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The first section investigates the alignment between HR and business strategy. In this domain, you will find
questions like these:

1. What was total revenue for the business unit for the most recently completed fiscal year?

2. What is the company business strategy?

3. Does the company business strategy link to Human Resources (HR)? Please describe.

4. What is your company's HR Strategy? Is the HR strategy aligned with the company's strategy?

5. Who develop the HR Strategy? Do you assemble a cross-functional team to develop the HR strategy?

6. What does HR do in supporting the implementation of organization's strategy?

7. Determine how the human resources department will support strategic goal and impact organization
performance?

8. Do you perform a gap analysis of current versus desired organizational behavior and performance, and
develop strategy to close the gap?

Hr audit questionnaire copy - Document Transcript

1. HR Audit Questions Company information Company name: 1

2. Business unit name (if applicable): Address: Street City State/Province Zip/Postal code Country Telephone
number: Facsimile number: Fiscal year-end (month/day): Company contacts: Name Name Position Position
Phone Phone Industry information Industry classification : 2
3. 1. What was total revenue for the business unit for the most recently completed fiscal year? Section 1. 2. What
were total assets for the business unit for the Business and Human most recently completed fiscal year?
Resources Strategy 3. How many locations exist within the business unit? (Include all operating and
administrative locations which perform HR activities.) 4. Is the business unit a publicly-held or a privately-held
entity? 5. What was the pre-tax income for the business unit for the last fiscal year-end? 6. What is the company
business strategy? 7. Does the company business strategy link to Human Resources (HR)? Please describe. 8.
What is your company’s HR Strategy? Is the HR strategy aligned with the company’s strategy? 9. Who develop
the HR Strategy? Do you assemble a cross-functional team to develop the HR strategy? 10. What does HR do
in supporting the implementation of organization’s strategy? 11. Determine how the human resources
department will support strategic goal and impact organization performance? 12. Do you perform a gap analysis
of current versus desired organizational behavior and performance, and develop strategy to close the gap? 13.
Outline the HR department’s present role, list its function and evaluate its effectiveness? 1. Please describe the
Human Resources Policies of the company. If possible, please specify the policies for each HR Section 2.
function (recruitment & placement, training & development, Human Resources performance appraisal, etc)
Policies 2. How and to what extent do the policies support the HR department in executing the strategy? 3.
Please describe the Human Resources Program of your company. 4. Do these programs align with your Human
Resources Policies? 3
4. 1. Are your workforce formation fits the company’s business objectives? 2. Does the company have manpower
plan? Section 3. 3. How do you create a manpower plan? Manpower Planning 4. Do you develop a
competency-based approach to staffing? 5. Does every position have competency/requirement? 6. Do every
employee understand competency/requirement needed to perform a job/position? 7. Does this company have a
clear job description for each job/position? And does each have clear competency ‘map’? 8. What is the total ♣
managerial level : ♣number of all employees (headcount) at the business unit? total : 8. What is the total♣

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staff/operator level : ♣supervisory level : number of employees (headcount)for the human resources
department? number • managerial • supervisory • staff • total 1. Answer the following in relation to the job offer
cycle: a. What was the total number of Section 4. offers made in most recent Recruitment and complete fiscal
year? Selection b. What was the total number of offers accepted in most recent complete fiscal year? c. What
was the average time (in days) from job requisition to extension of job offer? 2. Please complete the following
question with the number of entry and non-entry level positions filled internally and externally during the most
recent complete fiscal year: internal external a. Entry b. Non-entry 3. What were your total recruiting costs for
internal external 4
5. the previous year? 4. How many positions (job titles) exist across the organization? 5. How is the recruitment
process? 6. Does it eliminate unsuitable applicants early and focus on promising candidates ? 7. How is the
recruitment methodology? Does it attract desirables workers? Does it match capabilities of candidates with
competency requirement for positions? 8. Do you use executive search services to help you in the recruitment
area? 9. How do you describe the qualification requirements for the vacant positions? 10. Who makes the hiring
decision? 1. What kind of programs does exist for employee retention? Are they sufficient? 2. Does the
company develop attractive benefit program that Section 5. Employee Retention can retain employees? 3. Do
you track your staff turnover? What is your turn over rate this fiscal year? 1. Does the company have a clear
development or training plan/strategy ? Section 6. 2. What is the current training and development system for
Training and employees? Development 3. What was the total number of training hours in the previous year for
all employees? Managerial : Supervisory : Staff : 4. Of the total amount of training hours offered, what
percentage was: Percentage a. Formal classroom b. Computer-based c. On-the-job d. Self-study e. Off-site 5.
What was the total cost for training in the previous year? 5
6. 6. How do you conduct Training Need Analysis (TNA)? 7. How do you translate the TNA into a Training
Program? 8. What kind of training programs offered to employees? 9. Do managers and employees find the
training program relevant to their needs? 10. How do you evaluate training effectiveness? 11. Does each
employees have Individual Development Plan(IDP)? How are individual development plans and needs
identified? 12. Does IDP work effectively? If it doesn’t work effectively, what is the cause of it? 1. What types of
performance management systems do you use? Please describe. Section 7. 2. Does it work effectively? If not,
why? Performance 3. Do you give constructive feedback to increase employee’s Management performance? 4.
Do you include a customer satisfaction element in performance evaluations? 1. What is the current
compensation system in your company? Please describe Section 8. 2. Do you offer compensation plans that
provide a stable base Compensation and with variables linked to performance? Reward 3. Do you develop
compensation plan that support strategic goals? 4. Who design the current compensation system? Does the
BOD / HR Department involve in formulating pay strategy? 5. Is the compensation system reviewed
periodically? How do you evaluate your pay structure and compensation policy at least annually and adjust it
when needed? 6. Do you compare the company’s compensation programs with the market rates? Does the
current compensation system competitive? 7. Do you set up procedures that ensure company compliance with
all applicable payroll laws needed? 8. Please describe the current benefit and allowance system of your
company? (describe in detail if there is differences among upper / middle / lower level of management / staff?)
9. For all employees in the organization (include both part-time and full-time employees in all departments),
what is the: 6
7. a. Total base pay b. Total overtime pay c. Total variable pay d. Total payroll cost 10. What is the total benefits
cost (not including benefits administrations costs) for all employees in the organization? (Include both part- and
full-time employees in all departments)? 1. What is the current system for Career Development in your
company? Please describe. Section 9. 2. Does it work based on meritocracy and fairness? Career Development
and Succession 3. How does this current system apply to the employee Planning individually? 4. What is the
current system of succession planning? 5. Do succession plan exist for all critical positions? 6. What percentage
of management positions at the following levels have succession plans in place? percent a. Executives b.
Senior mgt. c. Middle mgt. 7. What are the criteria for the successors? 8. Does the succession planning system
work effectively? If not, why? 1. Do you build a culture of inclusion that promotes labor and management as
partner in business success? How? Section 10. 2. What problems does the company encounter in labor relation
Industrial Relation issues? Do you have labor union? Does the labor union represent the employees well? 3.
How do you solve labor relation (LR) issues? 4. Do employees give feedback to solve IR issues? Do you design
grievance procedure for resolving employees problem? 5. Do the company actively communicate LR / IR
procedure to all employees? 6. Do you encourage employees to play a proactive role in improving the labor-
management relationship? 7
8. 1. What IT systems and infrastructure do you use to support your HRIS? Does it work effectively? 2. How can
the IT system be used to support the HR Section 11. Strategy? Human Resources Information System 3. How
many human resource information databases your company have? 1. What is the current retirement policy? 2.

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Does your company have Pre-Retirement Preparation Section 12. Program for their employees? Retirement 3.
Please indicate the number of employees participating in retirement plans. Managerial : Supervisory : Staff : 4.
Please indicate the total contribution (in terms of percentage of total compensation) into retirement plans as
outlined below: managerial supervisory staff a. By employee b. By the organization 1. Do you create an
environment of open communication between employees and management. 2. How do managers and
employees perceive the effectiveness Section 13. Employee and integrity of current communication culture?
Communication 3. Do you capture the creative insight of employees by soliciting their ideas for improvement? 4.
Do you create environment to delegate decision making to the lowest level possible? 5. What kind of media
your organization uses to communicate to the entire workforce on a regular basis? 8
9. 6. What mechanisms do you have for obtaining employee feedback Human♣on a regular basis? 1. How much
the cost for the following items: resources department direct labor cost (Wages, Section 14. overtime, and
Human resources department operating expenses Cost♣benefits.) Human Resources (Supplies, training, and
other locally controllable expenses not including rent, Outsourcing fees, if any♣depreciation, or allocated
overhead expenses.) ♣(Contract fees including annual fees and monthly operating charges.) Data
processing♣Contracted services cost (Temporary and contract labor). equipment and facilities to support the
human resources department (Include the Total human♣cost of providing computer processing, software,
hardware, ) resources department cost (Total of questions 1 through 5) 9

Training Needs Analysis

and Skills Audit
pla
easy Seven nra
Step t
pla
? Who received training in your organisation
n last year?

? Does anyone need a refresher course?

? And what about your staff’s career aspirations – do

you know their capabilities?

Let EOWA’s easy Seven Step plan help you devise a skills audit and determine your
training needs!

Your organisation may be new to the Equal Opportunity for Women in the Workplace Act, 1999
(the Act) and just starting to develop a workplace program. Or there may be a workplace
program in place but your organisation wants help to action any Training and Development
issues. Perhaps your organisation has traditionally been a male or female dominated workplace
and there is a need to identify the skills required for the job.

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Wherever you’re at in your workplace program, EOWA’s easy Seven Step plan, in conjunction
with our Training Needs Analysis and Skills Audit, can quickly identify any gaps in your
employees’ skills level and help you adapt training programs to suit.

It’s as easy as … falling off a ladder!

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 Training Needs Analysis and Skills Audit

Step 1 How should I consult?

EOWA suggests that employers consult with all staff on an annual basis to assess
organisational training and development needs. Depending on your organisational
needs, budget and time factors, the way you consult could be via a focus group,
one-on-one meetings, or a questionnaire.

Focus groups and one-on-one meetings involve a carefully

planned discussion with a small number of participants and are
designed to obtain thoughts on specific issues, programs or
products in a permissive and non-threatening environment. They
provide qualitative data, giving insights into attitudes, perceptions
and opinions of participants. Information is sought through open-
ended questions and through observing respondents during the
discussion. Click for more information on How to Run a Focus
Group.
Questionnaires provide quantitative information and the first level
of broad data. Issues can be followed up in detail through other
mechanisms such as focus groups. To get started straight away, the
EOWA Training Needs Analysis and Skills Audit is available as
well as more general information on How to Conduct and
Analyse a Survey.

Step 2 Analyse the survey results

After consulting with your employees, analyse the results of the questionnaire,
focus group or one-on-one meetings to determine where the staff skill gaps lie.
Compare skills already obtained with skills required to do the current job and
those required for future development. You may find that an employee is better
suited to a different role than that which they are currently employed to do.

Step 3 Create a training profile

Create a training profile by recording your analysis in an easily

retrievable format such as a table. Depending on the size of your
organisation, you may wish to record data on a sectional or
divisional basis. Identify the types of courses or on-the-job
experiences requested, the number and levels of people requiring
training (for example, shop floor, managers), and the number of
sessions needed. Distinctions made between full and part-time staff
will allow session times to be scheduled in working hours.

Step 4 Devise a Training and Development plan

Once all requirements have been worked out, draw up a Training and
Development plan to facilitate commitment to the process. The plan should list all
of the courses scheduled, the types of employees identified as ideal participants,
the dates, venue and session times.

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 Training Needs Analysis and Skills Audit

Step 5 Publicise the Training and Development plan

Publicise the training and development plan to all staff, preferably

providing individuals with personalised notice. This ensures that all
employees are advised of the available learning opportunities and
provides equal access to developmental opportunities.

Step 6 Implement the training

Subject to operational needs, make sure your organisation delivers

the training sessions!

Step 7 Evaluate the training

Evaluate the effectiveness of the training at a specific later date to

ensure management and employees are satisfied with the
outcomes. Performance feedback sessions may also provide a good
opportunity to assess whether all recommended training sessions
were delivered.

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 Training Needs Analysis and Skills Audit

General Survey Information

The questionnaire (on the following pages) is divided into various parts
to address a variety of organisational needs. Before you distribute the
questionnaire, it is recommended that you amend the format to suit
the individual job requirements by deleting any non-applicable
sections.

Depending on individual preference, the questionnaire can either be

completed separately by the staff member or done in conjunction with
their supervisor. HR practitioners may also wish to use the
questionnaire as a planning guide.

The areas covered by the questionnaire include:

• Confirmation of the staff member’s current job description

• A job analysis, if one is required to define the job
• Skills needed to perform the present job
• Skills needed to perform other roles in the organisation
• Future career aspirations
• The identification of prior learning obtained
• Agreed actions for training delivery

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Organisation’s Name:
Name of staff
member:

Section:

General

1. Are you a new employee or a long-

standing employee of the company?

2. How long have you been in your

present job?

Confirmation of Current Duties

3. Do you have a duty statement for

your job? Yes No (Go to Q 6)

4. Is your job accurately described in

the duty statement? Yes (Go to Q 14) No

5.A If no, what extra duties do you do that need to be added to your duty
statement?

5.B What duties are no longer part of your job and can be deleted from your
duty statement?

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 Training Needs Analysis and Skills Audit

Job Analysis

6. Describe the tasks you regularly perform that are critical to carrying out
your job effectively.

7. Describe the type of equipment you are required to use (for example,
keyboard, machinery, tools of trade, etc).

8. Do you require a high degree of

technical knowledge for your job? Yes No

9. How do you work? Please circle

Alone Part of a team Other (specify below)

10. If you work as part of a team, do you perform the same of different work
to members of your team?

11. To what extent does your job require you to work closely with other
people, such as customers, clients or people in your own organisation?
Please circle.

Very little Moderately A lot

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12. How much autonomy is there in your job, ie, to what extent do you
decide how to proceed with your work? Please circle.

Very little Moderately A lot

13. How much variety is there in your job, ie, to what extent do you do
different things at work, using several skills and talents? Please circle.

Very little Moderately A lot

Training Needs

14. To perform your current job: What training do you still need (either
on-the-job or a formal course) to perform your current job competently
(eg, Excel, bookkeeping, English as a second language, etc)?

15. To perform other jobs in the organisation: What other roles in the
organisation would you be interested in doing if a vacancy became
available (eg, transfer to another section, supervisor position, etc)?

16. To perform other jobs in the organisation: What training or

experience would be required (eg, machine operation, negotiation skills,
Occupational Health and Safety Awareness, etc)?

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Future Development Needs

17. What are your career aspirations?

18. What training or development do you need to help make this happen (eg,
external degree study, formal meeting procedures, leadership training,
etc)?

Recognition of Prior Learning

19. What training have you attended within the last three years? (This will
help identify if any training sessions have been missed or if any refresher
training is required.)

20. What training or skills have you acquired outside your current job that
may be relevant to the wider organisation?

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Action Plan

Agreed training and development to be provided over the next 12

months:
(Record the details of training courses, on-the-job experiences, buddy
systems or mentor arrangements, and include the recommended dates
the staff member can expect these to occur.)
Training Date

Signature of Staff
Member : Date :

Signature of
Supervisor : Date :

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