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年终总结个人简历事迹材料租赁合同演讲稿项目管理职场社交

人力资源管理自查

z***1

贡献于2011-12-06

字数:54754

An HR Audit


·
Department Organization Questionnaire
    The Human Resources Department is structured organized and equipped to provide overall strategy direction and effective management of the organization’s human resources function to accomplish organizational objectives
1 Is there one department or function within the organization that is responsible and accountable for planning establishing overseeing and coordinating all human resource policies systems and services for all 11 major categories
2 Does the seniorlevel human resources manager report to the same level position as all other major staff and line departments within the organization
3 Does the senior human resources manager participate in addressing the organization’s strategic tactical and policy issues
4 Does the senior human resources manager integrate all HR activities with the organization’s strategic business plan
5 Does the Human Resources department demonstrate a clear understanding of organizational and customer needs
6 Are HR services and functions aligned and prioritized to organizational and customer needs
7 Has a department mission statement been developed explaining its purpose within the organization
    Has this mission statement been communicated to all management personnel
    Has this mission statement been communicated to other customers throughout the organization
    If so to whom
    How
8 Does the Human Resources department take a lead in striving for a more empowered and participative work force (productivity improvement cost reduction quality improvement and improved quality of work life programs)
9 Has a Human Resources department organization chart been published and distributed
    If so to whom
    Does the organization chart clearly define functional responsibilities and whom customers can contact for service
10 Are job descriptions established for all HR personnel stating major job objectives responsibilities and accountabilities
11 Do all HR personnel understand their respective roles and relationships to others in the department
12 Are department personnel crosstrained to perform duties outside their major areas of responsibility
13 Do they work on team and department task force projects
14 Are departmental personnel professionally and technically competent
15 Do they serve as internal consultants to management as well as counselors to employees
16 Does the department staff work well as a team
17 Are they readily accessible to all customers
18 Are department personnel provided adequate training and professional development to meet organizational challenges and demands
19 Is involvement in professional and technical groups encouraged
    Does the department subscribe to major technical and professional journals
20 Is there a credible performance appraisal in place clearly stating mutually established goals and objectives for department personnel
21 Are human resources staff compensated according to market standards
    Are they compensated based on comparable positions within the organization
22 Does department staff effectively balance organizational with employee needs and act as an intermediate for both
23 Is the Human Resources department resultsoriented (ie measuring costeffectiveness and the bottom line results of human resources programs)
    If so is it attentive to the bottom line and does it demonstrate a business orientation
24 What is the span of control of the top position within the departments (ie how many and which positions report to it)
    Are supervisors or managers reporting to other midlevel managers
    How many employees are in the Human Resources department
    What is the ratio of HR department staff to all employees served
    How does this compare to the staffing levels of other comparable organizations offering similar services
25 Are HR needs and programs accounted for in the organization’s budgeting process
26 Does the organization make plans for ensuring that HR’s future needs are met
27 On a scale of one to seven (seven being the highest and four being adequate) how would the Human Resources team rate the overall effectiveness and structure of your Human Resources department
28 On the same onetoseven scale how do you think other department heads would rate the overall effectiveness and structure of the HR department
    On the same onetoseven scale how do you think the employees would rate the overall effectiveness and structure of the HR department
 Explanation of Department Organization Questionnaire
    For each of the 11 categories the SelfAudit questions are designed to rate how well the HR department achieves the purpose of the category definition stated at the top of the questionnaire Is the HR department structured organized and equipped to provide overall strategy direction and effective management of the organization’s human resources function to accomplish the organization’s objectives
    Questions one through nine explore how department leaders achieve organization objectives are part of management’s strategic planning effort and assist in making decisions that affect bottomline results These questions both help ensure that HR’s efforts are in accord with customer needs and suggest ways HR teams can take the lead in helping customers get the most out of the organization’s human resources
    Questions 10 through 26 address communicating department functions and services to all customers staff objectives and internal relationships staff’s dual role as internal consultants to management and counselors to employees staff competence and flexibility crosstraining balancing employee needs with business needs and a bottomline results orientation
    The components of question 24 also relate to staff size structure and span of control 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 compiled by the Bureau of National Affairs (BNA) Any surveys that relate specifically to your type of organization will make that benchmark more credible
    Questions 25 and 26 address resources and planning to ensure the delivery of required services
 
Human Resources PlanningOrganizational Development Questionnaire
    The process of identifying and providing ways to fulfill the organization’s developmental and human resource needs
1 Is there one position accountable for reviewing the organization’s human resources requirements
2 How is this review carried out
    Formallyinformally (please describe)
3 How often is this analysis updated (eg 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 organizations technology processes productsservices and markets
    Personnel needs these changes will require (eg new skills education knowledge and abilities)
5 Which sources outside the organization provide these demographics
6 What sources within the organization provided this information
7 To whom are these projections communicated
    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 (eg yearly every two years three or more years)
11 To whom are this assessment and any projections communicated
    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 organizational 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 andor 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 (ie 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 organization’s budgeting process
20 Does the organization 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 planningorganizational development process
22 On the same oneto seven scale how do you think other departments would rate the human resources planning and organizational development process now in place
 Explanation of Human Resources PlanningOrganizational Development Questionnaire
    Affirmative answers to all the questions in this section means the organization’s development and human resource needs are being met The emphasis is on connecting organizational 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 technologyskills base and identification of external supply)
    Questions eight through 17 deal with internal assessment and availability of these same considerations organizational development activities in management development training career and succession planning to satisfy workforce demands within the organizations 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 competition
    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 organization’s staffing requirements
1 Is there a policy in place stating the organization’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 organization 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 through final approval authorization
5 Is recruitment done proactively from a planning mode (ie projected workforce plan) as well as reactively to immediate replacement and new job openings
    Is recruitment linked to human resources planning (projected workforce requirements)
6 Is a job analysis conducted for each position
    Does the job analysis accompany the hiring authorization
    Does the job analysis accurately identify the key objectives and responsibilities of the position
    Does the job analysis accurately identify the essential can do’ skills needed (ie skills abilities knowledge education and experience)
    Does the job analysis accurately identify the essential will do’ skills needed (eg leadership interpersonal entrepreneurial communication and good attitude)
7 Is consideration given to internal candidates for all or some job openings before outside recruitment begins
    If some positions are determined to be filled from within how is this determination made
8 Is there a formal job posting procedure in place
    If so does the job posting contain the job objectives needs and requirements cited in the job analysis (#6 above)
9 Are recruitment strategies (methods to obtain qualified candidates) set before active recruitment begins
    Who participates in the strategy development
    Does this strategy include affirmative action and diversity needs
10 What kind of recruiting sources does your organization use and for what positions
    Newspaper sources
    Professional journalsperiodicals
    College recruiting
    Special events recruitment (eg job fairs and expos)
    Community referral agencies (eg state employment and training offices)
    Quasisearch methods (eg hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)
    Employee referral
    Internal computerized applicant database
    Professional networking (eg associations)
    Direct mail recruitment
    Personal networks (eg local competitors customers suppliers outplacement firms or industry research)
    If so please give examples
11 Does your organization measure the effectiveness as well as the costs of these recruiting sources
12 To whom are these performance measures and recruiting costs communicated
SELECTION
13 Does the HR department perform all initial screening of candidates
14 Are candidate telephone interviews teleconferencing or video screening conducted before personal interviews
15 How many candidates are typically interviewed before filling a position and at what levels
16 Who participates in the interview and at what intervals
    How many people are typically involved in the interviewing process
    Are panel interviews used
    Who makes the final hiring decision
17 Are hiring managers trained in objective selection (eg interviewing techniques positionrelated questions and legal implications)
18 Are reference checks conducted on all candidates
    Who performs the reference checks
19 Are tests or personality profiles used in the selection process
    Are they professionally validated
20 Are drug tests administered to all new employees as a condition for hire
21 Does the organization compare the number of job openings and workforce projections with the HR department’s recruitment and selection capacity
    Are peak and low hiring cycles identified
22 Has the organization examined or evaluated any of the following alternatives to satisfying workforce requirements
    Project or contract outsourcing
    Temporary placement
    Internal temporary placement pool
    Parttime employment and job sharing
23 Are all employment costs accounted for in the organization’s budget
24 On a scale of one to seven (seven being the highest and four being adequate) how do you think the HR team would rate the effectiveness of the recruitment and selection process
25 On the same onetoseven scale how do you think departments would rate the effectiveness of the recruitment and selection process
Explanation of Recruitment and Selection Questionnaire
    The purpose of the Recruitment and Selection questions is to improve critical staffing needs in a timely manner and with quality candidates
    Questions three through 12 examine how the company attracts job candidates Question ten deals with finding candidates Costbenefit analyses of all hiring sources (questions 11 and 12) will tell you where to place your recruiting energies and financial resources
    Questions on the selection process (13 to 20) may be more important to government agencies and contractors because of highly regulated selection criteria affirmative action and diversity implications Fiscal constraints and regional preferences may also restrict government staffing professionals to the most inexpensive sources regardless of their results
    What makes a successful manager is the ability to influence positive behavior and to hire the best talent HR professional counseling guidance and training on effective interviewing and selection are essential to help managers make the right hiring decisions It is also essential that the selection criteria be equally and consistently applied to all applicants
    Companies’ efforts to reduce both their workforce and their fixed labor costs have resulted in less costly ways to satisfy workforce requirements These include outsourcing and temporary workers which transfer costs on a variable basis This is why Manpower Inc has become the largest employer in the US today If your organization uses these methods be aware of possible longterm quality problems resulting from reduced commitment and lack of company pride
 
Compensation Questionnaire
    A system of evaluating jobs and compensating employees to ensure that the organization attracts retains and motivates employees to accomplish organizational objectives
1 Does the organization have a policy clearly stating its position on employee compensation
    Is this policy linked to the organization’s management philosophy on compensating employees and does it reinforce the values of the organization
    Is the organization’s compensation philosophy clearly communicated to all employees
    Is it clearly supported and monitored by management
2 Does the compensation policy contain procedures to guide managers on how to implement the compensation system
3 Is there one position within the organization accountable for overseeing and coordinating all compensationrelated activities (job evaluation job classifications job descriptions salary administration performance appraisal and compliance with all governmental pay regulations including FSLA ADA compensable time and EEO regulations)
4 Is there a process for keeping the organization aware of compensation paid for comparable job functions in the region
    Compensation paid to comparable exempt job functions nationwide
    Compensation paid to comparable exempt job functions industrywide
    How frequently are there market studies performed
5 Is your pay plan in agreement with the compensation philosophy of the organization
    Are pay ranges wide enough so as not to force vertical pay growth
    Are pay ranges wide enough and procedures available to reward additional knowledge skills abilities and responsibilities and encourage lateral career growth
    Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges
    Are pay differences great enough to ensure that a subordinate is not paid more than his or her supervisor including overtime payments
6 Are all jobs classified using a consistent job analysis
7 Are all job classifications reviewed for gender and minority equity
    Are all comparable jobs reviewed for possible evidence of uneven treatment for females or minorities
8 Does your organization have an employee performance appraisal system
    Does the performance appraisal establish clear objectives expectations and performance measurement criteria linked to that specific job
    Does the performance appraisal provide objective interactive and meaningful feedback on performance
    Do performance objectives clearly support departmental and organizational objectives
    Are these objectives and measurement criteria discussed with the individual being appraised
    Do the employees have clear and direct control over the outcome of their appraisals
    Do performance appraisals reflect an employee’s positive behavior as well as results
    Do performance appraisals include a written plan to improve employees’ knowledge and skills
    Are pay plans linked to rewards for measured performance
    Is the performance ratingpay adjustment reviewed by someone in a position higher than that of the rater before discussion with the employee and implementation
9 Does your organization have a payforperformance (meritbased) system
    Does it work as intended or is it a tool for compensation adjustment
    Does an outstanding performance merit an outstanding reward
10 Are compensation increases budgeted throughout the organization and are guidelines for distribution clearly communicated
    Are ranges and limits clearly defined (eg pay increments linked to performance measures)
    Is distribution of compensation among departments reviewed by management for consistency and equity before awarding increases
11 Are other performance compensation awards (results sharing) appropriate and in place
    Profitsharing awards based on organizationwide profitability
    Special recognition awards eg bonuses for meeting a combination of results criteria including department contribution performance major productivity increases sales and profit increases and cost savings
    Group or team productivity based on team performance and distributed by team members
    Gainsharing awards based on local performance
    A special payforknowledge system eg payment for increased development of employee knowledge skills abilities andor responsibility (allowing a broader job design without changing assignments)
15 Does your organization have the capacity for a compensation strategy to attract retain and motivate employees
16 Are compensation administration costs included in the budget
17 On a scale of one to seven (seven being highest and four being adequate) how do you think the Human Resources department would rate the effectiveness of the compensation system
18 On the same onetoseven scale how do you think your internal clients (other departments and employees) would rate the effectiveness of the compensation system
Explanation of Compensation Questionnaire
    It is important for the organization to distribute a clear policy statement on its compensation philosophy to its employees Guidelines are important to ensure consistency and equity in the reward systems Compensation is probably the most objective aspect of HR management You should be aware of this when scoring questions one through seven
    Compensation methods can help motivate the fulfillment of organizational objectives For this reason compensation experts receive higher pay than other HR professionals Major consulting firms specialize in this area because compensation affects the organization’s bottom line
    If compensation alone drove performance companies with big payrolls would always be the most profitable but that isn’t the case In fact eliminating higher paid positions is the trend Compensation programs should motivate and reward people for accomplishing organizational objectives
    Companies need to find new ways to reward individual team and other group performance Reward systems should take into consideration selfdirected work teams crossfunctional problemsolving teams matrix management taking on added work responsibilities and more risk taking If the organization wants a closer correlation between compensation and quality work then the recognition of team performance is critical Questions eight through 11 deal with these incentive issues
 
Employee Benefits Questionnaire
    Programs by which employees receive noncash compensation to ensure that the organization attracts retains and motivates employees to accomplish organization objectives
1 Does the organization have a clear policy regarding employee benefits
2 Is there one position within the organization accountable for fairly and consistently implementing employee benefit programs and ensuring compliance with governmental regulations such as ERISA COBRA EEO and the Family and Medical Leave Act
3 Is the organization current on competitive employee benefit practices such as childcare flextime job sharing vacationsick time timeoff provisions and health plan alternatives
HEALTH CARE COST CONTAINMENT
4 Is there a process in place to contain medical costs while offering quality health care to employees
5 Do you periodically gauge employee satisfaction with the benefit plan in terms of customer service timeliness claim management and accuracy
6 If employee dissatisfaction is high or costs are out of control or noncompetitive do you put your benefit plans out to bid
    How often does this occur
7 Does your medical cost containment review cover the following
A Have you analyzed both of the following alternative health care programs for their cost containment processes including services offered accessibility quality of care and cost
HEALTH MAINTENANCE ORGANIZATONS (HMOS)
    What are enrollment numbers for the past three years (Rapid enrollment rates ma result in poorer service)
    Is the HMO accredited by the National Committee for Quality Assurance (NCQA)
    Were any conditions attached to the accreditation
    What is the public perception of the HMO (has it received bad press)
    Have organizations similar to yours fared well under this HMO (Ask for a list of clients and call some of them)
    What are the exclusions or limitations on procedures such as transplants rehabilitative procedures and mental and nervous disorders
PREFERRED PROVIDED ORGANIZATIONS (PPOS)
    In addition to all the questions for HMOs above what is the ratio of network vs nonnetwork charges
    Do employees accept the network doctors
B Has HR reviewed the following administrative controls
    Inhouse company data on premiums paid and claims processed
    Retention provisions of carriers such as rebates or favorable rate consideration for retention of company funds
    More favorable stoploss arrangements with a carrier
    Encouraging employees to report errors in medical bills
    Healthcare spending accounts and changing rules
    Nonduplication of benefits instead of traditional coordination of benefits
    Initiating a probationary period before health coverage begins
C Has HR reviewed basic cost management programs including the following
    Increasing deductibles coinsurance responsibility or copayment amounts
    Requiring second opinions for surgery
    Instituting preadmission testing and certification
    Concurrent hospital stay reviews
    Closely managing chronic or costly illnesses
    Patient auditing of hospital bills
    Requiring employee plan usage data from health care carriersadministrators
D Has HR reviewed employee health promotion and education programs
E Has HR communicated with health care providers to review customized plan options and cost containment measures
8 Are the costs of employee benefits regularly calculated and compared to national industry and local data
9 Are vacation and sick leave accruals analyzed for purpose as well as cost consideration
10 Are there programs to control absentee costs
11 Are there programs to curb sick leave abuse
12 Are unemployment compensation costs analyzed for cost savings
13 Are pension plans reviewed and employees counseled on winwin pension options that will save the organization money
14 Does your organization offer retirement counseling to employees
15 Are there benefits to extending the retirement age
16 Should changes in longterm disability payments be considered
17 Does your organization regularly communicate the benefits it provides as well as emphasize the company’s contribution to employee benefits
18 Does your organization have the capacity to provide necessary employee benefits and address costcontainment issues that affect profitability
19 On a scale of one to seven (seven being the highest and four being adequate) how do you think the Human Resources department would rate the effectiveness of employee benefits programs
20 On the same onetoseven scale how do you think internal clients (department heads and employees) would rate the effectiveness of the employee benefits programs
Explanation of Employee Benefits Questionnaire
    Employee benefits are necessary to attract and retain quality employees Few organizations however are able to find new ways to contain costs and use benefits as an incentive to improve employee productivity
    Health care cost containment is covered in questions four to seven Aggressive negotiations with carriers a closer look at administrative controls and costbenefit analyses must be routinely carried out if an organization wants to convert high costs into increased profits An annual review of benefit plan vendors should be conducted especially for health care services which consume a large portion of expenses The remarketing of a benefit program however should take place no more frequently than every three to five years unless there are serious concerns about rates service or accessibility More frequent remarketing of a benefit plan damages the credibility of the employer in terms of seeming disinterested in a longterm relationship In an insured arrangement the vendor will be left holding the bag’ on runout claims
    Pay particular attention to costmanagement programs under question seven Spending more time on these details will result in better claims management Question 7C should answer the following questions
1 How were charges distributed between employees the employer and other payers
2 What types of services were used hospital (inpatient outpatient emergency room) physician’s services (inpatient outpatient) lab xray durable medical equipment supplies surgical center etc Any category labeled other’ on a report should account for no more than 5 of the total or require a detailed explanation
3 What types of illnesses did employees experience There should be at least 15 major diagnosis categories used on the report
4 What are employees’ demographics
    You are entitled to this information By monitoring how the healthcare plan is used it is possible to decrease claim costs Some negotiation with the carrieradministrator may be necessary to obtain reports in a meaningful format
    Because health care accounts for the largest portion of most benefit packages you should strive to raise your performance standards as an employer by applying your business strategies to health care management According to David W Kempken Executive Director of Benefits for Chrysler Corporation you should reexamine your standards for plan design administration communication and provider relationships with the goal of best practices Nonhealthrelated employee benefits such as vacation time sick leave pension formulas retirement incentives holidays and unemployment compensation tend to remain untouched There is literature which addresses these issues They could save your organization quite a bit of money
    Benefits can increase productivity by meeting lifestyle and family demands in a diverse and changing work force Daycare centers flextime workathome options alternate leave provisions cash options and other benefit bartering arrangements may improve worker productivity The principle that a happy worker is a more productive worker still holds Likewise funding benefits that do not meet the needs of the workforce are both counterproductive and unprofitable A US Chamber of Commerce survey (March 31 1995) cites useful benefit cost benchmarks total benefit costs as a percentage of payroll average 413 nationwide Medical benefits account for 111 of the total
Employee Relations and Communications Questionnaire
    This section audits programs that govern employee treatment communications support systems and services that encourage greater employee satisfaction motivation and productivity
1 Is there one position within the organization accountable for overseeing and coordinating all employee relations and communications activities
COMMUNICATIONS
2 Are there policies that state the organization’s employee relations philosophy governing all conditions affective employees
3 Do these policies state expected behaviors of employees
4 Are these policies condensed into an employee handbook
5 How and to whom is the employee handbook distributed
6 Is the employee handbook information reviewed by legal counsel to satisfy all laws affecting employment personnel relations working conditions employment at will implied employment contracts and disclaimer issues
7 How frequently is it updated
8 Is there a formal orientation for new employees
    Are followup employee orientations scheduled
9 Are employees given the opportunity to exchange information with superiors as well as assimilate information being transmitted from the top down
10 Are there forums that allow for regular interaction and information exchanges between employees and management
    If so briefly describe
11 Are there forums in which racial and ethnic minority concerns are conveyed to management with the intent of affecting positive changes 
12 Does your organization engage in employee opinion surveys
    If yes how frequently
    Do you communicate survey results to employees
    Is there a demonstrated commitment to introducing changes based on survey data
EMPLOYEE TREATMENT
13 Are employees afforded a process where both sides of a complaint are heard and a decision is rendered fairly
14 Are disciplinary procedures and rules of conduct explained in an employee handbook or other form of notice (Remember the purpose of discipline is to have people behave in an acceptable way)
15 Are progressive forms of discipline expressly cited
    Are they consistently applied
16 Are fairly competitive employee benefit programs in place
17 Is there a program that provides for management and employee participation in the discipline process
18 Are there opportunities for employee professional growth
19 Does the organization demonstrate emphasize and reward leadership to ensure success and satisfaction in the organization
20 Using a onetoseven scale how do immediate manager practices rate in terms of daily supervision and management of employees
21 Has the organization demonstrated reasonable employment security
22 Is direct compensationpay reasonable equitable and competitive
23 Are employee and team accomplishments special efforts and contributions recognized in addition to direct pay
24 Does the organization encourage teamwork and employee involvement
STATISTICS
25 What is the organization’s monthly absentee rate
    Do you consider this high or low
    In what departmentsareas are absences particularly high and why
26 What is the annual turnover rate (average position replacements per year)
    Do you consider this high or low
27 Are exit interviews conducted
    By whom
    Who is given feedback from the exit interview and how is it used
28 Are demographics of turnover data analyzed
    How is this analysis used
    What has management done in the past two years to reduce turnover
29 Has the organization attempted to project future needs in terms of an increase in working mothers child care single parents elder workers a more diverse work force etc
30 Has the organization made plans to meet its future employee relations needs
31 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources department would rate the effectiveness of the organization’s employee relations and communications programs
32 On the same onetoseven scale how do you think your internal clients (other departments and employees) would rate the effectiveness of the employee relations and communications programs
Explanation of Employee Relations and Communications Questionnaire
    This section covers employee satisfaction This critical aspect of human resources management is broad in scope complicated and difficult to measure Since almost half of our waking hours are spent at work an interesting and pleasant work environment is essential to retain quality employees
    The questions in this section are designed to help you understand and deal with intangible employee relation issues These include communication how employees are treated support systems and those conditions of employment conducive to employee satisfaction motivation and productivity Three major issues are covered here (1) communication (2) employee treatment and (3) statistics as a gauge of employee satisfaction
    Policy statements newsletters bulletins messages and information handbooks help the employer communicate with the employee The employer’s willingness to commit to its philosophy in writing sets the stage for a candid dialogue A standard of openness displays a sense of trust While employees may not read every word these communications help the employee identify with the company and its success
    Most important in this section are the responses to questions nine and ten It is important for your organization to have scheduled an interaction with employee groups and representatives for discussion of issues of mutual concern
    How the company treats employees is certainly important to them It is also crucial to the organization’s wellbeing Bad or inconsistent treatment is the number one cause of voluntary turnover Money can’t compensate if basic human needs such as dignity respect justice and social interaction are lacking An increase in work hours coupled with a decrease in the quality of work life loyalty and security issues is responsible for a resurgence in union membership The unionization of whitecollar employees and frontline workers is increasing particularly in services such as government hospitals insurance and financial firms How the employees are treated should be of utmost concern to you
    Policy guidelines help managers make decisions concerning specific workplace issues From the employer’s point of view personnel policies and procedures which guide managers to do their jobs better are extremely valuable and help the organization achieve its objectives
 
Personnel PoliciesWorkplace Rules Questionnaire
    Statements of guiding principles intended to translate organizational objectives and means into operational terms and help managers make decisions
1 Are there written procedures governing all conditions of employment and policies clearly stating the organization’s human resources philosophy
2 Are there procedures for monitoring the organization’s compliance with personnel laws and regulations
3 Are there policies and procedures published and adequately communicated
    How (please describe)
4 Is there one position within the organization accountable for overseeing the development coordination and distribution of these policies and procedures
5 Do these policies reflect the organization’s desire to be an employer of choice
6 Do these policies and procedures contribute toward the organization’s mission and objectives
7 Do they balance empowerment of staff with sufficient controls to ensure achievement of the organization’s mission and objectives
8 Are managers guided by policy as they make decisions from hire through separation of employment
9 Are managers given the opportunity to provide input to policy drafts before they are formalized
10 If there are other rules outside the organization’s stated policies such as Civil Service rules are they communicated to and understood by the managers
    If yes does management periodically review such outside rules to see if they reflect the organization’s current needs
11 Is policy consistent in purpose background and procedures for implementation
12 Are effective dates of policies cited and do they specify any previous policy statements they supersede
13 Are all policies approved at the highest appropriate level of the organization before being adopted
14 Are personnel policies condensed into an employee handbook
15 Is the current personnel policy manual periodically reviewed by legal counsel to reflect new laws affecting employment personnel relations working conditions employment at will implied contract and disclaimer issues
16 Are new policies that may have legal implications also reviewed by legal counsel
17 Does the organization regularly assess existing policies for necessary replacement or amendment
18 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources department team would rate the effectiveness of the organization’s policies and procedures
19 On the same onetoseven scale how do you think your internal customers (other departments) would rate the effectiveness of the organization’s policies and procedures
Explanation of Personnel PoliciesWorkplace Rules Questionnaire
    Personnel policies and workplace rules are intended to make organizational objectives reality They should guide managers to do their jobs better and help them make decisions concerning workplace issues Policies and procedures should cite their bases and resources to help managers make informed decisions Personnel policies should also be flexible enough for managers to exercise discretion
    In a flattening organizational structure policies and procedures can support delegating decisions They should serve as a basis for managerial direction accountability consistent and effective behavior and compliance monitoring
    The policy manual should serve as a guide for the department to maintain accountability for managing and delivering human resource services effectively A balance between staff and managerial controls will ensure the most likely achievement of the organization’s mission and objectives Principles of teamwork and recognition of employees’ input should be emphasized as the most important components of an effective human resource philosophy
    Here is a sample human resource philosophy
    The XYZ Company recognizes that employees are its most valuable resource The successful evolution of the organization depends on the support and performance of all employees in achieving its stated mission Accordingly the XYZ Company will strive to become an employer of choice by providing those programs and services which support employees in the performance of their jobs enhance the spirit of teamwork and quality of life and provide for employee wellbeing from hire through separation from XYZ Company
 
Equal Employment Opportunity and Regulatory Compliance Questionnaire
    Policies and practices to ensure compliance with equal employment opportunity laws and other governmental regulations as they relate to recruitment selection placement compensation and treatment of employees while enhancing the validity and effectiveness of related personnel systems
1 Does your organization have a stated policy covering equal employment opportunity as well as its compliance with all applicable discrimination laws
2 Does your organization explicitly state its position against discrimination because of
Race
Color
Sex
Religion
Sexual orientation
Physicalmental handicap or disability
Age
National origin
Ancestry
Marital status
    How is this policy communicated inside and outside the organization
3 Is there one position within the organization accountable for overseeing and coordinating EEO policies and procedures
4 Is there a review process to keep the organization uptodate regarding regulatory issues and compliance
5 Are job openings analyzed for jobrelated skills education knowledge and ability requirements
6 Are selection criteria based on these jobrelated requirements
    Can all hiring decisions be defended against these criteria
7 Are all tests used in the hiring process valid
8 Are all hiring managers trained in nondiscriminatory hiring practices
9 Has the employment application been reviewed to ensure that it meets all equal employment opportunity requirements
10 Is there an internal process for employees to register complaints concerning discrimination and harassment
11 Does your organization have an explicit policy against sexual harassment
    Has a procedure to resolve sexual harassment claims been implemented
12 Do you offer training to management on sexual harassment awareness and legal requirements
13 Does your organization conform to all provisions of the Americans with Disabilities Act (ADA)
    Does your organization have a policy statement that prohibits discrimination against qualified handicapped or disabled individuals
    Do your organization’s job descriptions distinguish between those qualifications physical requirements duties and responsibilities which are essential and those which are nonessential
    Are policy manuals handbooks recruitment notices job postings and advertisements consistent regarding qualified individuals with a physical or mental impairment of a major life activity
    Can disabled individuals apply for job openings and gain access to the premises
    Is there a review process for employee restrictions and reasonable accommodation requests
14 If you are a Federal or State government agency does your organization conform to the requirement of the Veterans’ Preference Act
15 Does your organization have a government suppliesservice contract or subcontract of 50000 or more in any 12month period
    If yes does it have an Affirmative Action Plan (AAP) in place for each of the organization’s establishments
16 Are all AAPs developed according to the Office of Federal Contracts Compliance Programs (OFCCP) guidelines including
Affirmative Action Plan Narrative
Workforce Analysis
Job Group Analysis
Availability Analysis
Utilization Analysis
Goals and Timetables
17 Does your organization conduct a selfEEOAAP audit on a periodic basis
18 Does your organization have a hiring procedure regarding the examination of documents to verify applicant identity and authorization to work in the United States as spelled out in the Immigration Reform and Control Act (IRCA)
19 Does your organization have a Federal contract or subcontract of 25000 or more
20 If yes does your organization fulfill the following requirements of the DrugFree Workplace Act of 1988
    Publish a policy statement prohibiting the unlawful manufacture distribution possession or use of a controlled substance in the workplace and specifying what actions will be taken against employees who violate the policy
    Provide a copy of the policy to employees working under the contract
    Provide guidancetraining on policy requirements
    Have a drugalcoholfree awareness program
    Notify employees they must as a condition of employment notify the employer if they are convicted of a criminal offense occurring in the workplace within five days after the conviction
21 Does your organization comply with the requirements of the Omnibus Transportation Employee Testing Act of 1991
22 Does your organization provide programs for drugalcohol rehabilitation
23 Does your organization conform to the Family Leave Act
24 Does your organization comply with requirements set forth in the Occupational Safety and Health Act (OSHA)
25 Does your organization conform to the provisions of Employee Retirement Income Security Act of 1974 (ERISA)
26 Has the organization assessed or met current and emerging legal issues relating to equal employment and other governmental regulations
27 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources department would rate the organization’s performance in the area of equal opportunity and regulatory compliance cited above
28 On the same onetoseven scale how do you think employees would rate the organization’s compliance performance
Explanation of Equal Employment Opportunity and Regulatory Compliance Questionnaire
    Governmental regulations affect every aspect of personnel management Regulatory compliance is one of the foremost concerns in human resources management Knowledge of employment law provides job security to the HR professionals who specialize in this area Human resources management literature seminars and government publications cover these legal issues Many HR professionalsno matter what their specialtyhave of necessity become paralegals
    Questions in this section have been designed to highlight pressing regulatory issues Emphasis has been placed on complex issues such as the American with Disabilities Act and the DrugFree Workplace Act
    The HR department should review internal procedures that both address due process in handling complaints of discrimination and harassment and encourage training and awareness to ensure a harassmentfree nondiscriminatory workplace A qualified seniorlevel individual should oversee these efforts and keep top management informed of progress Organizations that demonstrate genuine concern for EEO affirmative action and diversity issues also resolve most claims inhouse
    Legal fees and no fault’ settlement awards have reached outlandish proportions The rapid increase in claims particularly in the sex and disability categories has created a backlog in the EEO Commission and forced claimants to initiate civil suits Aging baby boomers who are being rapidly trimmed from large corporations are expected to launch a new wave of legal suits They are more likely to have the financial resources to encourage the legal community to aggressively pursue age discrimination claims Increased attention to compliance issues necessarily must include selfaudits patterned after the Office of Federal Contracts Compliance Programs (OFCCP) as published in the Federal Registrar and Bureau of National Affairs
    All organizations should find ways to prevent discrimination and harassment claims This section of the selfaudit is critical to understanding and using regulations to enhance both prevention and inhouse resolution of claims Proper job specifications and requirements valid testing and screening techniques equal opportunities for all employees consistency in employee treatment and valuing diversity demonstrate good business management
 
Training and Development Questionnaire
    Programs processes and strategies that will enable organizations to develop and improve their internal human resources in order to optimize their contributions to organizational objectives
1 Is there a policy that states the organization’s philosophy on employee training and development
2 Is there a position within the organization accountable for overseeing and coordinating training and development activities
3 Is there a process for assessing the organization’s immediate training needs and individual development needs
    If yes how is this assessment carried out
    How often is the assessment updated
    Who participates in the assessment
4 Is there a process to assess the organization’s future training needs
    If yes how is this assessment carried out
    Who participates
    How far into the future are the needs projected
5 Are job skills knowledge and ability considered in assessing training needs
6 Are new technologies processes products services market changes and community needs considered in assessing training needs
7 Are organizational issues such as mission objectives cultural changes and customer orientation considered in training needs
8 Are the organization’s social responsibilities and respect for diversity reflected in training needs
9 Are legal requirements considered in training needs
10 Is remedial training in literacy and basic computation skills offered
11 Are employee development plans addressed in performance appraisals or other formal settings
12 To whom are the organization’s immediate and future training and development needs communicated
    How often
13 How are all training programs and opportunities communicated to employees
14 Are subscriptions to professional training and development journals maintained and circulated among department members
    Is there a reference library of training and development material for employee use
    Is there coordination of professional development material
15 Do all training and development programs have clear objectives (For example in a workshop on WordPerfect a clear objective would be At the end of this training participants will be able to use the MergeSort feature)
16 How are training resources identified internally and externally
    Who is involved in the determination
    How are all training resources coordinated
17 Are the results of training programs monitored and evaluated
18 Is cost considered in the selection of training resources
19 Is there a method to track training costs in terms of lost work time
20 Does your organization measure a return on investment in training
    How do you know training is used back in the job
21 Does the organization provide adequate capacity to meet chosen training and development needs
    Are employees availing themselves of training opportunities
22 Are training and development needs reflected in the organization’s budget
23 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources department team would rate the organization’s training and development activities and performance
24 On the same onetoseven scale how do you think your customers (other departments) would rate the training and development activities and performance
Explanation of Training and Development Questionnaire
    The purpose of training and development is to optimize HR contributions to organization objectives The questions in this section focus on training needs and objectives address organizational issues (new products technology work methods and changing skill requirements) and gauge what impact training has on the organization’s profitability
    A needs assessment should be conducted before embarking on any training program Many businesses offer wonderful training programs Attendees usually leave invigorated and excited Then there may be a few complaints from managers about overtime costs and slowdowns in operating efficiency because of unproductive training time Analysis of training costs may reveal that departments are using more expensive outside resources because their needs are not addressed by inhouse programs Training may be seen as too expensive both in time and money Budgets may be cut
    To gain credibility with the customer and assume the status of business contributor the training and development function of the HR department must (a) clearly address customer needs (b) formulate training programs in collaboration with users (c) set training objectives (d) perform a costbenefit analysis of all programs and (e) measure results Once credibility is established department managers will see that their training budgets are necessary and well used
    The choice of training resources should be costeffective In some cases a training curriculum can be developed by inhouse experts For other topics it will be more costeffective to go outside the organization than to train someone inhouse There are many freelance trainers with detailed subject manuals using welldeveloped modules and techniques Contract trainers have proven to be very costeffective
 
Labor Relations Questionnaire
    The process that ensures and oversees fair and effective collective bargaining with those unions representing employees and fosters positive labor relations designed to achieve organization objectives
1 Does the organization clearly state its philosophy on labor relations and implement guiding procedures for managers who deal with contract and labor relation issues
2 Is there a position within the organization that oversees and coordinates labor relation activities
3 Do labor relations strategies support the organization’s business plan
4 Is top management informed and supportive of labor management strategies and goals
5 Is there an atmosphere of management respect for union representation
6 Are negotiation strategies and objectives formulated in advance of contract negotiations
7 Does management understand the laws that govern collective bargaining
8 Is your labor management team educated and trained in private or governmentsector bargaining techniques
9 Does your labor relations staff network with professionals from other organizations
10 Are union officials involved in workshops educational forums or other interactive sessions with management to address topics of mutual concern such as business competition health care costs compensation and organization change issues
11 Is there a formal labormanagement group to discuss issues of mutual concern outside of the bargaining process
    If yes does this group have a charter and regularly scheduled meetings
    Is the group trained in effective meeting skills (eg agenda ground rules timekeeping facilitation and action plans)
12 Is adequate assistance provided to managers in contract administration and handling grievances
13 Are managers trained in handling discipline matters recordkeeping counseling skills precedentsetting issues etc
14 Are efforts made to analyze root causes of grievances and take correctivepreventative measures to reduce them
15 When grievances are submitted are they resolved in a timely fashion
16 Are there credible efforts made to gain labor’s input and participation in finding better ways for the organization to survive
17 Has the organization made plans to meet its future labor relations needs
18 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources department would rate the effectiveness of labor relation’s performance
19 On the same onetoseven scale how do you think other departments would rate labor relations performance
20 On the same onetoseven scale how do you think union officials would rate labor relations performance
Explanation of Labor Relations Questionnaire
    The section on labor relations is important for organizations with unions The brevity of this section is not intended to minimize its importance There are fewer questions simply because fair and effective collective bargaining practices are usually already in place In fact labor relations may be one of the most important categories for the many organizations which deal with unions such as local government and public sector agencies and heavily unionized manufacturing companies Most Fortune 500 manufacturing companies are unionized and there may be good reasons why other working environments need unions
    Management should link overall labor relations and collective bargaining strategies to the organization’s business planning process well before company representatives go the bargaining table Equally important are issues of workforce flexibility and work redesign
    Company managers should foster cooperative relations with their unions and draw on the skills and knowledge of union leaders to achieve the organization’s objectives Both employer and union depend on the organization’s success and ability to compete in the global economy
    The theme of these questions is the need to gain labor cooperation for continuous improvement and to foster union leadership awareness and involvement in critical cost issues Answers should reveal mutual interests rather than adversarial positions that have not paid off for either party over the years
 
Safety Health and Wellness Questionnaire
    Programs that provide a work environment that contributes to and demonstrates concern for employee safety health and wellbeing and that produce the economic benefits derived from a safer work environment and healthier workforce
1 Does the organization have a policy stating its philosophy on employee safety health and wellness
    Is this policy clearly supported and monitored by management
    Are there policies and procedures that demonstrate compliance with federal state and local regulations
    Does the policy provide guidance to managers on implementation of related programs
2 Does one position within the organization oversee and coordinate safety health and wellness activities
    Is there a process that ensures organizational compliance with current governmental regulations
3 Are all aspects of OSHA regulations adhered to such as
The general duty clause
General industry and vertical standards
Recordkeeping requirements
The righttoknow clause
4 Does your organization have a wellness program in place
    Does it include
A qualified wellness coordinator
Voluntary free biennial physicals
A health risk assessment
A health risk assessment followup
Counseling and feedback on health and lifestyle improvements
Discussionstraining on healthrelated topics
Access to exercise and fitness facilities
An evaluation of program effectiveness (measurable by reduced absenteeism increased productivity reduced healthcare costs fewer claims and progress against major risk factors measured in health exams)
Does the evaluation include a costbenefit analysis
5 Does your organization have an Employee Assistance Program (EAP)
Does it include
An analysis of problems employees exhibit that if assisted would improve the organization’s bottom line (this could be determined by an examination of company records of accidents benefits usage absences performance as well as by interviews with employees supervisors and medical personnel)
An evaluation of the program’s effectiveness to reduce absenteeism and accident and health insurance claims and improve performance
A costbenefit analysis
6 Does your organization have formal accident prevention programs
If so do they include
An analysis of workrelated injuries by category department and location
Formal workplace inspections
A process to address biomechanics and ergonomics in the workplace
Inspections that address accident causes unsafe conditions and unsafe behaviors
Employee training in accident prevention and good safety practices
Reinforcement and recognition of safe behaviors
7 Does your organization measure the costbenefit ratio of safety programs
8 Does your organization engage in workplace evacuation drills
    If so how often
9 On a scale of one to seven (seven being the highest and four being adequate) how do you think your Human Resources team would rate the effectiveness of the organization’s safety health and wellness programs
10 On the same onetoseven scale how do you think your internal clients and employees would rate your safety health and wellness programs
Explanation of Safety Health and Wellness Questionnaire
    This section provides a thorough review of employee safety health and wellness programs and methods to produce and measure the economic benefits of a safer work environment and healthier workforce
    Questions 4 and 5 deal with the importance of employee medical surveillance wellness programs and Employee Assistance Programs These programs improve attendance productivity and employee wellness while decreasing health care costs Provider promotion information emphasizes the obvious benefits of these programs However by tracking your own measurements and performing costbenefit analyses you can manage the return investment in safety health and wellness more deliberately
    Question 6 deals with accident prevention and should receive 50 of the overall scoring weight particularly considering those parts of the question dealing with safe behaviors

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