OVERVIEW
There are numerous external and
internal forces and factors that have an impact on organizations. Increasingly
this list includes the strategic, tactical, and legal activities of managing
their human capital. Like the management of their financial capital, effective
management of organizations’ human capital play a critical role in determining
their success. And like the benefits of financial audits, HR audits provide management
with a method of determining whether human capital is effectively used, where
human capital is incorrectly – or unlawfully — used, and how to improve human
capital return on investment.
HR audits are designed to help organizations focus their attention on their
human resource management practices, policies, procedures, processes, and
outcomes by providing them with a structured and systematic series of questions
about key compliance, risk management, internal auditing, and human resource
management issues. As an auditing process, HR audits are designed to
help organizations identify potential and actual problem areas, help assess the
effectiveness of HR management activities, help assess weaknesses in HR
internal control processes, and help assess human capital strategic and compliance
related risks. HR audits then typically provide suggestions for
corrective action.
Importantly, HR audit process considers human capital related risks and
opportunities from an enterprise risk management (ERM) perspective. That is, HR
audits take a holistic approach in assessing human capital risks and attempts
to indicate the interrelationships and interactions between HR and other
management and organizational issues.
Recognizing that no two employers are alike and that the practices, policies, and
processes that may be appropriate and effective for multinational corporations
may not be appropriate for small and medium size companies or non-profits, HR
audits are typically designed to help organizations develop and tailor their
employment practices, policies, procedures, and processes to meet their
specific needs. Thus, HR audits typically provide organizations with the
“right” questions to ask about various employment practices issues; then help
them determine the optimal answer.
While an human resources audit program alone will not guarantee that an
organization’s workplace will be selected as a “best place to work” or be free
from all legal challenges, it will serve as an important guide through the maze
of human resource management best practices and employment and labor laws and
regulations. As a result, an HR audit will further enhance the value of your
organization’s human capital, enhance your organization’s competitiveness, and
reduce your organization’s exposure to employment practices liabilities.
WHY SHOULD YOU ATTEND
In the global economy, human capital
has become for many organizations the single most important determinant of
competitiveness, productivity, sustainability, and profitability.
Increasingly, an organization’s human capital is the source of innovation and a
driver of business success.
Additionally, there is a confluence
of economic, political, and social factors that have resulted in increased
statutory and regulatory requirements, a call for greater transparency, and increased
internal and external audit activity.
Finally, governmental agencies have
become more active—some would argue more aggressive—and have committed more
resources to conducting assessments of employment policies and practices.
Importantly, the EEOC, the OFCCP, U.S. DOL, and ICE have advised employers that
they consider self-assessments and audit a “best practice.”
How effectively is your organization
managing its human capital? Is your human capital helping you achieve
organizational objectives? Are your employment practices creating material
risks and liabilities? This session discusses the development and use of HR
Audits in answering these questions and in addressing critical risk management
and due diligence issues.
AREAS COVERED
The threats and risks from human
resource management issues are increasing. No longer measured in only
fines, and penalties for non-compliance, human resource management affects keys
business metrics, including the organization’s valuation and credit rating.
Further, improper human resource management can significantly reduce managerial
prerogatives, and seriously damage the organization’s reputation and employment
brand. Thus, HR audits have become a critical tool in identifying
problem areas and are evolving from an ad hoc audit activity to a critical
element of an organization’s risk management and compliance processes.
In this environment, HR audits have
become an independent, objective, and systematic evaluation that provide
assurances that:
1) The organization is in compliance
with employment laws and regulations and that governance requirements are being
met;
2) The organization’s business and
talent management objectives are being achieved;
3) The organization’s human resource
management risks are fully identified assessed, and managed; and
4) The organization’s human capital
adds value. Under this definition, HR audits are more than an audit
activity that solely collects and presents evidence of compliance. HR
audit processes are increasingly expected to look behind and beyond the
organization’s assertions of sound and proper HR management practices and to
assess the assumptions being made, to benchmark the organization’s processes
and practices, and to provide the necessary consultative services that help the
organization achieve its business goals and objectives.
As a result, there has been a
significant change in the HR auditing process, the value derived from HR
auditing, and the HR audit tools used. HR audits have evolved from a
simple HR audit checklist of dos and don’ts or periodic affirmative action
plans to a comprehensive, sustainable process that: 1) is an integral part of
the organization’s internal controls, due diligence, and risk management; 2) is
a fundamental activity of strategic management; and 3) uses sophisticated
auditing products and consulting services.
These changes and the growing
importance of human capital now require ongoing and continuous HR auditing
activities.
LEARNING OBJECTIVES
This session discusses the
development and use of HR Audits in addressing such critical risk management
issues as:
- How effective is your organization’s human
resource management?
- Is your human capital helping you achieve
organizational objectives?
- Are your employment practices creating
material risks and liabilities?
- What are the key organizational issues that
should be audited?
- What HR audit tool should be used
WHO WILL BENEFIT
- HR professionals
- Internal auditors
- External auditors
- Risk managers
- Compliance officers
- CEOs
- CFOs
SPEAKER
Years of Experience: 42+
years
Areas of Expertise: HR
Audits, Risk Management, Unemployment Insurance, and Employee Survey
Ronald Adler is the president-CEO of Laurdan
Associates, Inc., a veteran-owned, human resource management consulting firm in
Rockville, Md., specializing in HR audits, employment practices risk
management, benchmarking and HR metrics, strategic HR, employee surveys, and
unemployment insurance issues.
Mr. Adler has more than 42 years of
HR consulting experience working with U.S. and international firms, small businesses
and non-profits, insurance companies and brokers, and employer organizations.
Mr. Adler is a consulting expert on work force, employment practices, and
unemployment insurance issues to Bloomberg BNA, HR Magazine, and other
publications and newspapers across the country. His research findings have been
used by the Federal Reserve Board, the Equal Employment Opportunity Commission
(EEOC), the National Conference of State Legislatures, the National Association
of Manufacturers, the National Federation of Independent Business, insurers,
and international organizations.
Mr. Adler is the co-developer of
the Employment-Labor Law Audit™ (ELLA®), the nation's leading HR
auditing and employment practices risk assessment tool, and is a frequent
lecturer and author on HR management and workplace issues. As an adjunct
professor at Villanova University, Mr. Adler teaches graduate courses on HR
auditing. He is also a certified instructor on employment practices and
insurance issues for The CPCU Society, has conducted continuing
professional education courses for the American Institute of Certified
Public Accountants on "Assessing Employment and Personnel
Policies," and has conducted continuing professional education courses for
SHRM, the Institute of Internal Auditors, and the Institute of Management
Consultants.
As a member of the Society for Human
Resource Management (SHRM), Mr. Adler serves as a subject matter expert (SME)
to SHRM on HR metrics and formerly served on SHRM's Human Capital
Measurement/HR Metrics Special Expertise Panel. He is a consulting expert on
workplace issues to SHRM's legislative staff, has contributed materials for The
SHRM Academy and the SHRM Learning System, and has represented SHRM in meetings
with the EEOC.
Mr. Adler is an appointee to the
State of Maryland Legislative UI Committee. Additionally, he belongs to the
Institute of Internal Auditors, chairs the Maryland Chamber of Commerce's UI
Subcommittee and is a member of the U.S. Chamber of Commerce's Labor Relations
Committee.
Mr. Adler holds a bachelor's degree
in finance from the University of Maryland and an M.B.A. degree from Southern
Illinois University
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