HR auditing: Key issues

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Since HR auditing is directly related to the most important resource for an organization –its people –a Human resources audit is perhaps the most important of audits that an organization needs to carry out. HR auditing being the mechanism through which an organization assesses its powers and flaws relating to its most important resources; HR audit is extremely important for an organization.

Ways in which HR auditing helps the organization

One can find a number of uses that HR auditing proffers to organizations. Helping to locate probable and tangible problem areas, evaluating the effectiveness of the HR management activities the organization has put in place, assessing the loopholes of the HR internal control processes, evaluating human capital strategic and compliance related risks, and giving strategic advice on how to take corrective actions for all these issues are among them.

Getting HR auditing right

Most organizations realize the importance of HR auditing and the uses it serves in helping to achieve its ends. Many organizations’ HR also understands that HR auditing is indispensable to the organization, and the need to get it right.

However, when it comes to actual implementation of HR auditing practices; organizations need to understand the exact and precise ways of getting their HR auditing right. This is of crucial importance, mainly because when an organization gets its HR auditing right, it lays the foundation for many constructive and corrective steps.

The properly structured and rightly implemented HR audits will further enhance the value of an organization’s human capital and its competitiveness, and at the same time, reduces its vulnerability to employment practices liabilities.

But when HR auditing goes wrong, the whole performance structure goes awry, since wrongly implemented HR auditing techniques can instill the wrong practices.

How do organizations get their HR auditing methods right?

The exact ways by which HR auditing can be inculcated and imbibed in an organization will be the learning a webinar from TrainHR, a leading provider of professional trainings for the HR industry, will be offering.

Ronald Adler, a president-CEO of Laurdan Associates, Inc., a veteran owned, human resource management consulting firm that specializes in HR audits, employment practices liability risk management, HR metrics and benchmarking, strategic HR-business issues and unemployment insurance, who carries vast experience in all the areas of HR including HR auditing, will be the speaker at this session.

To gain from the vast wealth of his experience and to comprehend the proper ways of carrying out HR auditing rightly in the organization, register for this webinar by visiting http://www.trainhr.com/control/w_product/~product_id=701681?wordpress-seo

The core purpose of this webinar, which has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI), is to help organizations direct and focus their attention on their human resource management practices, policies, procedures, processes, and outcomes.

The basis to getting HR auditing right is to ask the right questions

No practice of HR auditing will be successful if its practitioners do not know which question to ask. The kind of questions HR asks should be insightful, thoughtful, commonsensical and perceptive. They should throw up critical answers. But how does HR cultivate the thinking needed for asking these kinds of questions?

This is what Ronald will help the participants of this webinar ingrain. The questions that HR professionals have to ask will decide the effectiveness of the HR audits. At this session, Ronald will explain the ways by which HR auditing needs to throw up a structured and systematic series of questions about key compliance, risk management, internal auditing, and human resource management issues to HR.

This is the main purpose of these audits. This understanding is built on the realization of the fact that no two employees that HR auditing policies are aimed at are alike. An understanding of this distinctive nature of HR auditing will be imparted at this session.

A rather complex interplay of a number of important factors has given HR auditing the possibility of a new role and importance from 2017. These are some of the factors:

  • The increasing importance of human capital in our present day situation of ever increasing globalization
  • The insufficiency and powerlessness of the current financial institutions in the financial industry to anticipate and check the outbreak of corporate scandals and bring about greater transparency in these institutions
  • The emergence and recognition of the importance of HR auditing as an effective tool for self-audits by leading regulatory bodies and legislations such as the EEOC, the OFCCP, U.S. DOL, the NLRB, and ICE

HR auditing from the ERM perspective

HR auditing is interlinked to Enterprise Risk Management (ERM) when its human capital-related risks and opportunities are considered from the perspective of this discipline. In essence, the meaning of this fact is that HR auditing should take a bigger, holistic view of human capital risks and align the interrelationships and interactions between HR and other functions relating to management and the organization.

In this session, all these aspects of HR, plus an explanation of how HR auditing can be used to help the organization reduce risks and seize potential opportunities, will be explained.

 

 

Organizational culture defines an organization more than its products

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Organizational culture is the edifice of an organization. It is not something that is very tangible, but is more like the root, and the organization’s products or services, its fruit. What is visible to the outer eye at first glance is not the root, but the fruit. The fruit, however, has come into being because of the root.

In the same way, organizational culture is the foundation, core or essence of the organization. It is through organizational culture that the organization’s products or services take shape. However, that organizational culture permeates into its products is not visible or noticeable. Many people believe that a product comes into being because of tangible factors such as processes, technologies and resources.

To overlook the organization’s culture as a powerful source of the products that the organization eventually churns out is to overlook the very soul of the organization. Without a valuable corporate culture; an organization cannot attract strong talent. When it lacks talent, it lacks the ability to come out with remarkable and incredible products.

If organizations have to do this, they have to build the right organizational culture that attracts the best talent, translate their values to their products and services, and show customers what values their organization represents. This is evident from the fact that products that are a result of strong organizational culture stand out from the rest.

Iconic brands come about due to the right organizational culture

Take a look at outstanding brands like Southwest airlines, Zappos, Nordstrom, Whole Foods, Costco, and Starbucks. No component or input that is unique and available to only these companies, and not to their competitors, go into these brands. Rather, it is these organizations’ culture that have resulted in the excellence of their products. Organizational culture lies at the very root of bringing about sustainable business success in the long term.

In other words, if products are to be world-beaters, the necessary condition for this to happen is that they are from the stable of organizations that work assiduously on building an exceptional organizational culture that gets reflected in these brands. More than being just products, such brands are icons and symbols of the culture of the organization that makes them.

Organizational culture is yet to get recognized for what it is

Despite the overpowering importance of organizational culture and the presence of real life examples illustrated above; organizational culture is yet to get ingrained into organizations. Even though the organizational culture is intertwined into the organization’s products; people in business still continue to take a rather dim view of organizational culture. As a result, organizational culture, even though it is the fountainhead of the organization’s excellence, continues to get relegated.

If organizations have to stand out from the rest and be absolutely excellent ones, they have to bring about organizational culture and imbibe it into every aspect of their business. The basis to making this happen is for organizations to ask themselves many critical and astute questions. These are some of them:

  • Does the organizational culture we have inspire and engage, or does it inhibit our employees’ advancement?
  • Does our organizational culture in the nature of top-heavy directives, or is it cross-department collaboration?
  • What do our employees and our customers think and have to say about our organization’s culture?

Get to understand the workings of culture

All the aspects of organizational culture will be the content of a webinar that TrainHR, a very popular provider of professional trainings for the human resources industry, is organizing. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach will be the speaker at this webinar,  which has been approved for 1 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®).

In order to understand how to instill organizational culture that helps reap rich rewards for your organization in a number of ways, enroll for this webinar by visiting http://www.trainhr.com/control/w_product/~product_id=701599?wordpress-seo

At this important session on organizational culture, Zidle explain the unique benefits an energetic and effective culture brings to the organization. These include:

  • Focus and Spirit: Dinning positive organizational culture aligns the entire company towards achieving its vision, mission, and goals.
  • Engagement: Strong organizational culture brings about higher employee motivation, productivity, and innovative problem solving.
  • Cohesion: Powerful organizational culture lubricates the company’s various departments and divisions by bringing about consistency and coordination among them.

The following areas will be covered at this webinar:

  • Learn why Peter Drucker says: “Culture eats Strategy for Lunch”
  • Discover why Culture is like an Iceberg: What’s above and below the Water Line
  • Identify and Analyze the Six Key Elements of Culture in Every Business or Organization
  • Review Twelve daily ways Effective Leaders can Communicate and Reinforce Company Culture
  • Plan Specific actions you will take to Lead or Influence Changes in the Culture of your Organization
  • Use a Three Step Process to Pinpoint what Drives the Culture of your Team, Department or Company
  • Understand what Successful Leaders know and do that helps them avoid Cultural Traps and Misfires