Auditing the HR Function Kelli W. Vito, SPHR, CCP KV Consulting

Why Conduct an HR Audit? Routine check-up (uncover any conditions you may have and set up a treatment plan) Determine how you can best align HR operations with organizational goals Ensure compliance with federal and state regulations Routine check-up (uncover any conditions you may have and set up a treatment plan) Determine how you can best align HR operations with organizational goals Ensure compliance with federal and state regulations

Aspects of HR Audit Strategic Functions Compliance Issues

HR Emerging Issues Executive management ethics Skyrocketing healthcare costs HR outsourcing Baby boomer exodus – labor shortage, aging and diverse workforce Knowledge work – managing knowledge workers Executive management ethics Skyrocketing healthcare costs HR outsourcing Baby boomer exodus – labor shortage, aging and diverse workforce Knowledge work – managing knowledge workers

Typically Out of Scope Payroll Safety and Health Workers Compensation Retirement Plans Health Insurance Plans Deferred Compensation Programs Unemployment Payroll Safety and Health Workers Compensation Retirement Plans Health Insurance Plans Deferred Compensation Programs Unemployment

HR Department Basics

Strategic Management Department Structure & Staff Competencies HR FacilitiesHR Technology & Information Control

Strategic Management Strategic Plan Operational Plan HR Performance Management HR Budget Legislative/Regulatory Environment Strategic Plan Operational Plan HR Performance Management HR Budget Legislative/Regulatory Environment

Key Administrative Advisors Agency Head Chief Information Officer Chief HR Officer Chief Financial Officer People resources Monetary resourcesTechnology resources

HR is Strategic Partner when: HR leader has/is: strong knowledge of HR roles and functions, business strategy and operations perceived as a credible advisor by his/her peers and executive management. Top HR position is organizationally on the same level as other program directors and administrative directors HR Dept. is viewed as approachable and trusted to provide accurate information. HR leader has/is: strong knowledge of HR roles and functions, business strategy and operations perceived as a credible advisor by his/her peers and executive management. Top HR position is organizationally on the same level as other program directors and administrative directors HR Dept. is viewed as approachable and trusted to provide accurate information.

HR is Strategic Partner when: HR Dept. is part of a network of HR Depts. in peer organizations that share experiences, strategize regarding common problems, and stay abreast of latest HR trends and developments. Strategic HR plan is closely linked to overall strategic plan. Performance assessment of HR programs, including key metrics, is routinely completed. HR Dept. is part of a network of HR Depts. in peer organizations that share experiences, strategize regarding common problems, and stay abreast of latest HR trends and developments. Strategic HR plan is closely linked to overall strategic plan. Performance assessment of HR programs, including key metrics, is routinely completed.

Department Structure & Staff Competencies HR Organizational Chart HR Staff Competencies HR Organizational Chart HR Staff Competencies

HR Competencies Credible Activist Cultural & Change Steward Talent Manager Strategy Architect Operations Executor Business Ally

HR Facilities Physical facilities of the HR department Reception of job candidates Legal and other employment notices Private areas for interviews and employee consultations HR convenient to employees Easy access to HR employee for questions Physical facilities of the HR department Reception of job candidates Legal and other employment notices Private areas for interviews and employee consultations HR convenient to employees Easy access to HR employee for questions

HR Technology & Information Control HRIS Information Management Processes HRIS Information Management Processes

Key HR Risk Areas

Workforce Planning & EmploymentHR DevelopmentTotal RewardsEmployee & Labor RelationsRisk Management

Workforce Planning & Employment Workforce Needs Determination Organizational Design Recruiting Programs Selection Process Contractor Management Succession Planning Turnover and Employee Relations Regulations Compliance Fraud Workforce Needs Determination Organizational Design Recruiting Programs Selection Process Contractor Management Succession Planning Turnover and Employee Relations Regulations Compliance Fraud

HR Development Training Needs Assessment New Employee Training Technical Training Supervisory Training Training Assessment Employee Coaching Performance Appraisal Counseling Discipline Training Needs Assessment New Employee Training Technical Training Supervisory Training Training Assessment Employee Coaching Performance Appraisal Counseling Discipline

Total Rewards Compensation Philosophy Job Documentation Market Analysis Salary Structure Development Job Evaluation Salary Administration FLSA Determination & Overtime Benefits Administration Payroll Compensation Philosophy Job Documentation Market Analysis Salary Structure Development Job Evaluation Salary Administration FLSA Determination & Overtime Benefits Administration Payroll

Employee & Labor Relations Policies and Procedures Employee Attitude Surveys Employment Records Employee Compliant and Grievance Process Labor Relations Policies and Procedures Employee Attitude Surveys Employment Records Employee Compliant and Grievance Process Labor Relations

Risk Management Safety & Health

Outsourcing and Co-sourcing Needs Assessment Vendor Selection Process Vendor Management Needs Assessment Vendor Selection Process Vendor Management

KV Consulting Kelli W. Vito, SPHR, CCP Kelli W. Vito, SPHR, CCP