HR presentation

HR presentation

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  Human resource Audit oHRD Structures o Presented by o Salahuddin chawhan FA14-ES-0005 o Submitted to o Sir faraz wajidi sahib.
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  1. HRD Structures Tableof contents 1. Introduction 2. Current structures and structural alternatives. 3. kind of structure needed. 4. Contribution of HRD activities. 5. Auditing the structure 6. Conclusion.
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  1 Introduction  Structure canbe defined as basically an instrument or a tool. It means to facilitate HRD. It has a distinctiveness of assuming durability on its own and sometimes without serving any purpose.  Structure is hierarchy, changes, planning, negotiating, identifying talent, evaluate talent.  Developing HR strategies, designing and implementing various HR systems, monitoring the position of HR processes with business goals require the services of a full- time professional staff. Appropriate structures are required to manage the HR function which can be institutionalized through departmentalization
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  2  Current structuresand structural alternatives.  HRD structures may be of various forms, some of these are.  A dedicated and fully manned HRD department.  .A corporate HRD department with HRD cells in the units or locations.  A high-profile HRD chief with limited staff  A HRD task force largely drawn from line managers with a HRD trained chairman  The CEO himself handles HRD  The training manager handles HRD  The personnel chief handles HRD  HRD being handled at the corporate level by the HRD staff and at the unit level integrated into the personnel department
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  3.What kind ofstructure the company need?  This is the first important question to be asked in the HRD audit.  The important issue to be seems is given the current and future needs of the company, what kind of HR systems and processes are required?  Does the organization have suitable structure to carry out the HRD task to meet the current and future HRD needs of the company?  The following principles needs to kept in mind while evaluating the structure and their capability(adequacy, satisfactoriness).
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  3 continue  HRDdepartments have the capability like any other department to multiply, develop or increase on its own.(self multiplication)  HRD departments should e high competency-based and business-driven rather than be merely HRD system-driven.  It is possible to implement the HRD systems and build up the HR processes in a corporation without a formal HRD department.
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  4.Do the HRDContribute directly or indirectly to the business organization of the corporation  The activities should contribute the following.  The competencies required to execute the current business effectively and efficiently and meet business goals.  The competencies needed to contribute the future (next 03 years and above) and the business goals of the company.  Building employee spur, satisfaction, commitment and accountabilities so that the business activities are undertaken with zeal and enthusiasm and achievement motivation. The activities should contribute to employee satisfaction and building morale and task commitment. The activities may deal with any function, procurement, marketing, production, technology, finances, product quality, management processes, information, customer services, etc.  Building a culture. Culture should be defined by the organization itself.
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  5. Auditing thestrucrure  The structure and staffing of the HRD department is determined by the following consideration.  The business goals of the company.  The competencies required at all levels to achieve goals.  The competency gaps and requirements to achieve them.  The HRD systems and processes required to meet the immediate competency requirements and business goals of the company.  The advantage of having an in-house team and task force to manage processes as against having full- fledged HR department.
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  5 continue  Throughthe HRD audit, the auditor attempts to answer the following questions  1. what looks to be suitable structure of the organization?  2. how well defined is the current stucture?  3. what are the most appropriate structures that can take the organization into the future and ensure that the goals are met?  4. what are the strengths and weaknesses of the existing HRD structure?  5.what are the most appropriate elements of the existing HRD structure?  6. what are the steps to be taken to bring into line the HRD structure with business goals of the company?
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  5 continues  Theanswer to above questions can come from interview of auditors with line managers, top management, the HRD staff and related departments.
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  6. conclusion  TheHRD structure is very important to the organization and deals with the task structure, role relationship, manpower, competence, infrastructure and organizational processes. Structure have self-multiplying tendencies.  Answer to questions on the need of business, competency requirements, role clarity and top management attitude, etc., provide the inputs needed to evaluate the structure.  The HRD audit endeavor to draw attention to the current status, strength, weaknesses, cost-effectiveness and other important elements of the HR structure and align it in accordance to the business goals of the organization.