Audits
- Personal
- Managerial
- Developmental
- Process
Do the following questions cross your mind?
- „Are some of our employees stressed and others underemployed?“
- „Is our company using the potential of its employees fully and efficiently?“
- „What is the best organisation structure for our company?“
- „Is the internal communication in our company efficient and transparent?“
- „Why is the functioning of our company not corresponding to the wishes of its managers?“
- „How to make HRM more efficient?“
Personal, developmental and process audits serve as the source for complex evaluation of all the aspects of HRM as well as process management. Audits are usually adjusted to clients' needs and wishes and can be combined with surveys of motivation; surveys of employees' attitudes, opinions and expectations; and analysis of company climate.
| TYPES OF AUDITS | OBJECTIVE | |
| Personal | it represents the optimal method for evaluation of work system with human resources and evaluation of potential of the company from the HR point of view | |
| Managerial | it is a consultation project the aim of which it is to describe objectively the managerial potential of the company of our client, mainly on a top management level | |
| Developmental | it brings the objective description of potential that lies in human resources of the company and helps to plan a change focusing on a quality development of people and systems | |
| Process | it enables efficient adjustment in key business processes, organisational structure, analyses the level of individual working capacity at specific positions | |
Methods
With respect to individual differences of initial situations in our clients' companies, the course of audit and its methodology aren't strictly set. Projects are "tailor-made" to the needs of each company.
Following methods are used:
- Questionnaire surveys
- Individual in-depth semi-structured and open interviews
- Desk research
- Workshops
- Psychological diagnostics
Further consulting services can follow up audit's result (e.g. realisation of preliminary motivation workshops to help with change management, developmental programs for particular employees, continuous consulting during implementation of changes – all according to the needs of a client.
| Outcomes |
| Final report includes the summary of individual results, groups and/or general phenomena. |
| Face-to-face feed-back to management. |
| Recommendation of further "follow-up" steps. |
| Feed-back to participants. |
Timing
- The outcomes of audits are usually presented within 14 days from last "field-work" in the client's company. Standard lengths of the audits is between 1 to 3 months.
