Human resources audit results and organizational effectiveness measures

Business Management -- Human Resource Audit

Audit Result Summary and Strengths/Development Areas Highlighted

According to the results of the audit survey instrument, the employees of the organization think its human resource functions are highly effective. Specifically, they responded positively on measures of: 1. Training and Development of Employees, 2. Recruiting/Selection/Hiring, 3. Performance Review Process, 6. Job Descriptions, 11. Payroll System, and 12. Internal Communication/Mission and Goals. Areas where employees expressed neither particularly positive nor negative opinions were: 4. Legal Compliance (EEO, ADA, FMLA, etc.), 5. Policies/Policy Manuals, and 7. Employee Relations.

The audit survey results indicated that employees had the most criticisms of other areas, but their additional comments indicated that these generally reflected isolated issues and typical attitudes of employees (such as feeling that they are underpaid) that are not necessarily particular to this organization. Specifically, the most negative responses suggested that the following areas might be the appropriate targets of improvement: 8. Discipline and Terminations, 9. Compensation/Salary, 10. Benefit Package, and 13.Workers' Compensation.

Two Appropriate Human Resource Evaluation Methods

Two appropriate human resource evaluation methods that are applicable to the organization are (1) the proportion of new hires that remain in the organization's employ for at least five years, and (2) rate at which junior employees earn promotion to higher positions including management positions (Noe, Hollenbeck, & Gerhart, 2009; Robbins & Judge, 2009). In this organization, those measures would indicate that the principal human resource functions are operating effectively. There is a low rate of attrition among new employees and there is always competition among multiple qualified candidates for promotion to supervisory positions.

On the other hand, those two measures of human resource functions would not necessarily help identify possible areas where further development may be desired. In that regard, it might benefit the organization to place more emphasis on the communication and coordination efforts between the human resource department and executive management with respect to the apparent concerns of employees on matters of compensation and operational management issues that also involve human resource functions..

References:

Maxwell, J.C. (2007). The 21 Irrefutable Rules of Leadership. Georgia: Maxwell

Motivation Co.

Noe, R., Hollenbeck, J.R., Gerhart, B., and Wright, P. (2009). Human Resource

Management. New York: McGraw-Hill.

Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,

NJ: Prentice Hall.