N0-BR A0BIT-Set-

8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
ues 1What are the components of human resource deve|opment aud|t?

AnsPuman 8esources audlLs are used Lo evaluaLe P8 pollcles and pracLlces An audlL can help
evaluaLe Lhe effecLlveness of programs and servlces Lhe dellvery of Lhese programs and servlces
by P8 and opporLunlLles Lo elLher enhance change or remove programs and processes
An audlL ls used Lo deLermlne whaL processes are sLrong and whaL processes wlll need
aLLenLlon An P8 audlL ls used Lo ldenLlfy problems and flnd soluLlons ln an aLLempL Lo address
problems before Lhey become unmanageable lL ls an opporLunlLy Lo assess whaL an
organlzaLlon ls dolng rlghL as well as how Lhlngs mlghL be done dlfferenLly more efflclenLly or
wlLh reduced cosLs lL can be used Lo creaLe a plan for developmenL of an P8 deparLmenL's
funcLlons
Some of Lhe beneflLs of conducLlng an P8 audlL may lnclude Lhe followlng
eep Lhe P8 deparLmenL's mlsslon and goals ln sync wlLh Lhe organlzaLlon's needs and
longLerm buslness sLraLegy
nsure legal compllance (whlch should decrease seLLlemenL expenses and legal fees)
ldenLlfy and prlorlLlze opporLunlLles for lmprovemenL as well as areas of poLenLlal
fuLure rlsk
lmprove efflclency and producLlvlLy so LhaL Lhe deparLmenL can beLLer serve employees
and cusLomers
ldenLlfy rooL problem areas and flx Lhem before Lhey become more wldespread
lnd cosLreducLlon opporLunlLles
lmprove employee communlcaLlons and morale and help esLabllsh beLLer credlblllLy and
percepLlons of Lop managemenL
lmplemenL and sLay currenL wlLh besL pracLlces
9rovlde a reallLy check ln order Lo ldenLlfy and correcL any gaps beLween whaL ls
lnLended and whaL ls acLually belng dellvered
lncrease Lhe commlLmenL of professlonals wlLhln Lhe P8 deparLmenL Lo seek change and
focus on conLlnuous lmprovemenL
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
uman kesources Aud|t Components
1 Determ|ne Scope of Aud|t Deve|op Aud|t uest|onna|re

An P8 audlL checkllsL coverlng sLandard P8 funcLlons ln 20plus caLegorles wlll be revlewed
wlLh Lhe cllenL prlor Lo Lhe sLarL of Lhe audlL and cusLomlzed based on cllenL's needs
2 Data Co||ect|on

uaLa collecLlon ls Lhe acLual process of revlewlng speclflc areas Lo collecL daLa abouL Lhe
company and lLs human resources pracLlces 1he audlL quesLlonnalre wlll be used as a
roadmap Lo revlew Lhe speclflc areas ldenLlfled ln Lhe quesLlonnalre A porLlon of Lhe audlL
wlll be conducLed aL Lhe cllenL's slLe of buslness
3 kesu|ts Ieedback

1he daLa wlll be summarlzed ln wrlLLen formaL and feedback provlded Lo Lhe cllenL
4 Act|on |an

A recommended AcLlon 9lan wlll be creaLed lL wlll lnclude flndlngs separaLed by order of
lmporLancehlgh medlum and low 1he AcLlon 9lan wlll lnclude recommendaLlons on
fuLure sLafflng conslderaLlons and wlll be revlewed wlLh Lhe cllenL
S Cont|nuous Improvement

AL Lhe concluslon of Lhe audlL lL ls lmporLanL for your company Lo engage ln consLanL
observaLlon and conLlnuous lmprovemenL of Lhe company's pollcles procedures and
pracLlces so LhaL Lhe organlzaLlon never ceases Lo keep lmprovlng 1he AudlL 8eporL wlll
enable your company Lo embark on Lhls lmprovemenL [ourney
1he provlslon of Lhe addlLlonal servlces recommended as parL of Lhe 8esulLs eedback and
AcLlon 9lan are noL lncluded ln Lhe scope of Lhe audlL

ues2 Lxp|a|n the aud|t of uman resource Iunct|on
Ans1here are varlous reasons why companles wanL Lo underLake P8u audlL some of whlch
have been sLaLed below

1 1o make the k funct|on bus|nessdr|ver
P8u audlL ls underLaken by organlzaLlons Lo make P8 sysLems and processes more relevanL
Lo buslness goals Cver a perlod of Llme buslness changes may have Laken place for a varleLy
of reasons lncludlng envlronmenLal changes CrganlzaLlonal resLrlcLlng may have
necesslLaLed meeLlng Lhe changlng envlronmenLal demands and opporLunlLles Such
changes should be accompanled by approprlaLe changes ln Lhe P8u funcLlon Some
companles go ln Lhe P8u audlL Lo examlne and make changes ln Lhe P8u funcLlon Lo
accompany organlzaLlonal changes Some organlzaLlons LhaL have underLaken buslness
process reenglneerlng have conducLed P8u audlL Lo ensure LhaL Lhe P8u funcLlon ls allgned
wlLh buslness goals and sLraLegles

2 1o take stock of th|ngs and to |mprove kD for expand|ng d|vers|fy|ng and enter|ng |nto
a fast growth phases
Many good organlzaLlons ln lndla afLer llberallzaLlon have enLered a compeLlLlve phase
1here are Lhose organlzaLlons whlch saw a loL of opporLunlLles boLh wlLhln Lhe counLry and
abroad ln llghL of Lhese new opporLunlLles some of Lhese felL LhaL Lhey had noL pald
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
adequaLe aLLenLlon Lo Lhelr human resource due Lo consLralnLs of Lhe pasL 1hey used Lo
recrulL employees aL low salarles on Lhe basls of conLracL raLher Lhan compeLence As a
resulL Lhe organlzaLlons ended up havlng very heLerogeneous caLegorles of employees
Moreover organlzaLlons suddenly dlscovered LhaL whaL was valued ln Lhe pasL employees
wlLh average compeLence and hlgh loyalLyhad become a weakness ln Lhe presenL ln order
Lo compeLe for Lhe fuLure Lhey had Lo challenge Lhelr proflles 1hus companles felL need Lo
Lake shock and see Lhe dlrecLlon ln whlch Lhey should move

Some of Lhe companles have borrowed many P8u pracLlces form professlonally managed
companles buL wlLhouL adequaLe preparaLlon 1hey are noL sure lf Lhey are golng ln Lhe rlghL
dlrecLlon

3 Ior promot|ng profess|ona||sm among emp|oyees and to sw|tch over to profess|ona|
management
Whlle Lhe world becomlng a global vlllage some companles sLarLed reallzlng Lhe lmporLance
of sklll developmenL and professlonallsm among Lhe employees ln order Lo lnclude
professlonallsm Lhey wanLed Lo Lake sLock of Lhelr P8u and Lherefore underLook as P8u
audlL

4 Mu|t|nat|ona|s want to know the reasons for |ower |abour product|v|ty and for
|mprov|ng the|r kD strateg|es |n the Ind|an context
Some mulLlnaLlonals who have been operaLlng ln Lhe counLry found from Lhelr experlence
LhaL Lhough Lhey pay low salarles ln lndla as compared Lo oLher planLs Lhey have ln Lhelr
counLrles Lhe labour producLlvlLy ls poor AfLer a careful examlnaLlon of number of good
pracLlces Lhey had lnLroduced Lhey dlscovered LhaL Lhey had some unlque problems wlLh
Lhe lndlan people Some of Lhese lncluded hlgh deslgnaLlonconsclous low level of
Leamwork Lendencles Lo unlonlse lack of LrusL on Lhe managemenL low energy level and
preference for a paLernallsLlc LreaLmenL Some of Lhese companles relled heavlly on Lhelr
P8u deparLmenLs Lo change Lhe slLuaLlon 1helr experlence were noL as poslLlve as Lhey
deslred 1herefore Lhey declded Lo underLake an P8u audlL 1hey percelved P8u audlL more
as a renewal exerclse

S Ior growth and d|vers|f|cat|on
A few organlzaLlons afLer Lhelr lnlLlal success and bulldlng core compeLencles ln cerLaln
areas wanLed Lo dlverslfy and expand lnLo new areas 1hey even underLook Lhe lnlLlal sLeps
uslng Lhelr exlsLlng sLaff Lo handle new pro[ecLs 1hey were noL every sure wheLher Lhls was
llkely Lo work ouL 1hey also wanLed Lhe dlrecLlon ln whlch Lhey should move 1herefore
Lhey declded Lo underLake P8u audlL

6 D|ssat|sfact|on w|th a part|cu|ar Component
A few organlzaLlons underLake P8u audlL more as a necessary comprehenslve revlew of
Lhelr sub sysLems of P8u or example ln one company P8u audlL was Laken as a means Lo
lmprove communlcaLlons ln anoLher company appralsal was sLarLlng polnL buL Lhey declded
LhaL slnce appralsal ls llnked Lo many P8u sub sysLems Lhey should geL a comprehenslve
examlnaLlon of P8u done A Lhlrd company used P8u audlL Lhough Lhelr maln lnLeresL was
developmenL of a Lralnlng plan ln all Lhese cases Lhe lnfluenclng facLor for lnlLlaLlng and
uslng P8u audlL has been some vlslonary elLher aL Lhe Lop level or aL Lhe board level who
has a more hollsLlc vlew of Lhe organlzaLlon
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)

Change of |eadersh|p
Some organlzaLlon underLook P8u audlL as Lhelr P8u manager was leavlng and Lhey needed
Lo recrulL new P8u manager and reorlenL Lhe enLlre P8u deparLmenL SomeLlmes a change
ln Lhe CCs and oLher Lop managemenL members may also prompL P8u audlL
1hus Lhere can be varlous reasons for lnlLlaLlng P8u audlL



1he uman kesource Aud|t as an Improvement 1oo|

8egardless of Lhe Lype of company or Lhe slze of your P8 deparLmenL Lhe P8 AudlL ls a
slmple yeL comprehenslve Lool Lo analyze and lmprove your effecLlveness as a funcLlon
1he audlL ls made up of four maln sLeps
1) ueflne deslred P8 pracLlces for your organlzaLlon
2) Assess currenL pracLlces agalnsL Lhe crlLerlon LhaL you have esLabllshed
3) Analyze Lhe resulLs
4) sLabllsh lmprovemenL goals and Lake acLlon

1hls slmple foursLep approach can be repeaLed as Lhe annual plannlng and goal seLLlng
process occurs wlLhln your company 9rogress can be measured agalnsL goals and a
conLlnuous lmprovemenL cycle naLurally unfolds

9urpose(s) of an AudlL
1he audlL can serve any of Lhe followlng purposes
__1o clarlfy deslred pracLlces of P8 work and roles wlLhln Lhe organlzaLlon (P8 ueparLmenL
Llne Managers)
__1o esLabllsh a basellne for fuLure lmprovemenL
__1o evaluaLe currenL effecLlveness
__1o sLandardlze pracLlces across mulLlple slLes wlLhln a dlvlslon or company
__1o assess currenL knowledge and skllls requlred of P8 pracLlLloners
__1o lmprove performance levels Lo key cusLomers wlLhln Lhe organlzaLlon

1he AudlL 9rocess
SLep Cneueflnlng AudlL SLaLemenLs
ueflnlLlon of deslred P8 pracLlces can occur Lhrough ln a varleLy of ways
A good sLarLlng polnL ls Lo Lake some Llme and reflecL on Lhe legal requlremenLs and
programs LhaL Lhe deparLmenL musL admlnlsLer Slmply llsLlng Lhem ls a good flrsL sLep
nexL conslder your areas of responslblllLy and LradlLlonal P8 pracLlces covered by your
funcLlon 1hey may lnclude P8 9lannlng SLafflng 9erformance ManagemenL mployee
8elaLlons CompensaLlon and 8eneflLs 1ralnlng and uevelopmenL SafeLy and Wellness
mployee Surveys and CommunlcaLlons lnally oLher areas Lo conslder are company
lnlLlaLlves LhaL Lhe P8 funcLlon may be requlred Lo supporL le lnLernal cusLomer
requlremenLs Speclflcs are unlque Lo your company buL examples could lnclude supporLlng
a 1oLal CuallLy ManagemenL lnlLlaLlve 1eam 8ased Work SysLem eLc
WlLh Lhls llsL ln hand a sLaLemenL can be wrlLLen abouL each ma[or pracLlce LhaL you wanL
Lo deflne 1yplcally Lhey are sLaLed ln Lhe presenL Lense and ln a poslLlve manner 1he
followlng examples lllusLraLe Lhese LralLs
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
O 1he sLafflng process ls documenLed so LhaL Lhe responslblllLy of each person ln Lhe
process ls clear and undersLood
O 9erformance appralsals are compleLed for each employee ln Lhe organlzaLlon
O 1here ls a LralnLheLralner program for each ma[or Lralnlng program wlLhln Lhe
company
O new employees compleLe a new hlre orlenLaLlon program of key company pollcles and
procedures wlLhln Lhe flrsL 30 days of work
O 1here ls an lssue resoluLlon process LhaL ls well undersLood and used by employees

As you may noLlce deflnlLlons can be as compleLe or deLalled as Lhe developer deslres ln
sLarLlng ouL lL ls beLLer Lo make more general sLaLemenLs and lmprove from year Lo year ln
Lhose areas LhaL you choose Lo ralse Lhe level of performance
ln summary you may as many as 6070 sLaLemenLs dependlng upon slze of your company
and Lhe level of deLall LhaL you prefer Lo measure 8egardless of Lhe number you are
developlng a descrlpLlon of Lhe level and quallLy of performance you deslre for Lhe Puman
8esource funcLlon
Step 1woAssess|ng Current ract|ces
WlLh Lhe llsL of sLaLemenLs compleLed Lhe assesslng currenL pracLlces requlres you Lo be
ob[ecLlve A good approach ls Lo look for evldence LhaL supporLs or refuLes each sLaLemenL
made vldence may Lake Lhe form of pollcles and procedures ouLpuL from employee
surveys lnLervlews wlLh key cusLomers daLa collecLlon from a Puman 8esource lnformaLlon
SysLem reporLs lssued Lo regulaLory deparLmenLs sLaLlsLlcs eLc
1he flrsL Llme Lhe assessmenL ls made lL may become apparenL LhaL Lhe deflnlLlon ln sLep
one needs lmprovemenL or modlflcaLlon 1hese changes should be noLed and made a parL of
Lhe nexL lmprovemenL cycle
As you revlew Lhe summary of sLaLemenLs and your assessmenL Lhere are several analysls
LhaL can help
Step 1hreeAna|yze the kesu|ts
lL ls lmporLanL Lo recognlze sLrengLhs and opporLunlLles for lmprovemenL As resulLs are
revlewed Lhemes wlll emerge around speclflc P8 areas or example one company may be
very sLrong ln admlnlsLraLlon and managlng legal requlremenLs Cn Lhe oLher hand lL may
need lmprovemenL ln developlng hlgherlevel sysLems deflnlLlon AnoLher company may be
very sLrong ln areas SafeLy SecurlLy and 1ralnlng buL need lmprovemenL ln CommunlcaLlon
pracLlces LhaL run across Lhe company
8evlewlng Lhe daLa ln a varleLy of perspecLlves ls helpful Lo formulaLe a plcLure of overall P8
performance agalnsL Lhe audlL lL can reflecL Lhe poslLlve effecL of acLlons Laken ln prevlous
years as well as provlde lnformaLlon for fuLure acLlons
lL may become apparenL LhaL all deflnlLlons are noL equal ln lmporLance 1he efforL requlred
Lo meeL Lhe deflnlLlon ls one facLor Lo conslder or example havlng performance appralsals
for all employees may requlre slgnlflcanL efforL Cn Lhe oLher hand lf you already have a
good new hlre orlenLaLlon program ln place LhaL deflnlLlon ls more easlly meL
1he conLrlbuLlon LhaL meeLlng a deflnlLlon may have Lo Lhe organlzaLlon ls anoLher facLor Lo
conslder or example supporLlng a company lnlLlaLlve llke 1oLal CuallLy ManagemenL may
be more meanlngful Lo Lhe organlzaLlon aL Lhls polnL ln Llme Lhan oLher sLaLemenLs
ln summary Lhe purpose of analysls ls Lo sorL Lhrough Lhe areas of sLrengLh and
opporLunlLles for lmprovemenL ln order Lo Lake poslLlve acLlon sLeps Lo lmprove Lhe
effecLlveness of Lhe P8 funcLlon
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
Step IourLstab||sh Improvement Goa|s and 1ake Act|on
1he ldeal Llme Lo compleLe an audlL ls [usL prlor Lo Lhe annual plannlng process WlLh audlL
lnformaLlon ln hand you can be polsed Lo Lake advanLage of your lnslghLs lnLo seLLlng nexL
years goals
1here are Lwo aspecLs of seLLlng goals malnLenance of currenL good pracLlces and
developmenL of lmproved pracLlces nowlng Lhe capaclLy and capablllLy of Lhe P8
deparLmenL and sysLem ls crlLlcal ln developlng a reallsLlc plan Cood pracLlces need Lo
become a parL of Lhe P8 sysLem and baked ln so LhaL Lhey occur ln a rellable predlcLable
fashlon Cnce a process or program has reached LhaL level Lhen fuLure developmenL can
occur more effecLlvely
WlLh llLLle dlscreLlonary Llme avallable lL ls prudenL Lo revlew Lhe analysls of sLep Lhree and
declde whlch one or Lwo areas wlll provlde Lhe greaLesL overall lmprovemenL for Lhe P8
funcLlon lLs cusLomers and Lhe organlzaLlon 1hese need Lo be Lhe areas LhaL goals are
esLabllshed for Lhe nexL year
1hls ls Lhe polnL ln Lhe audlL process where deflnlLlons are revlewed and modlfled Lo creaLe
a new and lmproved vlslon of Lhe P8 sysLem as you wlsh lL Lo be uolng Lhls on an annual
basls allows pracLlces Lo be lmproved and beneflLs shared
xamples of lmproved P8 measures uslng Lhe AudlL 9rocess

O uevelopmenL and sharlng of 1oLal CompensaLlon 9hllosophy
O 8educLlon ln LhroughpuL Llme of fllllng open poslLlons
O mployee Lurnover raLe
O P8 cusLomer survey resulLs
O of Lralnlng Llme/employee
O 8educLlon ln LhroughpuL Llme of admlnlsLraLlve requesLs
O Self fundlng varlable compensaLlon sLraLegles
O mployee survey resulLs
O Successlon/replacemenL plannlng
O 8uslness resulLs

Summary
1he P8 AudlL can be a powerful lever of change ln your deparLmenL and organlzaLlon ln one
sense lL ls slmple ln LhaL each sLep can be compleLed falrly qulckly and wlLh ease Also Lhe
degree of deLall and deflnlLlon of performance ls wlLhln Lhe conLrol of Lhe audlL developer
AL Llme passes Lhe AudlL enrlches lLself Lhrough beLLer deflnlLlon developmenL and hlgher
levels of performance expecLaLlons lL Lakes on a sysLems approach because lL ls
comprehenslve lncluslve of all LradlLlonal P8 pracLlces yeL accommodaLlng Lo Lhe
unlqueness of company culLures and buslness lnlLlaLlves
lnally lL moves P8 professlonals lnLo an acLlve sLaLe of deflnlng Lhelr dlrecLlon maklng
sense of Lhelr cholces and conLrlbuLlng Lo Lhe buslness ln a more deflnlLlve way

ues 3 Lxp|a|n the L|nkages between k Aud|t 8us|ness Iunct|ons

Ans 3 LINkAGL CI kD AUDI1 IN 8USINLSS IUNC1ICNS
1he experlences of Lhe companles dlscussed above lndlcaLe LhaL P8u audlL can glve many
lnslghLs lnLo a companys affalrs P8u audlL ls also cosL effecLlve 1he audlLors normally
camp ln Lhe organlzaLlon for one Lo Lwo weeks make Lhelr observaLlon and glve Lhelr
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
reporLlng ln a monLhs Llme 1hey normally make prellmlnary presenLaLlon aL Lhe end of
Lhelr vlslL

1he audlLors brlng wlLh Lhem Lhelr experlence of P8u wlLh large number of companles and
provlde a good degree of quallLaLlve daLa 1hus Lhe reLunes on such lowcosL audlL can be
subsLanLlal

1he followlng are some of Lhe favourable consequence of P8u audlL LhaL have been
observed

% it con qet the top monoqement to think in terms of stroteqic ond /onqterm business
p/ons lronlcally lL may seem LhaL P8u audlL should brlng wlLh such sLraLeglc plans buL ln
some cases lL has propelled Lhe Lop managemenL Lo formulaLe such plans AnoLher aspecL ln
Lhls regard ls LhaL people cannoL parLlclpaLe ln P8u audlL wlLhouL some sharlng of Lhese
plans 1he audlL Lherefore has forced Lhe Lop managemenL Lo share Lhelr plans across Lhe
organlzaLlon resulLlng ln lncreased lnvolvemenL and commlLmenL of employees ln a few
cases a new sysLem of annual plannlng and sharlng of Lhe buslness plans wlLh managemenL
sLaff Lo enable Lhem Lo plan Lhelr own acLlvlLles and compeLency developmenL programmes
have been lnlLlaLed

% chonqe in the sty/es of the top monoqement
Any successful P8u company has an excellenL learnlng envlronmenL 1hus one of Lhe
ob[ecLlve of P8u ls Lo creaLe a learnlng organlzaLlon A learnlng culLure can be creaLed only
lf Lhe managers of Lhe company exhlblL an P8u orlenLaLlon ablllLy Lo converL and use
mlsLakes confllcLs and problems as learnlng opporLunlLles and so on Some Loplevel
managers ln lndla have been found Lo block Lhe moLlvaLlon and learnlng of employees
Lhrough coerclve auLocraLlc and even paLernallsLlc sLyles of managemenL P8u audlL
hlghllghLs such deLrlmenLal sLyles of managemenL Lhereby polnLlng ouL Lhe dlfflculLles ln
developlng and preparlng Lhe employees for Lhe fuLure 1hls has helped ln provldlng subLle
feedback Lo Lhe Lop managemenL and lnlLlaLlng a change process

% ko/e c/ority of nku deportment ond the ro/e of /ine monoqers in nku
ln almosL all cases Lhe P8u audlL has been found Lo draw Lhe aLLenLlon of employees aL
varlous levels Lo Lhe lmporLanL role of Lhe P8u deparLmenL currenL as well as Lhe fuLure
beLLer role clarlLy of Lhe P8u deparLmenL and Lhe P8u funcLlon resulLlng ln lncreased
undersLandlng of llne managers abouL Lhelr P8u role and Lhe unlform resulLs of P8u audlL
Whlle Lhe degree may vary from organlzaLlon Lo organlzaLlon on varlous facLors Lhls
exerclse has favorable lmpacL on employee producLlvlLy

%mprovement in nku systems
P8u audlL has helped mosL organlzaLlons ln measurlng Lhe effecLlveness of Lhelr P8u
sysLems and ln deslgnlng or redeslgnlng P8u sysLems Lhe mosL frequenLly changed or
renewed sysLem lnclude performance appralsal lnducLlon Lralnlng [ob roLaLlon career
plannlng and promoLlon pollcles monlLorlng communlcaLlon and Lralnlng A number of
organlzaLlons have change or sLrengLhened one or more of Lhelr P8u subsysLem as a resulL
of P8u audlL

% ncreosed focus on humon resources ond humon competencies
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
Cne of Lhe resulLs of P8u audlL ls Lo focus on new knowledge aLLlLudes and skllls requlred
by Lhe employees CommenLs are made abouL Lhe Lechnlcal managerlal human and
concepLual compeLencles of sLaff aL varlous levels 1hls dlfferenLlaLlon has been fund Lo help
organlzaLlons ln ldenLlfylng and focuslng sharply on Lhe compeLency requlremenLs and gaps
1he audlL esLabllshes a sysLem of role clarlLy and flxlng of accounLablllLy 1hls may Lake place
Lhrough separaLe roleclarlLy exerclses or Lhrough Lhe developmenL of and approprlaLe
performance appralsal sysLems ln any case Lhe aLLenLlon of Lhe organlzaLlon geLs focused
on developlng Lhe compeLency base of Lhe organlzaLlon More senslLlves are developed
Lowards mlsslng aspecLs of compeLencles or example one organlzaLlon was found Lo
neglecL Lhe human relaLlons compeLencles of Lhelr sLaff whlch led Lo qulLe a few problems
and wasLage of Llme WlLh P8u audlL many of Lhese were sLreamllned 1he vlrus P8u
pollcles also goL sLrengLhened

% 8etter recruitment po/icies ond more professiono/ stoff
P8u audlL proposes Lhe compeLence base requlred by Lhe organlzaLlon lL glves dlrecLlon for
compeLency requlremenLs of employees aL varlous level Lhus provldlng a base for
recrulLmenL pollcles and procedures As a resulLs ln some companles new recrulLmenL and
reLenLlon sLraLegles have been worked ouL ln oLher companles Lhe audlL has led Lo
sLrengLhenlng recrulLmenL pollcles and procedures

%,ore p/onninq ond more costeffective troininq
P8u audlL has been found Lo asslsL ln assesslng Lhe reLurns on Lralnlng Cne of Lhe aspecLs
emphaslzed ln Lhe P8u audlL ls Lo calculaLe Lhe lnvesLmenLs made ln Lralnlng and ask
quesLlons abouL Lhe reLurns 1he process of ldenLlfylng Lralnlng needs and uLlllzaLlon of
Lralnlng and learnlng for organlzaLlon growLh developmenL are assessed As dlrecL
lnvesLmenL are made Lralnlng any cosL beneflL analysls draws Lhe aLLenLlon of Lhe
managemenL and P8u managers Lo revlew Lhe Lralnlng funcLlon wlLh relaLlve ease or
example one organlzaLlon has sLrengLhened lLs Lralnlng funcLlon by lnLroduclng a new
sysLem of posL Lralnlng follow up and dlssemlnaLlon of knowledge Lo oLhers Lhrough new
sysLems and acLlon plans Many organlzaLlons have developed Lralnlng pollcles and
sysLemaLlzed Lhelr Lralnlng funcLlon 1ralnlng needs assessmenL also has become more
sclenLlflc ln Lhese organlzaLlons

%trenqtheninq occountobi/ity throuqh opproiso/ system ond other mechonisms
P8u audlL can glve slgnlflcanL lnpuLs abouL exlsLlng sLaLe of accounLablllLy of employees
1hls can be assessed Lhrough performance appralsal as well as Lhrough Lhe work culLure and
oLher culLural dlmenslons A number of organlzaLlons have lnLroduced sysLems of
performance plannlng sharlng of excepLlons and documenLlng Lhe accounLablllLy of sLaff
P8u audlL had led Lo Lhe chalnlng of appralsal sysLems

% treom/ininq of other monoqement proctices
MosL ofLen P8u audlL polnLs ouL Lhe sLrengLhs and weaknesses ln some of Lhe managemenL
sysLems exlsLlng ln Lhe organlzaLlon lL also lndlcaLes Lhe absence of sysLems whlch enhance
boLh human producLlvlLy and uLlllzaLlon of Lhe exlsLlng compeLency base eg MlS rules and
procedures eLc whlch may have an effecL on Lhe funcLlonlng of employees ln a few cases
P8u audlL has helped Lhe managemenL Lo look aL some subsysLems and work procedures
9reparaLlon of a manual for delegaLlon of powers clarlflcaLlon of roles and responslblllLles
developlng or sLrengLhenlng Lhe manuals of flnanclal and accounLlng procedures and
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M8AP8(3
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SemesLer)
sysLems sLrengLhenlng Lhe lnformaLlon sysLems ad sharlng of lnformaLlon are some of Lhe
resulLanLly acLlvlLles

% 1, interventions
CuallLy lmprovemenLs and esLabllshlng 1CM sysLems requlre a hlgh degree of lnvolvemenL
of employees ln a number of cases P8u audlL has polnLed ouL Lo Lhe llnkages beLween 1CM
and oLher quallLy programmes and helped ln sLrengLhenlng Lhe same
uue Lo lmprovemenLs ln Lhe Lralnlng sysLems enhancemenL of Lhe quallLy of group work
and sLrengLhenlng of Lhe appralsals sysLem 1CM programmes also geL lmproved ln a few
organlzaLlons performance appralsal have been changed Lo lnLegraLe quallLy aspecLs and
lnLernal cusLomer saLlsfacLlon ln Lo Lhe appralsal sysLems 1hus P8u audlL leads Lo Lhe
sLrengLhenlng of quallLy sysLems

% t con enhonce the kO of the nk function
ln addlLlon Lo all Lhe above polnLs P8u audlL allgns Lhe P8 funcLlon and acLlvlLles wlLh
buslness goals ln Lhe process lL ellmlnaLes nonvalue addlng P8 sysLems acLlvlLles and
processes and enhances Lhe valueaddlng acLlvlLles and processes lL reduces non
producLlve asseLs of Lhe P8 deparLmenL and sharpens Lhe focus of Lhe P8 funcLlon Lo geL
beLLer resulLs 1he maln conLrlbuLlon of P8u audlL ls Lo focus on value addlng P8u

ues 4 What are the ma|n ob[ect|ves of uman kesource |ann|ng?

Ans4 For any function planning is one of the important tools. This is the 1st step. People are the
most important resource which is required to run any business or organization. Now this also very
important to understand the need of human resources on time so that neither my organization
falls short of resources nor faces surplus. If organization falls short of resources then will not be
able to deliver on time to client on the other hand if it has surplus resource then company has to
bear that cost which will affect organizations profitability. There is another aspect also in this
company also need to plan resources based on the skill required to run the business. Otherwise
they will have surplus in one area shortfall in other area which Will result to poor management.
Hence until & unless you do correct resource planning you will be able to manage human resources
properly.
O Obtain and retains the quantity of HR it needs at the right time and place and
O akes optimum utilization of these resources
O HRP capitalize on the strengths of their human resource
O etermines recruitment level
O nticipates redundancies in time and thus helps to smoothen out with minimum pain and
lay-offs etc.
O etermines optimum training levels required
O $erves as a basis of management development programmes
O ost manpower for new projects, tenders etc.
O ssesses future requirements well in time.
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O $tudy the cost of overheads and value of service functions
O ssists productivity bargaining
O ecide whether certain activities need to be outsourced or sub-contracted.
O Forecast personnel requirements- skill wise, dept wise
O ope with changes
O &se existing manpower productively promote employees in a systematic manner
O ake career plans and succession plans
O ssist organization in union negotiations, wage revision
O Help departmental managers make manpower budgets and control costs.
O Proper Expatriate management
O No less important objective of HRP is to bring about an intelligible and realistic
understanding in the minds of management that the organization adapts to technological,
social, political, economical and environmental changes more rapidly and effectively
according to the needs of the times and situations
O Further to individuals, it affords opportunities for growth and development of his skills,
talents, personal capacities as a human being are utilized fully both to the advantage of
organisation and himself.
O HRP helps management to manage transfers, postings, and succession policies.
O Finally it helps industry and national HR management effectively by supplying them
required information and data.
ues S Wr|te a short note on Lmp|oyee Cr|entat|on rogramme
38mployee orlenLaLlon programs are glven Lo new employees aL a place of buslness
1he programs can lasL from several hours Lo several days When a new employee ls hlred
Lhe employee orlenLaLlon program offers a buslness lLs besL chance aL shaplng an
employees work pracLlces and lmprlnLlng lLs corporaLe buslness phllosophy onLo Lhe new
employees mlnd because a new hlre ls eager Lo make a good lmpresslon
1 Slgnlflcance
4 1he employee orlenLaLlon program ls a new employees flrsL look aL Lhe buslness
pracLlces of Lhe company 1he [ob lnLervlew and courLshlp are over so lL ls Llme Lo
esLabllsh work hablLs and corporaLe aLLlLudes LhaL wlll lasL an enLlre career 1he
orlenLaLlon program provldes Lhe ldeal Llme for Lhese corporaLe goals
2 uncLlon
4 new hlres are eager Lo make good flrsL lmpresslons 1hls facL glves Lhem Lhe ldeal
psychologlcal ouLlook for maklng a lasLlng lmpresslon on Lhe corporaLe work hablLs
expecLed from employees 1he orlenLaLlon program can noL only show Lhe new
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
employee whaL ls expecLed lL can help Lhe new employee undersLand corporaLe
ob[ecLlves corporaLe beneflLs and sLandards of conducL
3 ConslderaLlons
4 DndersLandlng a new employees moLlvaLlon Lo make a good lmpresslon ls vlLal ln
deslgnlng Lhe conLenL of an employee orlenLaLlon program A new employee arrlves
aL Lhe [ob usually wanLlng Lo know whaL ls expecLed from a Lyplcal employee and
whaL Lhe corporaLe ob[ecLlves are An orlenLaLlon program ls Lhe perfecL place and
Llme Lo lay ouL Lhese prlnclples
4 1lme rame
4 lLs lmporLanL Lo have an employee orlenLaLlon program lmmedlaLely when Lhe new
hlre shows up aL Lhe [ob 1hls way Lhe company can have Lhe flrsL say ln shaplng a
new hlres vlew abouL whaLs expecLed ln Lhe dayLoday work pracLlces of Lhe
companys employees lf Lhe orlenLaLlon program ls delayed and Lhe new hlre works
for several days or weeks before Lhe orlenLaLlon program sLarLs Lhen flrsL
lmpresslons have already been made and a general work ouLlook may already have
been formed due Lo lnpuL from exlsLlng employees
3 8eneflLs
4 An efflclenL and Llmely employee orlenLaLlon program has been shown Lo be
effecLlve ln formlng good work pracLlces and approprlaLe lmpresslons regardlng
company pollcy 1he Llme and efforL requlred Lo lncorporaLe an orlenLaLlon program
lnLo Lhe human resources deparLmenL can be slgnlflcanL Lo a companys boLLom llne
buL Lhe longLerm beneflLs Lo managemenL and lnvesLors pays off over Llme An
added beneflL ls LhaL new employees who remaln poslLlve abouL Lhe company wlll
Lend Lo lncrease reLenLlon raLes
ues 6 What are the reasons for |mp|ement|ng k Score Card?
Ans 6 1he P8 scorecard ls a meLhod for Puman 8esources Lo poslLlon lLself as a sLraLeglc plannlng
parLner wlLh llne managers and execuLlves ln Lhe organlzaLlon
1he k Scorecard offers the fo||ow|ng benef|ts thats why |t |s preffered |mp|emented by
top organ|zat|ons
- It re|nforces the d|st|nct|on between k doab|es and de||verab|es 1he P8 measuremenL
sysLem musL clearly dlsLlngulsh beLween Lhe dellverables LhaL lnfluence sLraLegy
lmplemenLaLlon and doables LhaL do noL 9ollcy lmplemenLaLlon ls noL a dellverable unLll lL
has a poslLlve effecL on Lhe P8 archlLecLure and creaLes Lhe rlghL employee behavlours LhaL
drlve sLraLegy lmplemenLaLlon An approprlaLe P8 measuremenL sysLem wlll encourage P8
professlonals Lo Lhlnk boLh sLraLeglcally as well as operaLlonally
- It enab|es cost contro| and va|ue creat|on P8 ls always expecLed Lo conLrol cosLs for Lhe
flrm AL Lhe same Llme P8 has Lo fulfll lLs sLraLeglc goal whlch ls Lo creaLe value 1he P8
scorecard helps P8 professlonals balance Lhe Lwo and flnd Lhe opLlmal soluLlon lL allows P8
professlonals Lo drlve ouL cosLs where approprlaLe buL aL Lhe same Llme defend
lnvesLmenLs ln lnLanglbles and P8 by ouLllnlng Lhe beneflLs ln concreLe Lerms
N0-BR A0BIT-Set-
8eglsLraLlon number321036644
M8AP8(3
rd
SemesLer)
- It measures |ead|ng |nd|cators !usL as Lhere are leadlng and lagglng lndlcaLors ln Lhe
overall balanced performance measuremenL sysLem Lhere are drlvers and ouLcomes ln Lhe
P8 value chaln as well lL ls Lhus lmporLanL Lo monlLor Lhe allgnmenL of Lhe P8 declslons and
sysLems LhaL drlve Lhe P8 dellverables Assesslng Lhls allgnmenL provldes feedback on P8's
progress Lowards Lhese dellverables and lays Lhe foundaLlon for P8's sLraLeglc lnfluence
- It assesses k's contr|but|on to strategy |mp|ementat|on 1he cumulaLlve effecL of Lhe P8
Scorecard's dellverable measures provldes Lhe answer Lo Lhe quesLlon regardlng


P8's conLrlbuLlon Lo flrm performance All measures have a credlble and sLraLeglc raLlonale
Llne managers can use Lhese measures as soluLlons Lo buslness problems
- It |ets k profess|ona|s effect|ve|y manage the|r strateg|c respons|b|||t|es 1he scorecard
encourages P8 managers Lo focus on exacLly how Lhelr declslons affecL Lhe successful
lmplemenLaLlon of Lhe flrm's sLraLegy 1hls ls due Lo Lhe sysLemlc naLure of Lhe scorecard lL
provldes a clear framework Lo Lhlnk ln a sysLemlc manner
- It encourages f|ex|b|||ty and change 1he baslc naLure of Lhe scorecard wlLh lLs causal
emphasls and feedback loops helps flghL agalnsL measuremenL sysLems geLLlng Loo
sLandardlsed SLandardlsaLlon ls good for Lhlngs LhaL don'L Lend Lo have a dynamlc naLure
buL flrm performance ls a dynamlc phenomenon very declslon needs Lo be Laken based on
Lhe pasL and fuLure scenarlos Cne of Lhe common problems of measuremenL sysLems ls
LhaL managers Lend Lo geL skllled Lo obLaln Lhe rlghL numbers once Lhey geL used Lo a
parLlcular measuremenL sysLem 1he P8 scorecard engenders flexlblllLy and change because
lL focuses on Lhe flrm's sLraLegy lmplemenLaLlon whlch consLanLly demands change WlLh
Lhls framework measures slmply become lndlcaLors of Lhe underlylng loglc LhaL managers
accepL as leglLlmaLe lL helps Lhem look aL Lhe blgger plcLure and slnce Lhere are no perfecL
numbers lL makes lL easler for managers Lo change dlrecLlon when needed

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