auditing the hr function
DESCRIPTION
Auditing the HR FunctionTRANSCRIPT
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Auditing the HR FunctionAuditing the HR Function
Kelli W. Vito, SPHR, CCP KV ConsultingKelli W. Vito, SPHR, CCP KV Consulting
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Why Conduct an HR Audit?
Why Conduct an HR Audit?
Routine check-up (uncover any conditions you may have and set up a treatment plan)
Determine how you can best align HR operations with organizational goals
Ensure compliance with federal and state regulations
Routine check-up (uncover any conditions you may have and set up a treatment plan)
Determine how you can best align HR operations with organizational goals
Ensure compliance with federal and state regulations
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Aspects of HR AuditAspects of HR Audit
StrategicFunctions
ComplianceIssues
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HR Emerging IssuesHR Emerging Issues
Executive management ethicsSkyrocketing healthcare costsHR outsourcingBaby boomer exodus – labor
shortage, aging and diverse workforce
Knowledge work – managing knowledge workers
Executive management ethicsSkyrocketing healthcare costsHR outsourcingBaby boomer exodus – labor
shortage, aging and diverse workforce
Knowledge work – managing knowledge workers
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Typically Out of ScopeTypically Out of Scope
PayrollSafety and HealthWorkers CompensationRetirement PlansHealth Insurance PlansDeferred Compensation ProgramsUnemployment
PayrollSafety and HealthWorkers CompensationRetirement PlansHealth Insurance PlansDeferred Compensation ProgramsUnemployment
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HR Department BasicsHR Department Basics
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HR Department BasicsHR Department Basics
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Strategic ManagementStrategic Management
Strategic PlanOperational PlanHR Performance ManagementHR BudgetLegislative/Regulatory
Environment
Strategic PlanOperational PlanHR Performance ManagementHR BudgetLegislative/Regulatory
Environment
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Key Administrative Advisors
Key Administrative Advisors
People resources
Monetary resourcesTechnology resources
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HR is Strategic Partner when:HR is Strategic Partner when:
HR leader has/is: strong knowledge of HR roles and functions,
business strategy and operations perceived as a credible advisor by his/her
peers and executive management. Top HR position is organizationally on the
same level as other program directors and administrative directors
HR Dept. is viewed as approachable and trusted to provide accurate information.
HR leader has/is: strong knowledge of HR roles and functions,
business strategy and operations perceived as a credible advisor by his/her
peers and executive management. Top HR position is organizationally on the
same level as other program directors and administrative directors
HR Dept. is viewed as approachable and trusted to provide accurate information.
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HR is Strategic Partner when:HR is Strategic Partner when:
HR Dept. is part of a network of HR Depts. in peer organizations that share experiences, strategize regarding common problems, and stay abreast of latest HR trends and developments.
Strategic HR plan is closely linked to overall strategic plan.
Performance assessment of HR programs, including key metrics, is routinely completed.
HR Dept. is part of a network of HR Depts. in peer organizations that share experiences, strategize regarding common problems, and stay abreast of latest HR trends and developments.
Strategic HR plan is closely linked to overall strategic plan.
Performance assessment of HR programs, including key metrics, is routinely completed.
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Department Structure & Staff Competencies
Department Structure & Staff Competencies
HR Organizational ChartHR Staff Competencies
HR Organizational ChartHR Staff Competencies
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HR CompetenciesHR Competencies
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HR FacilitiesHR Facilities
Physical facilities of the HR department
Reception of job candidatesLegal and other employment noticesPrivate areas for interviews and
employee consultationsHR convenient to employeesEasy access to HR employee for
questions
Physical facilities of the HR department
Reception of job candidatesLegal and other employment noticesPrivate areas for interviews and
employee consultationsHR convenient to employeesEasy access to HR employee for
questions
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HR Technology & Information ControlHR Technology &
Information ControlHRIS Information Management Processes
HRIS Information Management Processes
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Key HR Risk AreasKey HR Risk Areas
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Key HR Risk AreasKey HR Risk Areas
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Workforce Planning & Employment
Workforce Planning & Employment
Workforce Needs DeterminationOrganizational DesignRecruiting ProgramsSelection ProcessContractor ManagementSuccession PlanningTurnover and Employee RelationsRegulations ComplianceFraud
Workforce Needs DeterminationOrganizational DesignRecruiting ProgramsSelection ProcessContractor ManagementSuccession PlanningTurnover and Employee RelationsRegulations ComplianceFraud
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HR DevelopmentHR DevelopmentTraining Needs AssessmentNew Employee TrainingTechnical TrainingSupervisory TrainingTraining AssessmentEmployee CoachingPerformance AppraisalCounselingDiscipline
Training Needs AssessmentNew Employee TrainingTechnical TrainingSupervisory TrainingTraining AssessmentEmployee CoachingPerformance AppraisalCounselingDiscipline
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Total RewardsTotal RewardsCompensation Philosophy Job DocumentationMarket AnalysisSalary Structure Development Job EvaluationSalary AdministrationFLSA Determination & OvertimeBenefits AdministrationPayroll
Compensation Philosophy Job DocumentationMarket AnalysisSalary Structure Development Job EvaluationSalary AdministrationFLSA Determination & OvertimeBenefits AdministrationPayroll
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Employee & Labor Relations
Employee & Labor Relations
Policies and ProceduresEmployee Attitude SurveysEmployment RecordsEmployee Compliant and
Grievance ProcessLabor Relations
Policies and ProceduresEmployee Attitude SurveysEmployment RecordsEmployee Compliant and
Grievance ProcessLabor Relations
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Risk ManagementRisk Management
Safety & HealthSafety & Health
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Outsourcing and Co-sourcing
Outsourcing and Co-sourcing
Needs AssessmentVendor Selection ProcessVendor Management
Needs AssessmentVendor Selection ProcessVendor Management
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KV ConsultingKV Consulting
Kelli W. Vito, SPHR, CCP
512-293-4678
Kelli W. Vito, SPHR, CCP
512-293-4678