HRD Audit

HRD Culture &Climate

Quality of Work Life

Deepika (170101010028)
Ekta Rani (170101010017)
Nitu Garg (170101010036)
 INTRODUCTION OF AUDIT
• AUDIT is derived from a Latin word “audire “
which means “to hear the authencity of
accounts is assured with the help of the
independent review”
 MEANING OF AUDIT

An audit is a means by which an organization can

measure where it currently stands and determine
what it has to accomplish to improve its human
resources function. It involves systematically
reviewing all aspects of human resources
 Meaning of HRD
• HRD includes training an individual after
he/she is first hired ,providing opportunities to
learn new skills , distributing resources that
are beneficial for the employee’s task and any
other developmental activities.
 Meaning of HRD Audit
• HRD Audit is a comprehensive evaluation of
human resource development encompassing
strategies, systems, practices, structures,
competencies, styles and culture and their
appropriateness to achieve the short and long
term business goals of the organisation
 Objectives of HRD Audit

1- To make the HR function business-driven

2- Change of leadership
3- To take stock of things & to improve HRD for
expanding, diversifying & entering into a fast
growth phase
4- For growth & diversification
5- For promoting professionalism among employees
& to switch over to professional management
6- To find out the reasons for low productivity &
improve HRD strategies.
7- Dissatisfaction with a particular component.
8- To become employer of choice
 Benefits of HRD Audit
• HRD audits is cost effective
• It can give many insights into a company’s affairs
• It could get the top management to think in terms of
strategic and long term business plans
• Changes in the styles of top management
• Role clarity of HRD Department and the role of line
managers in HRD
• Improvements in HRD systems
• Increased focus on human resources and human
competencies
• Better recruitment policies and more professional staff
 CONT..
• More planning and more cost effective training
• Strengthening accountabilities through appraisal
systems and other mechanisms
 Role of HRD Audit in business
improvement
o To get the current facts
o Changes in the styles of top management
o Role clarity of HRD department and the role of the
line managers in HRD.
o Improvement in HRD systems
o Increased focus on human resources & human
competencies.
o Better recruitment policies and more professional
staff
o More planning and more cost effective training
 HRD Audit process
1. Determine the scope and type of the audit
2. Develop the audit questionnaire
3. Collect the data
4. Benchmarking the findings
5. Provide feedback about the results
6. Create action plans
7. Foster a climate of continuous improvement
 Methodology of HRD Audit
Interviews
Groups discussions and workshops
Observation
Analysis of records and documents
questionnaires
 Organisation that have done HRD
Audit
• Aditya Birla group
• Gujarat gas
• Apollo tyres
• Godrej soaps
• Bharat electronics
 Difference b/w HR Audit & HRD Audit
HRD Audit :- it is evaluation of only few activities
strategies ,structure, systems, styles, skills &
competencies culture strategies .
HR Audit :- HR Audit is a comprehensive
evaluation of the entire HR activities .it
includes health, environment, safety legal
compliance , quality , compensation &
benefits
 METHODOLOGY OF HRD AUDIT
1- Examines long term and short term plans and vision to
assess competency requirements
2- Identifies broad competency requirements for future
business goals.
3- Examines the existing HRD strategies, systems and practices
and assess their appropriateness to have the required
competencies.
4- Examines the adequacies and inadequacies of HRD
structure, staff and their competencies, line managers and
their attitudes, top management and their support, unions
and their role in competence building for future.
5- Suggests mechanisms for improving all these in the
business context
 HRD climate:
• An organization ‘s success is determined as
much by the skill and motivation of its
members as by almost any other factor . While
this has always been true , recent changes
focus attention on ways human resources
development activities can be used ensure
that organizations have what it takes to
successfully meet the challenges .
 Defining climate:
• The term climate is used to designate the
quality of the internal environment which
affects quality of cooperation , development of
the individual , extent of member’s dedication
or commitment to organizational purpose , and
the efficiency with which that purpose becomes
translated into results. It influences morale and
the attitude of the individual toward his work
and his environment.
 HRD climate and Organizational
climate :
• Human resource development climate is an
integral part of organizational climate . It can
be defined as perceptions the employee has
on the developmental environment of an
organization .
 organizational culture:
• Organizational culture is system of shared value ,
assumption and beliefs which governs how
people behave in organizations . These shared
values have a strong influence on the people in
the organization and dictate how they dress , act
and perform their job .
• Organizational culture represents the collective
values , beliefs and principles of organizational
members and is a product of such factors as
history , product , market ,technology , strategy ,
type of employees , and national culture.
 Elements of HRD:

•General climate

•HRD (OCTAPACE)culture

•HRD mechanisms
General climate:
Top Management Style and
Philosophy

Personnel Policies

Positive Attitude Towards

Development

Commitment of Line Managers

HRD (OCTAPACE) culture
Openness :
Openness is there when
employees feel free to
discuss their ideas , activities
and feelings with each other.
Confrontation :
Confrontation is
bringing out problems and
issues in open with a view
to solving them rather than
hiding them for fear of
hurting or getting hurt .
Trust :
Trust is taking
people at their face
value and believing
what they say.
Autonomy :
Autonomy is giving freedom to let people work
independently with responsibility .
Pro-activity :
Pro-activity is encouraging
employees to take an
initiative and risks.
Authenticity :
Authenticity is the
tendency on the part of
people to do what they
say.
Collaboration :
Collaboration is to accept interdependencies to be
helpful to each other and work as teams.
• Experimentation:
Promoting creative and innovation in the
organization.
 Performance
appraisal

Recruitmentand
Career planning
selection

HRD
Mechanisms
Feedback
rewards
andcounselling

Employee
Training and
welfare for
development
quality work life
 Quality of work life- Origin of the
concept
• After industrial revolution, the importance of human
factor reduced because of the vast mechanization.
Various problem like job dissatisfaction, boredom,
absenteeism, lack of commitment etc came up.
• Most management theories gave on production,
manipulating the skills of the employees.
 Quality

• Q – Quest for excellence

• U – Understanding
• A – Action
• L – Leadership
• I – Involvement of the people
• T – Team spirit
• Y – Yardstick to measure progress
 Quality of work life

• Quality of work life refers to the favorableness or

unfavorableness of a total job environment of an
organization for its employees.
• It is a generic term which covers a person’s feelings
about every dimensions of his work like; economic
incentives as rewards, job security, working
conditions etc.
 Definition of QWL

• “QWL is based on a general approach and an organization

approach. The general approach includes all those factors
affecting the physical, social, economic, psychological and
cultural well-being of workers, while the organizational
approach refers to the redesign and operation of organizations
in accordance with the value of democratic society”.
-Benium
Principles of Quality of work life

 Principle of Security
 Principle of Equity
 Principle of Individualism
 Principle of Democracy
 Companies practicing quality of work
life
• General Motors
• XEROX
• IBM
• BHEL
 Conditions of Quality of work life

Safe and healthy working condition

Opportunities to use and develop human
capabilities
Quality of work / family life
Social integration in the work force
 Importance of QWL

1. Job satisfaction
2. Increase productivity
3. Attraction and retention
4. Increase in standard of living
5. Reduces absenteeism
6. Company reputation
7. Industrial harmony
Strategies for improvement of QWL

• Semi- Autonomous group

• Job security
• Proper physical condition
• Participating in management
• Job changes
• Welfare measure
• Remove grievances
• Performance appraisal
• Career development
 Barriers to QWL

 Lack of communication
 Participation in management
 Lack of management support
 Delay in decision making
 Few position in small companies
 Expensive