Intro to the Top Ten Tips...

Each month, Tim posts his 'Top Ten Tips' for HR practitioners on various subjects. This month's subject is 'Tips for preparing your HR audit of the Industrial Relations and Employee Relations environments in your workplace'. A list of subjects for forthcoming months and links to previous subjects can be found at the bottom of this page.

Ideally, any Audit of the Human Resources function should be conducted bi-annually jointly by a senior company 'client', in conjunction with a senior HR representative;

An audit should focus firstly on a predetermined set of business/risk-focused policies, procedures and practices; secondly, the audit should allow for some free-form interaction between the employee(s) being interviewed and the Auditors. The overall objective is to determine whether the HR function is discharging its operations to the satisfaction of the Company's stakeholders (employees; regulators and shareholders);

Any Audit should be viewed as a positive environment in which there is an opportunity to learn from clients' perspectives and understand those areas that might require improvement or policy practise adjustment in the future;

From an Industrial relations perspective, the Audit should focus on those functional areas of the Collective Agreement over which HR has some influence e.g. general management of the contract; language interpretation; grievance management; training of Front Line Managers; Arbitrations etc.;

From an Employee Relations perspective, the Audit should focus on the extent to which HR-related policies are: available; understood; business-sensitive; communicated; relevant; the service levels provided by HR; individual's accessibility to HR etc.; HR's trust and business-orientation in the company 'community';

For purposes of ease, it may be useful to approach the HR Audit from a functional perspective e.g. 'total compensation'; IR; ER; Pension; Payroll; Business Planning and Organizational Design;

For practical purposes, it may be useful to employ certain written criteria to three or four levels of competency on individual subjects. For example, with respect to Collective Agreement Management, the employee group being interviewed might wish to choose from three or four competency criteria levels that best describe the behaviour being exhibited by HR in this category. Thereafter, the interviewees should discuss with the Auditors the reasons why a particular level was chosen in order to reinforce the correct level selection and ensure consistency of reporting;

Auditors should ensure that each question is answered satisfactorily, as applicable, and that each interviewee understands the basis of the questions and their relevance to the environment in which the employee works;

The 'best practices' that are uncovered in one HR Division should be routinely shared with other HR Divisions for efficiency and consistency;

Formulate the ensuing year's HR business objectives by incorporating the suggestions that have been evidenced in the Audit Report.

Timetable 2000/2001/2002/2003/2004/2005 ... Top Ten Tips

Month	Subject
September 2005	Training Front Line Managers (FLMs) to manage a new Collective Agreement (CA)
August 2005	How to minimize 'wrongful dismissal' allegations and manage potential litigation costs prudently
July 2005	Communicating the complexities of Defined Benefit (DB) Pension Plans to Retiring Employees
June 2005	Tips for preparing your audit of the Industrial Relations and Employee Relations environments in your workplace
May 2005	How to build the financial and Human Resources frameworks for your forthcoming Collective Bargaining - Part II
April 2005	How to build the financial and Human Resources frameworks for your forthcoming Collective Bargaining - Part I
February/March 2005	'Browser's choice'. E-mail Tim with your questions and he will respond to you individually.
January 2005	Uncertain job continuity in 2005? How to stay prepared
December 2004	Remedial steps to managing attendance concerns in a unionized hourly workforce
November 2004	Preparing for layoffs in a unionized workplace: how to create a pragmatic negotiating environment
October 2004	Working in Teams...how to get the best from your group(s)
September 2004	Refocusing performance efforts for the second half of the Fiscal Year
August 2004	Coaching Managers with tips to prepare themselves to conduct the half-yearly, interim performance review with their staff
July 2004	The interview 'con-artist'...how to keep the upper hand and win
June 2004	Positioning first-time front line supervisors to manage successfully in a unionized environment.
May 2004	Potential re-instatement of a dismissed employee...tips on structuring 'Last Chance Agreements'.
April 2004	Practical ways to manage under the recent Privacy Law régime
March 2004	How to communicate a major, unplanned event to employees that's a direct hit to the bottom line and, potentially, may result in job losses e.g. a major layoff
February 2004	Ten Reasons (in random order) why Top Management doesn't understand Human Resources
January 2004	Setting the parameters and tone for the execution of the annual HR business plan
December 2003	Human Resources in a small business environment...is a full-time commitment to HR possible in the competing order of business priorities?
November 2003	Maintaining shop floor productivity under adverse business circumstances such as a merger, acquisition or divestiture
October 2003	'Personal Development Plans (PDPs)...how to make them an effective part of employees' Key Performance Indicators (KPIs)
September 2003	The case for active Casual Absence Management
August 2003	T3 - July 2003 Managing alleged employee threats, assaults and similar related incidents in the workplace ...Part 2. Taking concluding action
July 2003	Managing alleged employee threats, assaults and similar related incidents in the workplace ...Part 1
June 2003	Key steps to setting up your company's first incentive program
May 2003	Recruiting overseas talent to your organization…how to plan for a successful hire
April 2003	Relocation/transfer policies...how to keep your moving policy relevant, competitive and well-managed
March 2003	Communication of HR Objectives...how to maximize impact with employees
February 2003	How HR can start and finish the year with an improved report card
January 2003	Setting up the company's Labour Strategy...how to construct the framework in a business context
December 2002	The contract HR Executive - how to add value
November 2002	Performance Reviews - why Managers and Employees fail to do a good job
October 2002	Severance/Dismissals 'for Cause' - how to strike a balance
September 2002	Developing HR staff for the medium term...how to build the right HR skills for HR's clients for the balance of this decade
August 2002	How to make an external 'Coach' a positive work experience
July 2002	How to prepare for that job offer. What is the appropriate etiquette?
June 2002	How to stay 'pumped' when you are between jobs and the immediate prospects look tough
May 2002	Enforcement of substance abuse infractions - do's and don't's
April 2002	Substance Abuse in the Workplace - Generic Rights & Responsibilities of all parties
March 2002	Post-interview evaluation and feedback. How to add value for your clients
February 2002	Behavioural Interviewing: sense or nonsense? How to get the best from improved hiring techniques
January 2002	Recognition Programs - the right set-up for employee acceptance and corporate success
December 2001	HR work habits for 2002. The need for reform
November 2001	Downsizing aftermath...how to keep the survivors focused for the future
October 2001	How to plan strategically for downsizing, maintaining HR's credibility and employee loyalty
September 2001	Collective Bargaining...now you have the deal, how do you make it work?
August 2001	Managing Consulting Costs...how to keep hold of the reins and avoid surprises
July 2001	Expatriate Career Assignments...how to manage the risk and improve the odds of a 'win/win' for employee and employer
June 2001	Part Two of 'Browsers' Choices'... some tips on how to migrate successfully from 'A' to 'B' in a prudent, yet urgent, manner
May 2001	Part One of 'Browsers' Choices'... a summary of the 'new & old world' of HR business
April 2001	Managing promises and expectations during the "R" word
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave
February 2001	How to write really useful Job Descriptions...connecting the business dots
January 2001	Outsourcing...the 'Catch 22' for HR Managers
December	Spreading scarce bonus/incentive dollars...best bang for the buck
November	Ethical Practices in Performance Appraisal & Related Salary Admin
October	Stock Option Plan Design in private companies heading for an 'IPO'
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
August	Grievance management in unionized and non-unionized workplaces
July	Business Planning in HR...how to flex HR's muscle
June	Settling post-termination disputes; mutual gains
May	360° Feedback...is it right for you?
April	Harassment in the Workplace...practical considerations
March	Interpersonal Conflict in the Workplace