Human Resources Planning/Organizational Development Questionnaire
The process of identifying and providing ways to fulfill the organization’s developmental and human resource needs.
- Is there one position accountable for reviewing the organization’s human resources requirements?
- How is this review carried out?
Formally/informally? (please describe)
- How often is this analysis updated (e.g., yearly, every two years, three years or more)?
- Do your projected needs include the following considerations?
Availability of outside workforce demographics (age, sex, minority classification, education, skills level, occupations, etc.)
Anticipated changed in your organizations technology, processes, products/services and markets.
Personnel needs these changes will require (e.g. new skills, education, knowledge and abilities).
- Which sources outside the organization provide these demographics?
- What sources within the organization provided this information?
- To whom are these projections communicated?
How often?
How far into the future?
- Is there one position accountable for reviewing and assessing the HR department’s skills, education, interests and needs?
- How is this assessment carried out (formally or informally)? (Please describe.)
- How often is this assessment updated (e.g. yearly, every two years, three or more years)?
- To whom are this assessment and any projections communicated?
How often?
How far into the future?
- Are this assessment and projections used for training and development?
- Are this assessment and projections (workforce requirements) used for career planning (matching organizational and individual skills, abilities and needs)?
- Is there a formal career planning process in place?
- Is there a career counseling system to identify individual skills, interests and needs, and which offers inplacement and/or developmental assistance?
- Are high-potential employees identified for key positions?
If yes, is there a succession plan to target high potential employees?
- Are human resource projections (i.e., numbers, job classifications, skills, knowledge, ability and education levels) identified in the recruitment plan?
How far into the future?
- If the human resources plan calls for restructuring or downsizing, are there strategies set to deal with displaced employees?
Is outplacement assistance offered?
Are there strategies to support remaining employees?
- Are the human resources projections a part of the organization’s budgeting process?
- Does the organization have plans for ensuring its development and human resource needs are met?
- On a scale of one to seven (seven being high and four being adequate), how do you think the HR staff rates the human resources planning/organizational development process?
- On the same one-to seven scale, how do you think other departments would rate the human resources planning and organizational development process now in place?
Explanation of Human Resources Planning/Organizational Development Questionnaire
Affirmative answers to all the questions in this section means the organization’s development and human resource needs are being met. The emphasis is on connecting organizational development and workforce need projections with internal and external workforce skills.
Questions one through seven deal with influences on the planning process) changing workforce, markets and customers, products, services, technology/skills base and identification of external supply).
Questions eight through 17 deal with internal assessment and availability of these same considerations: organizational development activities in management development, training, career and succession planning to satisfy workforce demands within the organizations. If the internal labor supply is greater than the need, then the tougher issues of resource reallocation have to be addressed (questions 18 and 19).
Human resources planning is particularly important for emerging, rapid-growth and high tech businesses. Mature businesses in need of new products, services, markets, acquisitions or divestitures must also plan to identify, attract or reallocate the talent necessary for revitalization and continued competition.
Here’s a little piece of information about that technological revolution, a headline from an article reporting on a study by Worldwatch Institute back in 1980: Micro Electronics Seen Producing Sweeping Industrial Change. That’s certainly old news about the future, but there’s a reason to go back to this story to remind us they told us what was going to happen. Most of us just didn’t pay attention.
Recruitment and Selection Questionnaire
The process providing timely recruitment, selection and placement of high-quality employees to satisfy the organization’s staffing requirements.
- Is there a policy in place stating the organization’s philosophy on recruitment and selection?
Does the policy contain procedures to guide managers through the recruitment and selection process and describe how to get help?
- Is there one position within the organization accountable for overseeing and coordinating recruitment and placement?
RECRUITMENT
- Is there a formal process in place for identifying job vacancies?
- Briefly describe the process from needs identification through final approval authorization.
- Is recruitment done proactively from a planning mode (i.e., projected workforce plan) as well as reactively to immediate replacement and new job openings?
Is recruitment linked to human resources planning (projected workforce requirements)?
- Is a job analysis conducted for each position?
Does the job analysis accompany the hiring authorization?
Does the job analysis accurately identify the key objectives and responsibilities of the position?
Does the job analysis accurately identify the essential ‘can do’ skills needed (i.e., skills, abilities, knowledge, education and experience)?
Does the job analysis accurately identify the essential ‘will do’ skills needed (e.g., leadership, interpersonal, entrepreneurial, communication and good attitude)?
- Is consideration given to internal candidates for all or some job openings before outside recruitment begins?
If some positions are determined to be filled from within, how is this determination made?
- Is there a formal job posting procedure in place?
If so, does the job posting contain the job objectives, needs and requirements cited in the job analysis (#6 above)?
- Are recruitment strategies (methods to obtain qualified candidates) set before active recruitment begins?
Who participates in the strategy development?
Does this strategy include affirmative action and diversity needs?
10. What kind of recruiting sources does your organization use and for what positions:
Newspaper sources?
Professional journals/periodicals?
College recruiting?
Special events recruitment (e.g., job fairs and expos)?
Community referral agencies (e.g., state employment and training offices)?
"Quasi-search" methods (e.g., hourly rate paid to recruiting professionals for targeting candidate sourcing or use of professional candidate researchers)?
Employee referral?
Internal computerized applicant database?
Professional networking (e.g., associations)?
Direct mail recruitment?
Personal networks (e.g., local competitors, customers, suppliers, outplacement firms or industry research)?
If so, please give examples:
- Does your organization measure the effectiveness as well as the costs of these recruiting sources?
- To whom are these performance measures and recruiting costs communicated?
