MBA (HRM)

HRD Audit methodologies

By Chinta Mani Bhattarai Institute of banking and management studies (IB&MS)

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Methodologies of HRD audit

1. Questionnaires 2. Interviews 3. Workshops 4. Observation 5. Analysis of records, reports, and other secondary data.

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"The unexamined work life is not worth living."

Socrates (469-399 BC)

The things that get measured gets managed

Kaplan (2000)

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Means of Observation
watch

Execute
(i.e, assess)

know
Things/issue

learn

understand

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Reasons for observation

Questionnaires are mostly useful for managers.

Using of Questionnaires may be ineffective due to different constraints like, language and education. In case of previous condition interview is a suitable option for HRD audit. But, an skilled interviewer can dig out most of the relevant information (data) while the other issues relating to motivation and commitment cannot be dig out by the use of both questionnaires and interviews. To overcome from such problems observation has to be carried out ( importance of observation). For example assessment of quality of work life.

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What to observe for HRD audit?

1. Physical facilities and living conditions. 2. Meetings, discussions and other transactions. 3. Celebrations and events related to organizational life and culture. 4. Training and other HRD related facilities. 5. Forms and formats, reports and manuals and other secondary data.

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Physical facilities

Work technology, health, clean and well organized workplace, tools for effective functioning, good living conditions= great motivational values. - Physical layout of office and factory, housing, rest rooms, and work environment. - Work conditions and facilities. - Health and educational facilities. - Canteen, transportation and recreational facilities.

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Meetings, discussions and transactions

Groups, taskforce, committees, cross functional team, quality circles, workshop and seminars, communication meetings, counseling and conflict resolution sessions, collective bargaining, training need identification sessions etc.

(1+1=3) Synergetic effort

- Assumption is participants have motivational value and group work always contribute better than individuals. - Group is meant for improving productivity both in terms of decision making and execution.

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meetings...
What to observe in meetings?

Readiness of individual for the meetings. Circulation of agenda in advance. Objectives. Sharing of goals. Co-ordination. Participation. Learning nature. Individuals behaviour (receptive or not). Waste of time or value addition. Key competencies for making meeting more productive.

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Celebration and events related to organizational life and culture

Cultural events, celebration of festivals, celebration of accomplishments by employees and their families, annual days, sports day, birth day celebrations, opening ceremonies of new facility, departments, branches etc.

Such events create family environment bringing employees together. Observed to assess motivational and culture building value

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Celebrations and events...

What to observe?

Participation sprit and enthusiasm Organizational aspects well organization, facilitation of organization, involvement of peers etc. Status differences functional or dysfunctional Role of top management respect and integrity Feelings of a family felling we rather than I

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Training and other HRD related facilities

Training room reflects the organizational values of systematic learning and competency building of their employees. Good training facility requires- well organized, neatly cleaned and maintained and have a right ambience that can motivate a person to learn.

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Training...
What to observe?

1. Ambience of training facility surroundings, rooms, flooring and furnishing etc. 2. Library and its arrangement, books and facilities. 3. Meetings and discussion rooms. 4. Administrative facilities fax, photocopy, e-mailing, video conferencing etc.

5. Audio visual aids- like desktops, LCD projector, woofers etc.

6. Flip charts, white board, seating arrangements, microphones etc.

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Forms, formats, reports and manuals

Written documents describe the character of the company. Well developed annual reports are and indicator of the external customer orientation while internal documents indicate the internal customer orientation. Language used indicates formal or informal culture, systematic or ad-hoc operation, structure of organization (flat or tall / professional or bureaucratic) etc.

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Forms, formats...
What to observe?

1. Personnel manual. 2. HR planning guidelines. 3. HR policies. 4. Quality circles and TQM manuals. 5. OD interventions. 6. HRD department activities. 7. Reward systems. 8. Job rotation, transfer policies, practices and letters. 9. Welfare schemes and facilities. 10.Climate surveys and cultural studies. 11.Organizational structure charts. 12.News letters, notice and notice boards.

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What to assess?
1. Sense of belongingness of employees.

2. Sense of respect and dignity for each individual.

3. Professional or bureaucratic in terms of language, tone and explanations. 4. Clear or ambiguous.

5. Centralized or decentralized.
6. Deliberate or emergent planning. 7. Paradoxical writings. 8. Information (disclosing /hiding nature). 9. Organization of their activities
ObservedScience14 Brussels - Business Center.mp4 yourself

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Thank you...
For your attention