Explains the HRD Audit for three elements Career planning and Development Job Rotation Training and Learning

1. HRD Score Card 2500
Presentation
On
Career Planning and Development
Job Rotation
Training and Learning
Presented by
K. Manoj Kumar
12382041
12382041

2. Career Planning & Development
Objective of the system is to aid the individual to choose career options and
opportunities, and develop in that direction after being made aware of one’s capabilities
and potential, with the help of other systems and the support of his superiors.
Audit Dimensions
Max Points
Contextual analysis
10
Career Paths based on Role analysis & Clarity
15
Identification of capabilities and potential supported by other systems
10
Development of the individual carried out in a systematically-phased
manner using several mechanisms
10
Specific strategies for different groups of employees
15
Perceived as an integral part of the culture
10
Total
70

3. Contextual Analysis (10 Points)
Context refers to the circumstances that form the setting for an event, statement, or idea.
Contextual Analysis is used to Examine the extent to which data is provided to
employees about the changing context of the business.
Components
Max Points
Periodic analysis is carried out of the changes in social, political and
business contexts, global changes and business trends, new
opportunities, and competitors plans
2
Organizational structures and roles are designed to reflect changes and
anticipate changes
2
Information to employees about the performance of the company, and
opportunities and growth plans
2
Communication of organization’s future plans, structures, and careers
2
Communication of technological changes, management practice
changes, market changes, etc. to individuals to enhance role clarity
2
Total
10
Clear understanding of the nature and responsibilities of each person’s role.

4. Interview Questions
To HR Manager
1. Are existing structures being evaluated to make use of opportunities,
and formulate new structures and roles?
2. Do these communications help employees in planning their career, and
give them a sense of direction?
To Line Manager /
Functional Heads
1. What is the nature of information shared or made available to different
departments?
2. Is it adequate?
3. Are the technological changes, management practice changes, market
changes, etc., properly communicated to individuals to enhance role clarity
and set the priorities right?
Documents/
Secondary Data
1. Circulars and communications issued to employees explaining business
trends, company performance and plans
2. Internal information-sharing circulars

5. Career Paths based on Role analysis & Clarity (15 Points)
Components
Max Points
Career Paths: There are well laid-out career paths based on role analysis
and role clarity
5
Career planning is linked to role clarity and role clarity is there at all
levels
2
Awareness of roles and responsibilities of self and others across levels
and functions
2
Adequacies and inadequacies of the HRD systems to promote role
analysis-based career planning and structuring
4
Involvement of line managers in ensuring role clarity
2
Total
15

6. Interview Questions
To HR Manager
1. What is being done to clarify roles on a continuous basis?
2. Is role clarity an objective of the performance management system?
3. Is the goal-setting and performance planning process in place?
4. Is the role analysis used for career path and planning, and coaching?
To Line Manager /
Functional Heads
1. How clear are you about your roles and responsibilities?
2 Are there any HRD systems in place to enhance role clarity?
4. What are its strengths and inadequacies?
Documents/
Secondary Data
1. Role directories
2. Workshop documents, if any; role clarity and role negotiation workshops
conducted in the past
3. Any other documents relating to role and role clarity

7. Identification of Capabilities and Potential Supported by
other Systems (10 Points)
A systematic process to asses an employee’s job
performance and productivity in relation to
certain pre-established criteria and organizational
objectives
Potential appraisal refers to the appraisal i.e.
identification of the hidden talents and skills
of a person.
Components
Max Points
Performance appraisal and potential appraisal linked to career planning
4
Use of assessment/development centers
4
Use of other scientific methods for assessing potential and career
planning—360 degree feedback etc.
2
Total
360 degree feedback is a process for providing a person with
structured feedback from a group of people who have a range
of different perspectives
15

8. Interview Questions
To HR Manager
1. What methods of assessment do you use?
2. How effectively are these implemented?
3. What are the strengths and weaknesses of these methods? And how can
you improve?
4. How do you use the assessment center for career planning?
To Line Manager /
Functional Heads
1. How, according to you, are competencies measured?
2. What different methods are used?
3. Do you think the HRD is doing a good job at assessing competency
objectively?
4. How can it improve?
Documents/
Secondary Data
1. Performance appraisal forms, etc..
2. Potential appraisal material
3. Assessment center
4. Development center

9. Development of the Individual Carried Out in a
Systematically-phased Manner using Several Mechanisms
(10 Points)
Components
Max Points
Ensuring a strong conceptual base, and then focusing on managerial
skills and leadership qualities
5
Learning specific technical and job-related skills
2
Learning other related technical roles and skills
1
Learning general managerial skills
1
Developing leadership skills and qualities
1
Total
10

10. Interview Questions
To HR Manager
1. What mechanisms are involved in the career planning system?
2. How effectively are these implemented?
3. What skills are to be learnt by the individual
To Line Manager /
Functional Heads
1. Has the HRD assisted you with career planning?
2. How was the experience?
3. What you would have liked to do, which was not done during the career
planning process?
4. Is there a focus on managerial skills, leadership skills, technical and jobrelated skills, etc.?
Documents/
Secondary Data
Any career planning reports

11. Specific Strategies for Different Groups of Employees
(15 Points)
Components
Max Points
Approach for fresh recruits
3
Approach for those who have spent their time in the same position for a
long time in the organization and shown potential
3
Approach for highly promising employees
3
Approach for those who have reached a stage beyond which it is not
possible to progress vertically
3
Changes in career plans made depending on changes in the
environment or organizational structure
3
Total
15

12. Interview Questions
To HR Manager
1. How is your approach towards new recruits?
2. What is your approach for highly-promising employees?
3. Is it any different from what is towards other employees?
4. How do you help new recruits develop their managerial and technical
capabilities?
5. Do you extend mentoring to the new recruits?
6. What is your approach for those who have spent their time in the same
position for a long time in the organization and shown potential?
7. How do you deal with such changes?
To Line Manager /
Functional Heads
1. Have you had any new recruits in your department?
2. How competent have you found them?
3. Have you had any subordinate who seemed to be highly promising?
4.
Documents/
Secondary Data
Do you see HRD playing any specific role in dealing with such employees?
1. Report on short-term placements of new recruits
2. Any material specific to mentoring for new recruits

13. Perceived as an Integral Part of the Culture
(10 Points)
Components
Max Points
In line with a culture focused on competency building and commitment
building across the organization
2
Openness in sharing the information with the employees
4
Commitments made to employees are met
4
Total
10

14. Interview Questions
To HR Manager
1. What do you think about the transparency of this entire process?
2. How do you try to make it more and more open?
3. How well does HRD live up to its commitments (promises made to
employees)?
4. Under what circumstances does it become difficult to give to the
employees what has been promised?
5. How does this affect the trust and relationship between HR and non-HR
staff?
6. Do you think the culture of the organization is focused on competency
building and commitment building across the organization?
To Line Manager /
Functional Heads
1. What role is HRD playing to instill in the culture of the company,
competency building, and commitment building across the organization?
2. What suggestions will you offer to the HRD in this regard?
3. Do you think the career planning system is open and transparent?
4. Do you share your career paths with other employees?
5. Do the other employees share their career paths with you?
Documents/
Secondary Data
1. Report on short-term placements of new recruits
2. Any material specific to mentoring for new recruits

15. Job Rotation
Job Rotation refers to the practice of moving employees between different tasks to
promote experience and variety. The objective is to reduce the monotony of the job,
expose the employees to different experiences, and wider variety of skills to enhance job
satisfaction
Audit Dimension
Max Points
Initial Planning Process
10
Implementation of the Process and Integration with other
HR Systems
20
Impact on culture in terms of learning, development and
motivation
5
Total
35
Multiplied by 2
70

16. Initial Planning Process(10 points)
Components
Max Points
Strategy in line with the business requirements
1
Clearly aligned & integrated with the other HR systems of the
organization
3
Planned in a participative manner
3
Final plan is detailed and clear
3
Total
10

17. Interview Questions
To HR Manager
1.
What is the strategy for job rotation?
2.
How do you make sure that it is in line with the business requirements?
3. How is job rotation linked to other HRD systems?
4. How is this system useful? What are its objectives?
5. How far do you involve line managers in the process of planning job
rotation?
6.
Is their involvement regular and active?
7. Do you have a written-down job rotation policy?
To Line Manager /
Functional Heads
1. What do you know about the initial planning of the job rotation system?
2. Do you see any link between job rotation and other HRD systems?
3. Is the link poor or good? How can it be improved? Any suggestions?
4. Does HRD seek your suggestions, and are the suggestions implemented?
Documents/
Secondary Data
1.
Any data on linkages between job rotation and other HRD systems
2. Any report on participation of non-HRD members into the planning of job
rotation

18. Implementation of the Plan (20 points)
Components
Max Points
Followed as planned
5
Ensures optimum utilization of manpower
5
Support by other processes
5
Re-assessment of the overall implementation
5
Total
20

19. Interview Questions
To HR Manager
1. What are its objectives?
2. By what other processes is support offered?
3. Is the overall implementation of the job rotation system re-assessed?
How?
4. Are non-HRD people involved in this re-assessment process? How?
5. Is the data gathered used to bring improvements in the system?
To Line Manager /
Functional Heads
1. Is the implementation of the job rotation system re-assessed?
2. How far are you involved with this?
3. Does HRD involve other line managers too? To what extent?
4. Is the information used for further improvements?
Documents/
Secondary Data
1. Any report on implementation of the job rotation system
2. Any report on re-assessment of job rotation system and improvement
plans

20. Impact on Culture in terms of Learning, Development and
Motivation (5 points)
Components
Max Points
Perceived as a value adding system in the organization
2
Individuals across the organization perceive it as a useful
mechanism, and support the same
1
Helps in increasing appreciation for different functions and gain
better understanding of the overall Business
1
Individuals do not feel threatened by the same
1
Total
5

21. Interview Questions
To HR Manager
1. How do employees perceive this system?
2. Have you conducted any survey to scientifically understand
their perceptions?
3. Do you think the system is adding value in terms of increasing
appreciation for other functions, etc.?
To Line Manager / 1. What is your overall impression about this system?
Functional Heads 2. How do your subordinates perceive it?
3. Do your employees feel comfortable with this system?
Documents/
Secondary Data
1. Any written material in this regard
2. Any survey findings about perceptions of employees towards job
rotation

22. Training and Learning
Training is a process of teaching new knowledge and skills to perform their job
effectively.
Learning is a process of gaining knowledge or skill by studying, practicing, being taught,
or experiencing something.
Audit Dimension
Max points
Scientific Identification of training needs
10
Pre-training preparation: involvement of candidates
10
Training process
10
Post-training requirements and activities
10
Learning policy and training budget
10
Competencies of those handling training function and seriousness
of line managers
15
Business linkages of training
5
Total 70

23. Scientific Identification of training needs(10 points)
What is Training needs Identification?
It is finding out what people need to learn about so that they can perform their
activities in a better way than before.
Methods to identify the Training Needs
One to One Interviews(In person or by telephone)
Focus Groups (meeting of individuals who share interest in subject)
Using Questionnaire (Information gathering on paper)
Document Analysis (reviewing the existing documents & analyzing)
Observations (Observing people performance on their jobs and identifying their needs)
Customer Satisfaction Survey
Feedback forms etc.,
Components
Max Points
Training needs are identified systematically
8
Training needs are based on various performance parameters like
current performance
2
Total
10

24. Interview Questions
To HR Manager
1. What are the various mechanisms used to identify training
needs?
2. Who is responsible for the same?
3. When is the process carried out? Who are the people involved?
4. To what extent do the future plans of the organization influence
training needs?
5. To what extent do technological changes influence training
needs?
To Line Manager / 1. What are the training programs you attended last year?
Functional Heads 2. If there is any new concept/technology in your function?
Documents/
Secondary Data
1. Analyze individual training needs across various departments
and levels

25. Pre-training Preparation for Ensuring Appropriateness
of the Training Program (10 Points)
Components
Max Points
A scientific mechanism should be in place to ensure the training
program is appropriate and suits the needs of the
candidate/organization
2
Setting individual training schedules in advance
3
High involvement of candidate to ensure the program is value
adding
5
Total
10

26. Interview Questions
To HR Manager
1. Are the training programs in line with the training needs
identified?
2. To what extent is the individual consulted regarding choice of
training programs/institute to go for?
To Line Manager / 1. Do all training programs seem relevant/value adding to you?
Functional Heads 2. Are you given a choice of institutes where you would like to go
for a specific training program?
3. Do you receive the information about a training program of your
interest well in advance?
Documents/
Secondary Data
1. Check out the tools being used in various training programs

27. Training Process(10 points)
Conception :The first step in the training process is conception of the training. This step
includes deciding what topics to cover in the training as well as who needs to take part in
the training.
Site Selection: Space requirements and equipment needed to conduct training program.
Training Planning: This step involves setting the date for the training as well as creating a
clear outline of how the training will run.
Training: A process of teaching new knowledge and skills to perform their job effectively.
Practice: To address any problems that arise (put the words into action)
Evaluation: To evaluate the effectiveness of the training program.
Components
Max Points
Training should be conducted well, planned well by the faculty,
and delivered well
5
Training motivators ensured
5
Total
10

28. Interview Questions
To HR Manager
1. Does the organization avail of different methods of training or is
a particular method favored?
2. How do you communicate the organization’s/individual’s needs
to the faculty?
3. Do you take feedback?
To Line Manager / 1. How did you find the trainers?
Functional Heads 2. Was the time well managed?
3. Do you give feedback on the faculty of the training program?
Documents/
Secondary Data
1. Study some of the feedback forms about the faculty given by
participants
2. Visit the training institute to check various points mentioned
here
3. Check the seminar hall and library facilities within the
organization itself

29. Post-training Activities and Requirements
(10 points)
Components
Max Points
Implementing individual plan for improvement
5
Sharing learning's with others
3
Feedback to HR department or training manager
2
Total
10

30. Interview Questions
To HR Manager
1. How is the post-training effectiveness evaluated?
2. What is the role of HR department?
3. Is there a system to ensure that the individual shares his/her
learning with the rest of the team/related functions if required?
To Line Manager / 1. Is there a periodic evaluation to study post-training effectiveness
Functional Heads
in the individual?
2. Did you make a presentation?
3. Is it considered to be useful?
4. Is it attended by the department head?
5. Is the learning documented?
Documents/
Secondary Data
1. Any documents prepared by participants after a training
program regarding key learning—maintained in the department
if required
2. Reading material kept in the library

31. Learning Culture and Training Budget
(10 Points)
Components
Max Points
Well documented training policy that focuses on learning
7
Adequate amount budgeted
3
Total
10

32. Interview Questions
To HR Manager
1. Do you have a training policy? How was the same
prepared?
2. What is your training budget? What is the per
employee ratio
To Line Manager /
Functional Heads
1. Are you aware of the training policy in the
organization?
2. Do you feel that the training policy merely exists on
paper and is not followed?
3. Is adequate budget allotted for training?
Documents/
Secondary Data
1. Training policy document
2. Training budget over the last three years

33. Competencies of Those Handling Training Functions
(15 Points)
Components
Max Points
Training function is handled by competent and trained staff in HRD
5
Line managers specially sponsors take training seriously and give it due
attention
5
Top management is serious about training and gives it due importance
5
Total
15

34. Interview Questions
To HR Manager
1.
2.
3.
4.
How competent is the training staff?
How can they improve?
How do you ensure quality of training programs?
What is the top management attitude towards
training?
5. Do they spare resources and provide support?
To Line Manager /
Functional Heads
1. Have you ever attended any training programs
organized by HRD?
2. How was the experience?
3. How competent was the faculty?
4. What is your opinion about the training programs
conducted by HRD?
Documents/
Secondary Data
1. Any report or published material in this regard

35. Business Linkages of Training
(5 Points)
Components
Max Points
Training is in line with business requirements and ROI is measured
3
Training is perceived to have developed individual competencies as well
as organizational capabilities
2
Total
5

36. Interview Questions
To HR Manager
1. Is training in line with business requirements?
To Line Manager /
Functional Heads
1. How do you think training helps to develop individual
competencies?
2. How do you think training helps to develop
organizational competencies?
Documents/
Secondary Data
1. Any report or published material in this regard