“It's good practice for all organisations irrespective of size to undertake a periodic HR audit”.
Although it takes a bit of time out of your week, you would not argue against having a regular health check-up. You would also follow it up with careful assessment of the advice received and do your best to tackle any issues raised by your physician.
How often is the same approach adopted for assessing how well your HR function is performing? When was the last time you invested the time to step back from the day-to-day HR activity and ask yourself how effectively it is operating? When was it last reviewed? The answer is probably… well not infrequently enough.
Often the two reasons why this does not happen is that it's too time-consuming, or you don't know where to start. This is why we came up with an easy, faster solution.
The Mdina HR Audit, completed during a 1-2-1 meeting, reviews twelve key areas that are fundamental to the management of the HR function and considers each one in detail.
The method by which future vacancies are identified, how the recruitment process is managed, and the overall experience viewed from the candidates’ perspective.
2. ON BOARDING & INDUCTION
The relationship with the candidate during the period between an offer being made and accepted and their date of commencement.
3. TERMS & CONDITIONS OF EMPLOYMENT & POLICIES & PROCEDURES
A review of all the contractual documentation and HR policies and procedures and an accompanying commentary with recommendations on matters that should be considered for inclusion, updated or changed.
4. EMPLOYEE RELATIONS & EMPLOYEE ENGAGEMENT
An opportunity to review the relationship the organisation has with its employees; how matters that are raised are responded to and the overall level of engagement that exists.
5. JOB DEFINITION
A review of job descriptions and their accuracy in reflecting actual duties undertaken.
6. REMUNERATION & EMPLOYEE BENEFITS & WELLBEING
Consideration of how remuneration is determined, benefits offered and the overall approach adopted to employee wellbeing.
7. EQUALITY & DIVERSITY
How does the organisation promote / manage /measure / monitor maters of equality and diversity and where does responsibility for this sit?
8. DATA ANALYTICS
The degree to which the organisation gathers, manages and then analysis data and the purpose/purposes for which it is retained. Actions required to comply with GDPR will also be considered.
9. PERFORMANCE REVIEW
A review of the effectiveness of the appraisal process how this is managed, how appraisals are undertaken and how action points identified are followed up.
10. LEARNING & DEVELOPMENT
Consideration of the mechanism by which training and development needs for personnel at various stages of their careers are identified and met.
11. MANAGING PEOPLE
Specifically, consideration of the competencies required to manage people and deal with people management issues.
12. EXITING THE ORGANISATION
How are leavers managed after their resignation and post termination?
Following the above review, a detailed written assessment will be prepared along with a list of prioritised recommendations. These are then presented to the HR leader and if required to the senior management team so that an action plan with relevant timescales can be agreed.
The audit process is challenging and invigorating and identifies many discussion points that when considered and addressed, will make the HR function more operationally effective.
Interested? Contact us for a free chat to understand how this can help your organisation.
Colin Lock, Managing Director UK