 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? How often? How far into the future? 12. Are this assessment and projections used for training and development? 13. Are this assessment and projections (workforce requirements) used for career planning (matching anizational and individual skills, abilities and needs)? 14. Is there a formal career planning process in place? 15. Is there a career counseling system to identify individual skills, interests and needs, and which offers inplacement and/or developmental assistance? 16. Are highpotential employees identified for key positions? If yes, is there a succession plan to target high potential employees? 17. Are human resource projections (., numbers, job classifications, skills, knowledge, ability and education levels) identified in the recruitment plan? 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? Is outplacement assistance offered? Are there strategies to support remaining employees? 19. Are the human resources projections a part of the anization’s budgeting process? 20. Does the anization 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/anizational development process? 22. On the same oneto seven scale, how do you think other departments would rate the human resources planning and anizational development process now in place? Explanation of Human Resources Planning/Organizational Development Questionnaire Affirmative answers to all the questions in this section means the anization’s development and human resource needs are being met. The emphasis is on connecting anizational development and workforce need projections with internal and external workforce skills. Questions one through seven deal with influences on the planning process) changing workforce, markets and customers, products, services, technology/skills base and identification of external supply). Questions eight through 17 deal with internal assessment and availability of these same considerations: anizational development activities in management development, training, career and succession planning to satisfy workforce demands within the anizations. 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). 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. 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. Recruitment and Selection Questionnaire The process providing timely recruitment, selection and placement of highquality employees to satisfy the anization’s staffing requirements. 1. Is there a policy in place stating the anization’s philosophy on recruitment and selection? Does the policy contain procedures to guide managers through the recruitment and selection process and describe how to get help? 2. Is there one position within the anization accountable for overseeing and coordinating recruitment and placement? RECRUITMENT 3. Is there a formal process in place for identifying job vacancies? 4. Briefly describe the process from needs identification throu