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

2. 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

3. Aspects of HR Audit Strategic Functions Compliance Issues

4. 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

5. 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

6. HR Department Basics

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

8. 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

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

10. 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.

11. 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.

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

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

14. 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

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

16. Key HR Risk Areas

17. Workforce Planning & EmploymentHR DevelopmentTotal RewardsEmployee & Labor RelationsRisk Management

18. 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

19. 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

20. 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

21. 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

22. Risk Management Safety & Health

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

24. KV Consulting Kelli W. Vito, SPHR, CCP kelli.vito@kvconsulting.net 512-293-4678 Kelli W. Vito, SPHR, CCP kelli.vito@kvconsulting.net 512-293-4678