BUSINESS AND HUMAN RESOURCES STRATEGY PLANNING

HR Audit Questions

Company information

Company name:

Business unit name (if applicable):

Address:

Street

City

State/Province Zip/Postal code

Country

 

Telephone number:

Facsimile number:

Fiscal year-end (month/day):

Company contacts:

Name                                                                          Name

Position                                                                        Position

Phone                                                                          Phone

Industry information

Industry classification: 

 

 

 

 

 

 

1. What was total revenue for the business unit for the most recently completed fiscal year?
2. What were total assets for the business unit for the most recently completed fiscal year?
3. How many locations exist within the business unit? (Include all operating and administrative locations which perform HR activities.)
4. Is the business unit a publicly-held or a privately-held entity?
5. What was the pre-tax income for the business unit for the last fiscal year-end?
6. What is the company business strategy?
7. Does the company business strategy link to Human Resources (HR)? Please describe.
8. What is your company’s HR Strategy? Is the HR strategy aligned with the company’s strategy?
9. Who develop the HR Strategy? Do you assemble a cross-functional team to develop the HR strategy?
10. What does HR do in supporting the implementation of organization’s strategy?
11. Determine how the human resources department will support strategic goal and impact organization performance?
12. Do you perform a gap analysis of current versus desired organizational behavior and performance, and develop strategy to close the gap?
13. Outline the HR department’s present role, list its function and evaluate its effectiveness?

1.       Please describe the Human Resources Policies of the company. If possible, please specify the policies for each HR function (recruitment & placement, training & development, performance appraisal, etc)

2.    How and to what extent do the policies support the HR department in executing the strategy?Please describe the Human Resources Program of your company.

3.       Do these programs align with your Human Resources Policies?

1.       Are your workforce formation fits the company’s business objectives?

2.       Does the company have manpower plan?

3.       How do you create a manpower plan?

4.       Do you develop a competency-based approach to staffing?

5.       Does every position have competency/requirement?

6.       Do every employee understand competency/requirement needed to perform a job/position?

7.       Does this company have a clear job description for each job/position? And does each have clear competency ‘map’?

8.       What is the total number of all employees (headcount) at the business unit?

• managerial level         :
• supervisory level          :                      
• staff/operator level      :
• total                             :

8.  What is the total number of employees (headcount)for the human resources department?

number

·         managerial

·         supervisory

·         staff

·         total

1. Answer the following in relation to the job offer cycle:

a. What was the total number of offers made in most recent

    complete fiscal year?

b. What was the total number of offers accepted in

    most recent complete fiscal year?

c. What was the average time (in days) from  job requisition to extension of job offer?

2. Please complete the following question with the number of entry and non-entry level positions filled internally and externally during the most recent complete fiscal year:

internal                        external

a. Entry

b. Non-entry

3.  What were your total recruiting costs for                            internal                        external

     the previous year?

4.       How many positions (job titles) exist across the organization?

5.       How is the recruitment process?

6.       Does it eliminate unsuitable applicants early and focus on promising candidates ?

7.       How is the recruitment methodology? Does it attract desirables workers? Does it match capabilities of candidates with competency requirement for positions?

8.       Do you use executive search services to help you in the recruitment area?

9.       How do you describe the qualification requirements for the vacant positions?

10.   Who makes the hiring decision?

1.       What kind of programs does exist for employee retention? Are they sufficient?

2.       Does the company develop attractive benefit program that can retain employees?

3.       Do you track your staff turnover? What is your turn over rate this fiscal year?

4. 

 

1.       Does the company have a clear development or training plan/strategy ?

2.       What is the current training and development system for employees?

3.       What was the total number of training hours in the previous year for all employees?

         Managerial      :             

Supervisory    :

Staff                :

4. Of the total amount of training hours offered, what percentage was:

Percentage

a. Formal classroom

b. Computer-based

c. On-the-job

d. Self-study

e. Off-site

5.       What was the total cost for training in the previous year?

6.       How do you conduct Training Need Analysis (TNA)?

7.       How do you translate the TNA into a Training Program?

8.       What kind of training programs offered to employees?

9.       Do managers and employees find the training program relevant to their needs?

10.   How do you evaluate training effectiveness?

11.   Does each employees have Individual Development Plan(IDP)? How are individual development plans and needs identified?

12.   Does IDP work effectively? If it doesn’t work effectively, what is the cause of it?

 

 

1.       What types of performance management systems do you use? Please describe.

2.       Does it work effectively? If not, why?

3.       Do you give constructive feedback to increase employee’s performance?

4.       Do you include a customer satisfaction element in performance evaluations?

1.       What is the current compensation system in your company? Please describe

2.       Do you offer compensation plans that provide a stable base with variables linked to performance?

3.       Do you develop compensation plan that support strategic goals?

4.       Who design the current compensation system? Does the BOD / HR Department involve in formulating pay strategy?

5.       Is the compensation system reviewed periodically? How do you evaluate your pay structure and compensation policy at least annually and adjust it when needed?

6.       Do you compare the company’s compensation programs with the market rates? Does the current compensation system competitive?

7.       Do you set up procedures that ensure company compliance with all applicable payroll laws needed?

8.       Please describe the current benefit and allowance system of your company? (describe in detail if there is differences among upper / middle / lower level of management / staff?)

9.       For all employees in the organization (include both part-time and full-time employees in  all departments), what is the:

a. Total base pay

b. Total overtime pay

c. Total variable pay

d. Total payroll cost

10.   What is the total benefits cost (not including benefits administrations costs) for all employees in the organization? (Include both part- and full-time employees in all departments)?

 

1.       What is the current system for Career Development in your company? Please describe.

2.       Does it work based on meritocracy and fairness?

3.       How does this current system apply to the employee individually?

4.       What is the current system of succession planning?

5.       Do succession plan exist for all critical positions?

6.       What percentage of management positions at the following levels have succession plans in place?

            percent

a. Executives

b. Senior mgt.

c. Middle mgt.

7.       What are the criteria for the successors?

8.       Does the succession planning system work effectively? If not, why?

1.       Do you build a culture of inclusion that promotes labor and management as partner in business success? How?

2.       What problems does the company encounter in labor relation issues? Do you have labor union? Does the labor union represent the employees well?

3.       How do you solve labor relation (LR) issues?

4.       Do employees give feedback to solve IR issues? Do you design grievance procedure for resolving employees problem?

5.       Do the company actively communicate LR / IR procedure to all employees?

6.       Do you encourage employees to play a proactive role in improving the labor-management relationship?

1.       What IT systems and infrastructure do you use to support your HRIS? Does it work effectively?

2.       How can the IT system be used to support the HR Strategy?

3.       How many human resource information databases your company have?

1.       What is the current retirement policy?

2.       Does your company have Pre-Retirement Preparation Program for their employees?

3.       Please indicate the number of employees participating in retirement plans.

Managerial      :

Supervisory      :

                           Staff                 :

4.       Please indicate the total contribution (in terms of percentage of total compensation) into retirement  plans as outlined below:

managerial                  supervisory                                  staff

a. By employee

b. By the organization

 

1.       Do you create an environment of open communication between employees and management.

2.       How do managers and employees perceive the effectiveness and integrity of current communication culture?

3.       Do you capture the creative insight of employees by soliciting their ideas for improvement?

4.       Do you create environment to delegate decision making to the lowest level possible?

5.       What kind of media your organization uses to communicate to the entire workforce on a regular basis?

6.       What mechanisms do you have for obtaining employee feedback on a regular basis?

1.       How much the cost for the following items:

• Human resources department direct labor cost  (Wages, overtime, and benefits.)               
• Human resources department operating expenses (Supplies, training, and other locally controllable expenses not including rent, depreciation, or allocated overhead expenses.)
• Outsourcing fees, if any (Contract fees including annual fees and monthly operating charges.)
• Contracted services cost (Temporary and contract labor).
• Data processing equipment and facilities to support the human resources department (Include the cost of providing computer processing, software, hardware,)
• Total human resources department cost (Total of questions 1 through 5)

ADMIN MANAGER – JOB RESPONSIBILITIES

• Entire Administration, Housekeeping (Ensuring maintenance & cleanliness), Security Arrangements (Office Opening & Guards Track), Transportation & Travel Management, Inventory Management (Admin purchases) & Handling functions of canteen & Logistic arrangements.
• Managing contract and Employees Time in & out (Time Log)
• Front Desk & Lobby Management, Liasioning.
• Responsible for all operations & infrastructure management
• Complete supervision of facilities & Assist in providing facilities to Employees & Management
• Implementation & Execution of Plans & Policies of Organization
• Analytical Approach & Thinking in Invoice and Related Documents, Need to store and record information accurately
• Responsible for streamlining admin activities and sharing the burden of some of the admin activities.
• Coordination with the team members
• Site Audit with outsource vendor for soft services.
• Compile the Weekly/Monthly feedback for security/cafeteria/FO
• Thorough knowledge  of Diesel/Generator/Air Conditioners and Entire process of Purchase requisition
• Remain aware and update Managers schedules – maintain Registers Records/Soft copy
• Controlling Admin expenses and preparing Admin budget on a monthly and quarterly basis
• Managing and ensuring proper functioning of non IT assets (AC, Electricity etc)
• Procurement of Stationery and other items and ensuring minimum fill.
• Security – coordination with the security partner
• Coordinating the travel arrangements and logistics support for the officials and arrangement of accommodation, Client Visit arrangements and Checks
• Processing of Invoices of Vendors, Vendor contract, Renewal / AMC of contracts
• Banking, Insurance Upkeep (deposits, maintaining fixed assets list, etc.)
• To process inquires by phone, email and personal visits in relation to company given tasks
• Inbound/outbound telephone & call management
• Relationships Management (greeting cards, gifts, invitations, etc.)
• Handling petty Cash Management
• Mileage and Travel Planning
• Employee ID Cards, Access Control, Fire Alarm Systems
• Receive incoming telephone calls taking messages and Mails/Courier
• Taking care of printing and all items thus maintaining monthly stock statement
• Responsible for billing and co-ordination with Accounts department
• Compile, transcribe, and distribute minutes of meetings.
• Ensure Guards are briefed on daily basis
• Daily Briefing of Security Guards

a. Laptop Checking
b. ID card Checking
c. Bag Screening
d. Food items barred in Lab
• Checking of daily attendance of security guards Checklist made where each shift in charge has to check, sign and input the shift's attendance on daily basis)
• Supervising the deployment of security guards
• Recording all incidents in the incident tracked tracking all incidents to completion
• Ensuring all activation and deactivation requests are actioned timely.
• Ensuring all delivery challans, laptop passes are issued daily, as required by the business
• Renewal date of laptop passes and post verification with the IT, requesting the users to collect the renewed laptop passes
• Review operating practices and procedures in order to determine whether improvements can be made in areas such as workflow, reporting procedures, or expenditures.
• Internal & External Audits

ACCEPTENCE OF RESIGNATION LETTER FORMAT

     Dated 1^st April, 2012

ACCEPTANCE OF RESIGNATION LETTER

To,

Mr. ……………,

We are in receipt of your Resignation Letter dated 31^st March, 2012 from your Contract of Employment dated 30^th December, 2010. 

As requested by you, your Resignation is hereby accepted and you will be Relieved from your Post and Responsibility of Employment of Contract with effect from __ Month, 2012, subject to your serve your Notice Period of (__) Days or Gross lieu off and submit the No Dues Certificate from all the Departments of the Organization.

You are asked to come and collect your No Dues Form during the office hours on any working day after __ Month, 2012.

For

Head- Human Resources

Receiver’s Signature………………..

Date…………….

Sonia Gandhi $2.2 billions to 11 billions!

A stunning exposure on Sonia Gandhi’s secret billions in Swiss banks came, surprisingly, from Switzerland itself, where the world’s corrupt stash away their booty. In its issue of November 19, 1991, Schweizer Illustrierte, the most popular magazine of Switzerland, did an exposé of over a dozen politicians of the third world, including Rajiv Gandhi, who had stashed away their bribe monies in Swiss banks. Schweizer Illustrierte, not a rag, sells some 2,15,000 copies and has a readership of 9,17,000 — almost a sixth of Swiss adult population. 

Citing the newly opened KGB records, the magazine reported ‘that Sonia Gandhi the widow of the former Prime Minister Rajiv Gandhi was controlling secret account with 2.5 billion Swiss Francs (equal to $2.2 billion) in her minor son’s name’. The $2.2 billion account must have existed from before June 1988 when Rahul Gandhi attained majority. The loot in today’s rupee value equals almost Rs 10,000 crore. 

Swiss banks invest and multiply the clients’ monies, not keep them buried. Had it been invested in safe long-term securities, the $.2.2 billion bribe would have multiplied to $9.41 billion (Rs 42,345 crore) by 2009. If it had been put in US stocks, it would have swelled to $12.97 billion (Rs 58,365 crore). If, as most likely, it were invested in long-term bonds and stocks as 50:50, it would have grown to $11.19 billion (Rs 50,355 crore). Before the global financial meltdown in 2008, the $2.2 billion bribes in stocks would have peaked at $18.66 billion (Rs 83,900 crore). By any calculation the present size of the $2.2 billion secret funds of the family in Swiss banks seems huge — anywhere between Rs 43,000 plus to some Rs 84,000 crore!