Concept of Hrd Audit
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In audit to evaluate the HRD structure, system, culture, competency & other aspects, the following multiple methods are used:
Interviews: Individual interviews with the top management are conducted to capture the top management's thinking on the future plans and opportunities available for the company. Interviews with other levels of Managers and Staff are conducted n groups to collect information about the effectiveness of the existing HRD systems, culture, skills, styles, etc.
Group Discussions and workshops: In large organizations, diagnostic workshops could be conducted for a participative diagnosis and evaluation of various aspects of HRD. In some organizations TVRLS has used LSIP (Large scale interactive process).
Observation: The auditors also observe various aspects of the organization in order to evaluate the work place and work atmosphere and assess the extent to which a congenial and supportive climate exists in the organization. Observations are mainly made with respect to physical facilities and living conditions, meetings, discussions and other transactions, celebrations and other events related to organizational life and culture, training and other HRD related facilities including the classrooms, library, training center etc.
Analysis of records and documents: A scrutiny of the annul report, performance appraisal forms, training documents, employees' records, files maintained by the HR department, in-house journals and periodicals is carried out to assess various strengths and weakness of HRD.
Questionnaires: a number of questionnaires are used to extract information about HRD systems, processes, styles and competencies.
WRITING THE AUDIT REPORT
The HRD audit report is meant for practitioners and is not a research report. Its main objective is to highlight areas that need improvement and that need to be acted upon. Its purpose also is to help the top management and the HRD staff to recognize the strength of the company and retain
In audit to evaluate the HRD structure, system, culture, competency & other aspects, the following multiple methods are used:
Interviews: Individual interviews with the top management are conducted to capture the top management's thinking on the future plans and opportunities available for the company. Interviews with other levels of Managers and Staff are conducted n groups to collect information about the effectiveness of the existing HRD systems, culture, skills, styles, etc.
Group Discussions and workshops: In large organizations, diagnostic workshops could be conducted for a participative diagnosis and evaluation of various aspects of HRD. In some organizations TVRLS has used LSIP (Large scale interactive process).
Observation: The auditors also observe various aspects of the organization in order to evaluate the work place and work atmosphere and assess the extent to which a congenial and supportive climate exists in the organization. Observations are mainly made with respect to physical facilities and living conditions, meetings, discussions and other transactions, celebrations and other events related to organizational life and culture, training and other HRD related facilities including the classrooms, library, training center etc.
Analysis of records and documents: A scrutiny of the annul report, performance appraisal forms, training documents, employees' records, files maintained by the HR department, in-house journals and periodicals is carried out to assess various strengths and weakness of HRD.
Questionnaires: a number of questionnaires are used to extract information about HRD systems, processes, styles and competencies.
WRITING THE AUDIT REPORT
The HRD audit report is meant for practitioners and is not a research report. Its main objective is to highlight areas that need improvement and that need to be acted upon. Its purpose also is to help the top management and the HRD staff to recognize the strength of the company and retain