1. HR Audit scope and objectives
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2. HR Audit
• HR Audit means the systematic verification
of job analysis and design, recruitment and
selection, orientation and placement,
training and development, performance
appraisal and job evaluation, employee and
executive remuneration, motivation and
morale, participative management,
communication, welfare and social security,
safety and health, industrial relations, trade
unionism, and disputes and their resolution.
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3. • HR audit is very much useful
to achieve the organizational
goal and also is a vital tool
which helps to assess the
effectiveness of HR functions
of an organization.
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4. • The Human Resources (HR) Audit is a
process of examining policies, procedures,
documentation, systems, and practices with
respect to an organization’s HR functions.
• The purpose of the audit is to reveal the
strengths and weaknesses in the
nonprofit’s human resources system, and
any issues needing resolution.
• The audit works best when the focus is on
analyzing and improving the HR function in
the organization.
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5. Scope of Audit:
• Generally, no one can measure the attitude of
human being. It covers the following HR areas:
• Audit of all the HR function.
1. Audit of managerial compliance of personnel
policies, procedures and legal provisions.
2. Audit of corporate strategy regarding HR
planning, staffing, remuneration and other HR
activities.
3. Audit of the HR climate on employee
motivation, morale and job satisfaction.
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6. Benefits of HR Audit:
Benefits to the organization are:
1. It helps to find out the proper contribution of the
HR department towards the organization.
2. Development of the professional image of the HR
department of the organization.
3. Reduce the HR cost.
4. Motivation of the HR personnel.
5. Find out the problems and solve them smoothly.
6. Sound Performance Appraisal Systems.
7. Systematic job analysis.
8. Smooth adoption of the changing mindset.
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7. audit process
• The audit process consists of a series of questions covering the
eight primary components of the HR function:
• Roles, head count, and HR information systems (HRIS)
• Recruitment
• Documentation
• Training, development, and career management
• Compensation and benefits
• Performance measurement and evaluation
• Termination and transition
• Legal issues and personnel policies
The team works to collect information to answer the HR audit questions
in each of these categories. The focus is on how these activities and
tasks are actually performed in the organization. The first step is to
collect all the pertinent information. The process of getting
information, in and of itself, can be quite informative.
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8. Group dynamics
• Group dynamics is an important theory
that can enable managers to adopt the
right approach of interacting with others.
People work in groups quite frequently
and in many different areas of their life
e.g. at work, school/college, sport,
hobbies.
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9. • Groups can be of two types:
informal groups and formal
groups. Informal groups are a
collection of people seeking
and sharing emotional traits.
Formal groups on the other
hand are a set of people
created to do something
productive.
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10. • Informal groups have their own code of
implicit ethics. They can have a powerful
influence on the effectiveness of the
organization's function. Although the
tendency of the group members is to
resist outside influences, the impact
depends on the norms of that group.
• Norms are general standards of conduct
for various social and organizational
settings. Norms can be positive, negative
or neutral.
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11. • Groups enforce norms to:
• Facilitate survival of the
group
• Simplify role expectations
• Protect self-images
• Express key group values
and enhance the group's
unique identity·
• Avoid rejection from a group
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12. Team Building:
• Team building" (or "'teambuilding'") refers
to the process of establishing and
developing a greater sense of
collaboration and trust between team
members. Interactive exercises, team
assessments, and group discussions
enable groups to cultivate this greater
sense of teamwork.
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13. Characteristics of Good
Team Building:
• High level of interdependence among team
members
• Team leader has good people skills and is
committed to team approach
• Each team member is willing to contribute
• Team develops a relaxed climate for
communication
• Team members develop a mutual trust
• Team and individuals are prepared to take risks
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14. • Team is clear about goals and
establishes targets
• Team member roles are defined
• Team members know how to
examine team and individual errors
without personal attacks
• Team has capacity to create new
ideas
• Each team member knows he can
influence the team agenda
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15. Team Effectiveness:
• When evaluating how well team members
are working together, the following
statements can be used as a guide:
• Team goals are developed through a
group process of team interaction and
Agreement in which each team member is
willing to work toward achieving these
goals.
• Participation is actively shown by all team
members and roles are shared To
facilitate the accomplishment of tasks
and feelings of group togetherness.
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16. • Feedback is asked for by members
and freely given as a way of
Evaluating the team's performance
and clarifying both feelings and
interests of the team members.
When feedback is given it is done
with a desire to help the other
person.
• Team decision making involves a
process that encourages active
participation By all members.
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17. • Leadership is distributed and shared among
team members and Individuals willingly
contribute their resources as needed.
• Problem solving, discussing team issues,
Effectiveness are encouraged by all team
members.
• Conflict is not suppressed. Team members
are allowed to express negative Feelings
and confrontation within the team which is
managed and dealt with by team members.
Dealing with and managing conflict is seen
as a way to improve team performance.
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18. • Team member resources, talents, skills,
knowledge, and experiences are Fully
identified, recognized, and used
whenever appropriate.
• Risk taking and creativity are
encouraged. When mistakes are made,
they are treated as a source of learning
rather than reasons for punishment.
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19. Steps in team building
• A successful team building requires a number of
steps, which include the following:
1-The first and foremost requirement for team
building is the recruitment or selection of the
participants.
• Since participants ensure the success of a
project, a team leader looks for certain specific
traits in them. They must have confidence and
the ability to generate trust amongst the fellow
members.
• A participant must possess leadership qualities
and must be positively oriented at all times. 19

20. • 2-Next to selection of participants, team
building is to have well defined team goals and
the same must be communicated to the
participating members.
• The participants in a team must be aware of the
reason for their participation so as to remain
motivated and to develop inter-group trust.
• Defining the goal in advance makes the
participants feel worthy and competent, while at
the same time giving the team a direction to
work.
• Otherwise, the team members become
disoriented, directionless and demotivated
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21. • 3-Team building must be considered in
context of the team goal. It requires
multiple and balanced skill sets to achieve
the goal.
• A right combination of theoretical and
practical skill sets ensures the successful
goal achievement. Individuals with
technical and theoretical expertise as team
members go a long way in coming up with
a solution that benefits every one.
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22. • 4-A team leader has a great role to play in teams
overall performance. The leader must have
leadership skills to command respect from his or
her team. Team building is likely to suffer in
absence of positive and effective personality of
the team leader, who must be able to positively
influence the working environment.
5--successful team building requires training the
team in group dynamics, communication skills,
conflict management and resolution, goal
setting, listening skills and other skills to turn the
members into effective participants in a team.
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23. Emotional Quotient and Mentoring
• Emotional Intelligence, or EI, describes an
ability or capacity to perceive, assess, and
manage the emotions of one's self, and of
others. Our EQ, or Emotional Quotient, is
how one measures Emotional Intelligence.
• Emotions have the potential to get in the way
of our most important business and personal
relationships. According to John Kotter of
Harvard Business School: “Because of the
furious pace of change in business today,
difficult to manage relationships sabotage
more business than anything else - it is not a
question of strategy that gets us into trouble;
it is a question of emotions.”
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