Human Resource Audit solution When evaluating HR department staffing levels a common method divides the total number of agency employees by the number of staff in the HR department. This provides a ratio, i.e. 1/175. When compared to similar sized organizations in the same industry the calculation is used as a benchmark for HR staffing levels. This can be very misleading and should be used with caution however. Without adjusting for variations in growth and turnover rates, investment in HRIS, experience level of HR audit solution, and other factors, averages don't tell you as much as we may think. For example, HR work volume is significantly affected by organizational growth and/or employee turnover. Both factors require significant HR participation either in recruitment, orientation, on-boarding etc., and/or exit interviews, benefits termination, and severance. A 10% annual growth or turnover rate vs. 15% is a 50% difference in work volume in these labor intense HR duties. The solution, use this ratio as an internal bench mark, and include in your departments strategic plan continuous year over year improvement in your departments productivity (ratio).
Organizations waste more money on training than on any other area we audit. To reduce the cost of training without losing its effectiveness consider pre-testing all potential training participants prior the scheduled date of training. The test should measure the skills/knowledge intended as outcomes of the training. If a trainee scores above the level considered acceptable, then the training should be voluntary for them. You will save countless man-hours by reducing the number of participants sitting through training for skills they already have.
Also, measure the success of your training programs by quantifying the outcomes you seek. Most training programs include a post-training evaluation, but these tend to measure things like room accommodations, trainer enthusiasm, and if attendees enjoyed their bran muffin. Instead training program success should be determined by outcomes. For example, successful harassment awareness programs should result in a measurable decline in harassment related incidents, complaints and litigation and/or improved employee attitudes and behaviors determined by employee attitudinal surveys. Supervisory skills training success should be measured by changes that occur following the training, i.e. improved employee morale, increased retention, fewer conflicts, increased productivity or reduced costs. Without measurable results from training, the only things for sure are that the program reduced productivity and increased costs.
It seems that many companies haven’t taken the time for manpower planning or maybe they simply don’t know how to get started. Basic manpower planning isn’t like engineering a complicated algorithm. Instead, even the most basic manpower plan can help you determine your resource requirements in the coming months. Here are a few tips to help you get started on your company’s manpower outsourcing.
Workforce Demographics Start by compiling the demographics of your current resources. Information to gather includes; all departments, regular and supplemental staff in each department, age, education and skill level of each team member.
Company Sales Volume If you’re in an emerging or expanding market, you should know the rate at which you are currently selling and also what your sales projections are. This will help you determine the rate of growth that is expected in the future a key element in manpower planning.
Many employers outsource their payroll and related tax duties to third-party payers such as payroll outsourcing services providers and reporting agents. Reputable third-party payers can help employers streamline their business operations by collecting and timely depositing payroll taxes on the employer's behalf and filing required payroll tax returns with state and federal authorities.