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Hr business plan audit

Develop a Human Resources Department Business Plan

audit objective of this engagement was to assess the adequacy of the management of HR planning for recruitment and staffing within the Secretariat.’s role in the planning process is summarized as follows:3. on the use of professional service contractors in hr planning, as these contracts accounted for less than 4 percent of total office expenditures for the 2012–13 fiscal year. in addition, the guide was developed to provide integrated planning guidance to departments; however, during the course of the audit, resources were not available to provide support for the guide to departments. however, hr will assess the feasibility of including the following elements in the hr work plan:Expected impacts or outcomes of the priorities and activities,Performance measures, and.. we found that the monthly monitoring report of the office’s sor activities provided details for each audit product line and audit services in terms of completion of sor target, status of expected cost savings, and proposed savings in total and in terms of hours, ftes, salary, and non-salary expenditures. exemplary practices in implementing integrated plans were observed:  one sd has created a corporate learning curriculum to address gaps in skill sets for the organization. are mechanisms in place in sds to monitor performance for integrated planning. is a key piece of the integrated planning process which allows departments to assess whether objectives are met and resource allocation is adequate so they can make adjustments to next year’s plans and priorities.” however, we did not see any subsequent references to this goal in the strategic planning sessions for the 2011–12 or 2012–13 fiscal year.. we also noted that the corporate services strategic plan 2010–14 listed several key performance indicators for the strategic goal of “sustaining audit capacity. some sds also demonstrated the value that the planning provides to support business decisions, such as project funding and staffing, particularly in times of change and given recent government-wide cost containment. in support of financial responsibility and cost containment, departments are focused on achieving efficiencies in operations and have refocused business processes and service delivery platforms. however, due to changes to the hr planning context resulting from the secretariat’s implementation of expenditure reduction initiatives, the value of continuing with the initial audit scope was reassessed. lines of enquiry and related audit criteria8 were updated following the decision to streamline the audit, resulting in the following four lines of enquiry:Line of enquiry 1: roles and responsibilities—the secretariat has established appropriate accountability structures to support hr planning for recruitment and staffing. most sds analyze the cost of options in determining their strategies to achieve business goals, but this cost analysis is not consistently documented given the size and informality of many sds. objective of this audit is to assess the adequacy and effectiveness of sds’ integrated business and human resources planning activities. human resource priorities emerging from strategic planning sessions and include a human resource component in its strategic plan;. board of canada secretariat (the secretariat) was also included in the audit as owner of the guide. outcomes (for example, the successful completion of the planning process, and the strategic objectives that took human resource management into consideration); and. respect to the planning process, the audit team noted that hrd’s draft roadmap to address process 1. continuous review and improvement of processes over time helps to ensure that the information gathered and plans made are useful, relevant and provide value to departments. integrated planning is a key step in implementing the public service modernization act and in promoting healthy federal public service organizations that retain competent, committed and engaged employees. planning updates are provided monthly on the intranet’s ag corner web page. planning handbook for deputy ministers and senior managers, treasury board of canada secretariat, 2007. The scope of the audit covered key management controls and activities, as well as the tools used in support of recruitment and staffing for the 2011–12 fiscal year. resources (hr) planning within treasury board of canada secretariat (the secretariat) is a subset of overall departmental planning. of the auditor general of canada – modernizing human resource management. audit work was put on hold for several months due to the emergence of other audit priorities during that period.

Conducting Human Resource Audits

addition, human resource management (hrm) is also integrated in strategic planning through the office-wide annual risk assessment. middle management provides input through participation in planning sessions and committees and by linking branch‑level operational planning, done in the larger sds, to the departmental plan.. integrated planning aligns human resource priorities and strategies with strategic objectives or operational requirements so that hr priorities and strategies have measurable outcomes. planning templates and guidance documents were posted on a shared network drive, accessible to sector representatives involved in business planning. sds, instead, sought planning guidance from their treasury board analyst, portfolio and other departmental contacts, policy centres, the governance directorate within the government operations sector, and interdepartmental networking groups under the umbrella of the community of federal agencies (cfa) including the small agencies administrative network (saan) and the personnel advisory group (pag). human resource priorities emerging from strategic planning sessions and include a human resource component in its strategic plan;. regard to hr planning tools, the bureau limited its assessment to the suite of tools available for the 2011–12 integrated business planning exercise. evidence was drawn from interviews and documentation review, and is considered sufficient to provide senior management with reasonable assurance on selected aspects of hr planning. this information allows for informed operational decision making and better workforce planning (recruitment strategies, student hiring, and promotional needs). the five steps are as follows: determine business goals; scan the environment; conduct a gap analysis; set hr priorities to help achieve business goals; and measure, monitor and report on progress. the human resource information needed to support strategic planning and operational requirements..2 central agencies have made available sufficient guidance to enable departments in preparing integrated plans (expert panel report). the three leads provide analysis, challenge and support functions for sector-level business plans. sector plans have been developed, hrd and other enabling functions, such as the strategic communications and ministerial affairs (scma) and css directorates, review sector business plans as a source of information to manage their workloads and priorities in order to meet sector needs. more than ever before, adequate and effective integrated planning put in place by departments will help them to make informed decisions, maximize their output and meet their mandates. we also examined whether the planning being done by sds is providing value to the organization.. operational planning is planning of business activities that need to be accomplished to reach the strategic objectives. process for integrated planning (for example, the cycle, stages, components, including human resource implications, and deliverables);. work was put on hold for several months due to the emergence of other audit priorities during that period..1 departments have examined both internal and external factors that may impact their ability to achieve business priorities (integrated planning guide). one sd had a formal mechanism in place to gather manager feedback on and make improvements to all departmental processes, including planning. objective of the audit was to assess the adequacy of the management of hr planning for recruitment and staffing within the secretariat. office’s human resource plan did not account for human resource priorities or requirements resulting from more recent strategic and operational planning. however, the sector-level actual to planned recruitment and staffing performance was not reported to departmental senior management using the available hr reporting mechanisms. a properly executed audit will reveal problem areas and provide recommendations and suggestions for the remedy of these problems. however, we found no evidence that an impact analysis had been conducted of the intended or unintended consequences of implementing the sor, other than a reduction in planned audit work. objective of this audit is to assess the adequacy and effectiveness of small departments’ (sds1) integrated business and human resources planning activities.. the office of the auditor general should update and align its communications content to provide employees with information that is complete and timely, that indicates the importance of activities in supporting strategic objectives and operational requirements, and that describes any impacts an activity might have on individuals. applicable roles, responsibilities and accountabilities, as set out in secretariat’s delegation of human resources authorities instrument and integrated into business planning guidance documents, are reviewed and updated periodically.

  • HR Audit - strategic HR, inc.

    planning handbook for deputy ministers and senior managers, treasury board of canada secretariat, 2007.. however, in the case of some of the other information provided to staff on corporate and human resource initiatives, the office distributed this less frequently and with fewer details:Although plans and initiatives were announced internally via news from the executive committee, these announcements covered only matters discussed at meetings of the committee. objective of this audit is to assess the adequacy and effectiveness of small departments' (SDs) integrated business and human resources planning activities. for example, for the 2013–16 planning cycle, planned recruitment and staffing actions will be captured in the salary forecasting tool (sft) of sap and will be updated on a quarterly basis. importance of integrated business and human resources (hr) planning in the federal public service was highlighted with the launch of the public service renewal initiative in 2006–07. the expert panel report focuses on four key recommendations:There should be continued affirmation of the importance of integrated planning from the clerk of the privy council;. human resource plan made reference to strategic priorities and operational requirements; and. the strategic planning team is developing a governance framework (that is, a strategic planning process framework) that supports the integration of human resource planning into strategic planning. audit approach and methodology was risk-based and conformed with the internal auditing standards for the government of canada. however, we found that the office had not formally defined, documented, and communicated some of the roles and responsibilities related to strategic or integrated human resource planning:Documentation on management roles and responsibilities did not include a responsibility for integrated human resource planning. this information allows for informed operational decision making and better workforce planning (recruitment strategies, student hiring, and promotional needs)..3 treasury board secretariat is enabling the sharing of good practices in integrated planning across departments (expert panel report).. we also examined whether mechanisms were in place to monitor and evaluate performance so that the office of the auditor general could know whether the hr strategies contributed to strategic priorities and operational requirements. planning handbook for deputy ministers and senior managers, treasury board of canada secretariat, 2007.  some noteworthy practices and tools are being employed including resource sharing, talent management and developmental programs, and specialized planning databases for resource allocation. however, we found there was no formal, office-wide mechanism in place to collect, analyze, and document the knowledge, skills, and experience of auditors, or to determine any gaps in requirements. level best-practices would facilitate planning in sds and would illustrate and clarify central agency and sd expectations as to where sds concentrate their planning resources and efforts. secretariat has established the main elements of an adequate monitoring and reporting regime to support hr planning for recruitment and staffing. as noted earlier, the strategic objectives of the strategic operational review (sor) and the strategic goal of “sustaining audit capacity” were the hr-related corporate priorities in effect during the period under review..1 departments have set up systems and controls to track performance indicators for integrated business and human resources planning (integrated planning guide). the review did not assess the adequacy, effectiveness, comprehensiveness or usefulness of these planning tools. of enquiry 3: hr planning tools—the secretariat has developed hr planning tools to facilitate the development of recruitment and staffing strategies.. in examining the extent to which human resource planning was integrated with strategic planning, we found that improvements could be made in documenting the links between. expert panel report noted that successful planning efforts from the public service should be shared and enhanced through referencing in other organizations and sectors. also found that the corporate services strategic plan 2010–14 was the main information tool used by human resources to communicate corporate hr strategies and initiatives to employees. selected the criteria for this internal audit based on guidance from the privy council office and the treasury board of canada secretariat, and on our professional standards and knowledge of the subject matter. for both the 2011 and 2012 annual strategic planning meetings, no decisions were logged. also, the audit found that hrd reported the results of its monitoring activities through various means, including the following:The semi-annual staffing monitoring report;., there has been a significant discrepancy between planned and actual recruitment and staffing actions.
  • Horizontal Internal Audit of Integrated Business and Human

    however, we found no evidence to suggest that the executive committee was briefed on the status of the corporate services goal of “sustaining audit capacity” apart from activities related to the professional development of auditors. secretariat has formally developed and communicated documents that clearly outline roles, responsibilities and accountabilities to support hr planning for recruitment and staffing. determination of the adequacy of planning in the sds tested was based on the extent to which the five-step approach described in the secretariat’s guide was implemented. the office had systems and practices in place to support integrated human resource planning, but it could make improvements. essential components of managing the hr planning process and to track and demonstrate results, the audit team expected the secretariat to have established a monitoring and reporting regime to support hr planning for recruitment and staffing. the key steps of integrated planning allows organizations to assess and understand their current and future hr needs to meet business objectives. on its intranet site, the office posted guidance on operational planning, as well as information on planning accountabilities.  the secretariat has recently repurposed its resources to support integrated planning in departments. of human resource planning with strategic planning,Integration of human resource planning with operational planning,The human resource plan,A good practice that supported strategic planning, and. of human resource planning: human resource planning is integrated with strategic and operational planning. planning handbook for deputy ministers and senior managers, treasury board of canada secretariat, 2007.. a governance structure that supports the integration of human resource planning into strategic and operational planning is essential for efficient oversight and stewardship of human resources in the execution of public mandates.. we found that at the time of planning individual audits, audit principals conducted an assessment to ensure that the audit team had the competencies for the planned audit work. as such, the engagement does not provide assurance on the completeness and effectiveness of planning activities, strategies and tools for recruitment and staffing. a description of roles and responsibilities for planning is present in all sds. common human resources business process (chrbp) is the standard for hr service delivery across the government of canada. audit concluded with a reasonable level of assurance that the management of hr planning for recruitment and staffing within the secretariat was adequate. strategic planning team will support the implementation of the strategic planning process framework through various communication mechanisms, including posting the process framework on the team’s intranet page. human resources group will work with the comptroller’s group to integrate human resource management into budget planning activities, as needed. in reviewing the minutes of the human resources subcommittee, we found a number of recurrent items: strategic issues related to the sor and to workloads of principal auditors; the draft hr plan for 2012–15; and policy initiatives (revised delegation of hr authorities, and the official languages policy). the team’s efforts add value to the office by improving audit practices and office operations and by encouraging learning and continuous improvement. 855 transfers due to government restructuring in css, the office of the chief human resources officer, scma, and the internal audit and evaluation bureau. an audit involves systematically reviewing all aspects of human resources, usually in a checklist fashion. human resources informed us that there were no significant hr projects requiring additional funds during the period under review, and consequently, no further work was undertaken on the costing estimates in the corporate services strategic plan. sector business plans are then analyzed to identify corporate issues and opportunities, which inform resource decisions. was also noted during the audit that hrd has completed a gap analysis of its activities against process 1. guidance for integrated planning is available to departments from a variety of sources and departments make use of this guidance in meeting their obligations. these two stakeholders, along with the corporate services sector (css) (including the financial management directorate and information management and technology directorate) co-lead the integrated planning exercise. operational requirements, the hr team’s participation at monthly operational planning meetings with the finance team and the career management team provides a mechanism for hr to monitor progress on activities and priorities, and provides an opportunity to update and revise the work plan, as needed.
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  • Internal Audit Report—Integrated Human Resource Planning

    most sds have implemented the key planning steps and processes from the treasury board secretariat’s integrated planning guide which have enabled them to support current and future organizational needs.. the office of the auditor general should develop a governance framework that supports the integration of human resource planning into strategic and operational planning. planning has been integrated across the organizations and supported by senior management. planning updates are provided monthly on the intranet’s ag corner web page. as part of their priority setting, sds scan their environment to identify factors and risks affecting their ability to meet their business goals. was defined as effective if the process an sd followed resulted in the development, implementation and monitoring of integrated business and hr plans that supported current and future organizational needs4. and evaluation: hr priorities and strategies are measured, monitored, and evaluated, and they inform the next corporate planning exercise. specifically, the secretariat has:Established and communicated appropriate accountability structures to support hr planning for recruitment and staffing;. this audit found no major deficiencies, there are no recommendations outlined in this report. due to the aforementioned refinements to the audit scope and objective, users of the planning process across the various sectors were not interviewed. findings of this audit were presented to each of the fifteen departments included in the scope of the audit. office’s human resource plan did not account for human resource priorities or requirements resulting from more recent strategic and operational planning. human resources team will identify and provide the hr information needed to inform the strategic planning process framework. sds are also participating in the implementation of major government-wide priorities, such as the clerk of the privy council’s priorities, speech from the throne and cost containment initiatives, which are included in most sds’ plans. some of the new tools we have developed in the last two years to improve the quality of our communications with employees include the following:After each executive committee meeting, assistant auditors general are tasked with sharing key messages with their teams. the secretariat, the priorities and planning sector (p&p) is responsible for departmental planning and reporting; hrd is responsible for providing strategic hr advice, guidance and services to the secretariat’s staff. furthermore, these risks were not identified in the office’s human resource plan, which was integrated into the corporate services strategic plan. the audit could not conclude on the completeness of the standards and measures; however, the audit did find that hrd had an appropriate process in place to address completeness in the finalized standards. processes employed for 2012–2013 planning were also taken into consideration to supplement the evidence, as required.. as part of the strategic planning session for the 2012–13 fiscal year, we found that the office began to update the organization’s vision and values, and to develop a strategic framework in the form of a balanced scorecard.. we examined the communication tools used within the office of the auditor general, and the extent to which the office distributed information on human resource strategies in support of strategic priorities and operational requirements internally (to staff) and externally (to stakeholders).. in developing human resource strategies to support corporate strategic objectives and operational requirements, the office of the auditor general should ensure that details are provided on. integrated planning goes hand-in-hand with building effective and cohesive organizations. town halls are now being employed as another means to provide opportunities for timely updates and discussion between the auditor general, the executive committee, and employees.. given the lack of documentation on roles and responsibilities for integrated human resource planning, we did not see evidence that key accountabilities had been formally approved. and ongoing enhancements to integrated business planning (including hr planning). resource priorities and strategies are measured, monitored, and evaluated, and they inform the next corporate planning exercise.. the internal audit team selected the following criteria for assessing the office’s systems and practices:Governance framework: an effective governance framework for integrated human resource (hr) planning is in place. these standards require that the audit be planned and performed in a way to obtain reasonable assurance that the audit objectives were achieved.
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Audit: What is an HR Audit?

Audit of Human Resources Planning for Recruitment and Staffing

there are processes in place and direction and guidance from senior management to support planning across sds allowing them to set priorities for the organization to achieve their mandate and meet broader government priorities and initiatives. sds have also identified strategic partners – for example, through shared interests, as part of their program activities, or for cost recovery purposes – who help them achieve their mandate, business goals, and by extension government-wide outcomes. to help achieve this framework, the office should define, document, approve, and communicate all roles and responsibilities that support strategic and human resource planning activities and should subsequently assess the effectiveness of the governance framework.. from our review of the corporate services strategic plan, we found that the office developed human resource strategies to address the corporate goal of “sustaining audit capacity.. we were informed that the assistant auditor general, corporate services, met with senior management of audit operations to determine human resource requirements, and to discuss the needs of principals and directors for staffing planned audits. human resources audit is a comprehensive method (or means) to review current human resources policies, procedures, documentation and systems to identify needs for improvement and enhancement of the hr function as well as to assess compliance with ever-changing rules and regulations., a post-mortem exercise is conducted annually on the integrated business planning process that is attended by planning leads and sector clients. direction - there is effective direction and enablement on integrated planning from central agencies. audit criteria were derived from the office of the comptroller general’s audit criteria related to the management accountability framework: a tool for internal auditors. is integrated in operational planning through critical information (for example, attrition rate, overtime usage, leaves without pay, expected retirements) at monthly meetings between finance, human resources, and career management teams. in most sds, planning deliverables are included in executive performance agreements which provide accountability and incentive to those charged with achieving organizational and, by extension, government-wide objectives. information: hr information used for strategic and operational planning is factual and timely and is used when defining human resource requirements. in addition, the secretariat was included in the audit because of its role as a central agency in providing guidance to departments. finally, consideration of broader government of canada priorities in planning helps reaffirm departments’ role in achieving government-wide objectives. some of the new tools we have developed in the last two years to improve the quality of our communications with employees include the following:After each executive committee meeting, assistant auditors general are tasked with sharing key messages with their teams. expert panel report emphasized that at a minimum integrated planning is about linking people plans to business goals but ultimately integrated planning needs to pull everything together.. we found that the corporate services subcommittee received a copy of the 2013 update of the corporate services strategic plan. roles and responsibilities for planning provide accountability and clarity of process; information systems support decisions about resource allocation. the main elements of an adequate monitoring and reporting regime to support hr planning for recruitment and staffing;., we found that “target year for completion” was the only measurable indicator provided for the human resource initiatives listed in the corporate services strategic plan. sds are monitoring the plans – departmental and required – they have put in place to fulfill central agency reporting requirements.  sds are making changes as required to improve and streamline planning in their organizations to ensure planning exercises continue to add value to their organizations. sds have focused mandates and few program activities, which facilitates linkages between their business goals, mandate, applicable legislation and government of canada outcomes. management is driving planning in sds and there are processes in place to integrate input from all areas of the organization.. this internal audit focused on determining whether the office of the auditor general of canada integrated human resource (hr) planning with corporate governance and strategic and operational planning, so that appropriate numbers of qualified people were available when and where needed. specifically:Hrd is conducting a review of the utilization of the service standards in peoplesoft with staffing and classification assistants and advisors. in the absence of any formal internal record of strategic planning decisions taken, the yearly report on plans and priorities became the primary tool for staff to learn about office priorities. hr planning tools were supported by guidance documents and information sessions to assist sectors in their completion. appendix a contains a list of the fifteen departments included in the audit.

Recruitment and selection | HR | Auditing business functions

in some sds, there was evidence that process improvements were being made annually, such as streamlining or requesting additional information from managers and changes to integrated planning templates to improve the efficiency or quality of the process. human resource information used for strategic and operational planning was factual, timely, and used when defining human resource requirements. internal audit is important because integration of human resource planning with governance as well as with strategic and operational planning is a way of supporting the achievement of stated strategic objectives and operational requirements. collaboration with audit operations’ management, the career management team uses retain and realistic profile to determine and plan human resource needs (for example, full-time equivalent employees, capacity, and competencies). strategic planning team will support the implementation of the strategic planning process framework through various communication mechanisms, including posting the process framework on the team’s intranet page..4 departments have identified gaps in current and required human resource needs to achieve business priorities (integrated planning guide). was found that the secretariat had developed a suite of hr planning tools to facilitate the development of recruitment and staffing strategies. reviewed whether the key integrated planning steps from the guide – setting business goals, scanning the environment, conducting a gap analysis, setting hr priorities and determining strategies to achieve goals – were in place in sds and being implemented to develop integrated plans. reviews the submitted sector business plans from an hr perspective and fulfills a challenge function to ensure the reasonableness of sector plans. audit covered planning activities in sds undertaken for the development of plans for the 2011–2012 fiscal year—integrated, business, hr, parliamentary requirements, and other plans, as applicable. town halls are now being employed as another means to provide opportunities for timely updates and discussion between the auditor general, the executive committee, and employees. this outlined the importance of operational planning in providing the resources required to conduct audits. objective of this audit was to assess the adequacy and effectiveness of sds’ integrated business and human resources planning activities..1 plans are developed to address gaps and achieve business objectives of the organization (integrated planning guide). as a result, hr planning is undertaken to support and coordinate the planned hr needs of the department., the audit objective of this engagement was to assess the adequacy of the management of hr planning for recruitment and staffing within the secretariat. (hr planning, work and organizational design and reporting) of the office of the chief human resources officer’s (ochro’s) common hr business process.. we also examined whether the office had assessed the effectiveness of its governance framework for integrated human resource planning. following the bureau’s assessment of scope and in consultation with the secretariat’s audit committee, the audit scope was refined to provide assurance on selected aspects of hr planning. secretariat has developed, communicated and maintained a suite of hr planning tools to facilitate the development of recruitment and staffing strategies.. integrated human resource planning also informs strategic and operational decision making by providing information such as. following table outlines the systems and practices, as well as the criteria that we used for our internal audit. the expert panel report concluded that the public service had made a good start implementing integrated planning but that planning had not yet matured3 and there were many opportunities for improvement. finance and hr representatives participate in management committee meetings and present financial and hr reports from departmental information systems to support planning, budgeting and resource‑allocation decisions. office had defined human resource priorities as part of its strategic planning processes;. outcomes of the annual risk assessment exercise,The human resource priorities emerging from the annual strategic planning sessions, and. audit was initially planned to provide assurance on the complete hr planning process in support of recruitment and staffing, including the effectiveness of existing tools. and responsibilities for integrated planning (for example, of the executive committee, the assistant auditor general of corporate services, the human resources group, the finance group, the strategic planning group, and so on);. human resources team’s work plan addresses people priorities established through the office’s annual strategic planning process.

Develop a Human Resources Department Business Plan

Main Elements of a Human Resource Audit |

of the expert panel on integrated business and human resources planning in the federal public service, privy council office. the engagement was originally identified as the audit of human resources planning in the secretariat’s risk-based audit plan 2011–14. when we reviewed the information provided in the corporate services strategic plan for the projects noted as completed, we found that there were few details given about each project. to do this, there needs to be a strong alignment between the office’s strategic and operational planning processes and its human resource priorities and strategies. engagement was conducted in accordance with the internal auditing standards for the government of canada. these decisions then support the development of the secretariat’s report on plans and priorities and individual sector business plans. hr planning, work and organizational design and reporting have been grouped into one of seven areas that make up a comprehensive model for delivering hr services that leverage industry and public service–wide leading practices. the corporate services strategic plan 2010–14 included the office’s human resource plan. of enquiry 2: monitoring and reporting—the secretariat has established an adequate monitoring and reporting regime to support hr planning for recruitment and staffing.. although there are no recommendations contained in the report, any best practices and other lessons learned identified will be incorporated into the secretariat’s hr planning processes for recruitment and staffing, where appropriate. given the lack of human resource information used for strategic and operational planning, we could not determine if such information was assessed by management for reliability, validity, and timeliness. penalties such as these help define the risk of non-compliance and signify the importance of conducting periodic hr audits, an audit can also ensure that policies and procedures are fair and consistent across the organization and strengthen employee satisfaction. planning for recruitment and staffing involves various parties within the secretariat. 2007, the treasury board secretariat (the secretariat) issued the integrated planning guide2 (the guide) to help departments integrate hr and business planning in order to deliver on departmental goals and to provide services to canadians. on the clerk’s work was the december 2008 report of the expert panel on integrated business and human resources planning in the federal public service (expert panel report).. strategic planning is planning related to the broad orientations and goals of the office, which are determined by the executive committee. also, sectors are encouraged to make use of regular communications with staffing advisors throughout the fiscal year to discuss planned recruitment and staffing actions. was no job description for the principal responsible for strategic planning. expert panel report emphasized that the implementation of integrated planning is an evolving multi-year process and that the best approach is a simple one—simple to apply, simple to understand and simple to sustain. the secretariat has formally developed documents that outline roles, responsibilities and accountabilities related to hr planning for recruitment and staffing. and responsibilities for integrated planning (for example, of the executive committee, the assistant auditor general of corporate services, the human resources group, the finance group, the strategic planning group, and so on);. we found no similar guidance for strategic or integrated human resource planning. in addition to required reporting, most sds track performance for integrated planning through action plans, which are updated and presented to management committees by the individuals responsible for their implementation, in addition to regular financial and hr systems reports. also, hrd will implement a “tracker” to provide sector-specific hr information and gather timely sector-level hr information for planning, monitoring and reporting purposes on a quarterly basis. sds also noted that the secretariat could take the lead in sharing more sd planning practices and expectations through departmental networking groups such as the saan. definitions of adequacy and effectiveness along with the related audit criteria were based on the guidance and definition of integrated business and hr planning available to departments in the guide at the time of the audit and in the recommendations of the expert panel report. reviewed and accepted the suitability of the criteria used in the internal audit. of ochro’s chrbp has identified opportunities to improve tools to support continuous planning. we found that operational planning served to allocate financial and human resources to audit services, to audit practices, and to specific audits.

Conducting Human Resource Audits

Workforce StrategyAudit Survey Report - KPMG

. although there are no recommendations contained in the report, any best practices and other lessons learned identified will be incorporated into the secretariat’s hr planning processes for recruitment and staffing, where appropriate. is integrated in operational planning through critical information (for example, attrition rate, overtime usage, leaves without pay, expected retirements) at monthly meetings between finance, human resources, and career management teams.  most have recognized these risks, have identified it as a priority in their integrated plans and have begun implementing strategies to mitigate these risks - sds are encouraged to continue the work they have started in this area., integrated planning in most of the sds tested is adequate and effective..2 a departmental workforce analysis has been performed to determine key shortages or potential surpluses in the organization (integrated planning guide). we found, however, that this strategic priority was not reflected in the office’s human resource plan. internal audit focused on determining whether the office of the auditor general integrated human resource planning with strategic and operational planning, so that appropriate numbers of qualified people were available when and where needed. that the human resource plan is integrated and in line with both operational and strategic plans; and. middle management involvement ensures that operational realities are captured in the departmental plan and facilitates linkages between planning at the branch and departmental levels. human resources team will identify and provide the hr information needed to inform the strategic planning process framework. planning tools are reviewed and updated annually, as required, based on informational requirements and the feedback provided from users during the annual post-mortem exercise, which is attended by both integrated business planning leads and sector clients.. this internal audit is important because integration of human resource planning with governance as well as with strategic and operational planning is a way of supporting the achievement of stated strategic objectives and operational requirements. the bureau’s assessment of scope and in consultation with the secretariat’s audit committee, the audit objective and scope were refined to provide assurance on selected aspects of hr planning. without an evaluation of results achieved, management might not have the information it needs to know its current capacity and to plan effectively. the ratio of actual to planned recruitment and staffing actions has ranged from 3:1 to over 9:1 in the previous three fiscal years. is opportunity to further facilitate the sharing of integrated planning practices. as a second step, the auditor general’s management exchange now serves as a forum to respond to questions from management and discuss key topics to gain a common understanding and key insights. audit did not include hr activities undertaken in support of government-wide recruitment and staffing activities (e. we found no evidence that the office had conducted a cost-benefit analysis for individual hr strategies listed in the corporate services strategic plan., communicated and maintained a suite of hr planning tools to facilitate the development of recruitment and staffing strategies; and..2 departments are monitoring to ensure integrated business and human resource plans are adding value to the organization (integrated planning guide). in reviewing the strategic planning documentation available for the 2011–12 and 2012–13 fiscal years, we did not find documented evidence that the human resource risks identified in 2012 were considered during the strategic planning sessions. human resources group will work with the comptroller’s group to integrate human resource management into budget planning activities, as needed. feedback discussed during these sessions is considered and incorporated, where applicable, into the following year’s integrated planning processes and tools. the time of reporting, the secretariat was in the process of enhancing its approach to integrated business planning in the context of its current operating environment. guidance for integrated planning is available to departments from a variety of sources and departments make use of this guidance in meeting their obligations. hr planning tools included fund centre and sector workbooks that captured planned staffing needs by quarter, including recruitment and staffing processes, as well as narrative sections in the sector business plan template to elaborate on recruitment and staffing needs. specifically:The secretariat’s governance structure is defined in the secretariat’s integrated business plan 2010–11, as well as training materials on integrated business planning. that the human resource plan is integrated and in line with both operational and strategic plans; and.

HR Audit - strategic HR, inc.

of the expert panel on integrated business and human resources planning in the federal public service, privy council office. this component requires sectors to identify recruitment and staffing needs and plans, among other hr needs..2 departments have considered their mandate, legislative requirements and their role in the meeting of broader government of canada priorities in setting business goals for the organization (integrated planning guide). we found that the office had articulated and documented a governance framework for operational planning. the framework also included provisions for approving, monitoring, and reviewing the operational planning process and the office’s overall operational plan. receive planning guidance through multiple central agency policies and through legislation, such as the policy on the management of resources and results structures which includes the report on plans and priorities (rpp)5 and the departmental performance report (dpr)6 requirements, the policy on investment planning, and the public service employment act.. we concluded that the office of the auditor general of canada had not integrated human resource planning with strategic and operational planning. these updates for the 2013–16 planning cycle will aim to increase the usefulness and relevance of planning to sector heads by streamlining the process using information management and information technology tools, and requesting only core information with a focus on key departmental priorities and risks. requested in the hr planning tools, certain regular and recurring staffing activities have also been traditionally absent from completed sector planning documents.. we found that in 2009 the office had established a strategic goal of “sustaining audit capacity.. we found that operational planning discussions about human resource requirements were not documented. engagement was limited to the planning process and tools in support of recruitment and staffing for the 2011–12 fiscal year. as a result, hr planning is undertaken to support and coordinate the planned hr needs of the department.., financial officer recruitment and development/internal auditor recruitment and development (ford/iard) program). in addition, we found that the office had not defined the human resources group’s responsibilities for monitoring the outcomes of human resource planning or for reporting on them. has defined recruitment and staffing for the purposes of its planning as follows:Recruitment: hiring from outside (external to) the federal public service; and. most sds tested, business planning and human resources planning are integrated and sds have begun implementing elements of succession planning. of the expert panel on integrated business and human resources planning in the federal public service. also, given the opportunity to update plans closer to actual actions, it is further expected that the discrepancy between planned and actual recruitment and staffing actions will be reduced. the secretariat, the annual departmental integrated planning cycle is initiated in the second quarter, beginning with the update of the corporate risk profile. reviewed integrated planning guidance provided to departments by the secretariat to determine whether it is sufficient, whether expectations are achievable and effective, and whether the secretariat is facilitating the sharing of exemplary practices with sds. human resource requirements emerging from operational planning and include a human resource component in its operational plan;. however, in light of recent expenditure reduction initiatives and the resulting changes to the hr context, the value of continuing with the initial audit scope was reassessed. as a second step, the auditor general’s management exchange now serves as a forum to respond to questions from management and discuss key topics to gain a common understanding and key insights. we also found that the office communicated its strategic priorities such as the sor through the report on plans and priorities, and reported on the outcomes of these priorities in its departmental performance report. when senior management leads planning, it provides employees with clear strategic direction and fosters a planning culture within the organization. it also recommended that, to the extent possible, all information be integrated into one overall plan. expert panel report defines mature planning as follows: all enablers are integrated, planning is used in decision making, processes reflect best practices, and a planning culture is embedded in the organization. are monitoring and tracking performance indicators for integrated planning through central agency and departmental reporting mechanisms.

reviewed the systems and mechanisms that sds use to track performance of integrated planning outcomes..1 departments have put in place management processes to both integrate input from all areas of the organization and ensure an understanding of the planning process across the organization (expert panel report, integrated planning guide). furthermore, hrd tracked actual recruitment and staffing activities at a sector level and compared them with sector business plans, which resulted in variance reports that were discussed with sector representatives during meetings held in the first and third quarters of fiscal year 2011–12. internal audit covered the systems and practices that were in place between april 2011 and december 2013. more precisely, the audit team expected to find performance measures linked to recruitment and staffing strategies, as well as monitoring activities, including a comparison of actual recruitment and staffing activities against sector business plans. we found that information used to support strategic and operational planning processes was mainly financial in nature, providing data such as the number of full-time equivalents, head counts, and salary expenditures., integrated planning in most of the sds tested is adequate and effective. human resources team’s work plan addresses people priorities established through the office’s annual strategic planning process. on the reviewed sector business plans, hrd, css and p&p provide the secretary of the treasury board with advice on resource allocation, priorities, etc. the beginning of this internal audit, we presented the office’s audit committee with an audit plan summary that identified the systems and practices, and related criteria, that we considered essential for examining integrated human resource management at the office of the auditor general. internal audit of integrated business and human resources planning in small departments. on sector business plans, hrd prepares its own annual plan.. during the period under review, we did not find evidence that the office had considered other types of human resource information that would support strategic or operational planning, such as. we found that there was no link between the hr plan and more recent strategic planning or operational planning requirements. an example of an opportunity identified in the roadmap is to build hr feedback into the planning process. audit was conducted during the period of august 2011 to december 20121 and covered hr planning tools and activities in support of recruitment and staffing for the 2011–12 fiscal year. exemplary practices were observed: one sd maintains a single, comprehensive planning and reporting governance document, which provides clarity and simplicity of process – a critical success factor. and reporting: the secretariat has established an adequate monitoring and reporting regime to support hr planning for recruitment and staffing. in light of the recent cost containment measures in the federal public service, having effective human resources strategies in place, developed through integrated planning, will help sds to deliver on their mandate and their business goals. two larger sds maintain specialized planning databases to support resource allocation and training and to facilitate clear links between hr and operational objectives.. more details about the audit objective, scope, approach, systems and practices examined, and criteria are in about the internal audit at the end of this report. purpose of an hr audit is to recognize strengths and identify any needs for improvement in the human resources function.  in support of financial responsibility and cost containment, departments are focused on achieving efficiencies in their operations, and have refocused business processes and service delivery platforms.  there are opportunities to improve the coordination of this guidance to ensure that clear and consistent planning expectations and requirements are communicated to departments. determine whether the office of the auditor general integrated human resource planning with strategic and operational planning, so that appropriate numbers of qualified people were available when and where needed, we used the following criteria:An effective governance framework for integrated human resource planning is in place. summary, roles, responsibilities and accountabilities to support hr planning for recruitment and staffing were clearly defined, documented and communicated. a result of this audit, we concluded that the office had not integrated human resource planning with strategic and operational planning.. the office of the auditor general should update and align its communications content to provide employees with information that is complete and timely, that indicates the importance of activities in supporting strategic objectives and operational requirements, and that describes any impacts an activity might have on individuals. order to highlight and communicate the department’s organizational priorities with respect to recruitment and staffing, the audit team expected the secretariat to develop, communicate and maintain recruitment and staffing strategies.

Horizontal Internal Audit of Integrated Business and Human

most sds have implemented the key planning steps and processes from the treasury board secretariat’s integrated planning guide which have enabled them to support current and future organizational needs. collaboration with audit operations’ management, the career management team uses retain and realistic profile to determine and plan human resource needs (for example, full-time equivalent employees, capacity, and competencies). audit focused on the following lines of enquiry:Roles and responsibilities: the secretariat has established appropriate accountability structures to support hr planning for recruitment and staffing. these recruitment and staffing strategies were updated and streamlined, as evidenced by the inclusion of the strategy as an appendix in the following year’s hr plan to ensure consistency between the documents and decrease reporting burden. practice review and internal audit team of the office of the auditor general of canada provides the auditor general with independent and objective information, advice, and assurance. review of the process for integrated planning to assess its effectiveness.“approach to integrated business planning 2013–16,” presented to exco on december 12, 2012. the office had systems and practices in place to support integrated human resource planning, but it could make improvements. planning processes and tools for the 2012–13 and following fiscal years may differ from the described process, as a result of government expenditure reduction initiatives. to the streamlined scope of the audit, interviews and documentation review were limited to representatives from the sectors co-leading the annual integrated business planning initiative, namely, hrd, p&p and css. human resource requirements emerging from operational planning and include a human resource component in its operational plan;. size of most sds and frequent interactions between senior and middle management facilitate organization-wide input on planning. requested and received an action plan from management on 22 october 2015. planning guidance is available to sds from various sources, however sharing of good practices could be further facilitated.. monitoring and evaluation of strategies, initiatives, and plans help to ensure that executive decisions are carried out as intended, and that timely corrective action is taken when necessary. the outcomes can also be used to report on progress and success, and to inform the next planning period. review of the process for integrated planning to assess its effectiveness. noted above, hrd co-leads the annual integrated business planning process and focuses on the hr planning component. audityou are here: home / services / hr strategy / hr auditwhat is a human resources audit? work carried out during the audit consisted of interviews with key stakeholders and documentation review. planning is the combination of business planning—setting directions and priorities for an organization—and human resources planning—putting in place the people to achieve the desired results for the organization and, ultimately, for the public service as a whole. specifically, the secretariat has:Established and communicated appropriate accountability structures to support hr planning for recruitment and staffing;..3 middle management up through senior management have developed cost effective options to achieve business goals (expert panel report). sds determine their business goals for the rpp or a departmental strategic plan. addition, human resource management (hrm) is also integrated in strategic planning through the office-wide annual risk assessment. planning handbook for deputy ministers and senior managers, treasury board of canada secretariat, 2007., communicated and maintained a suite of hr planning tools to facilitate the development of recruitment and staffing strategies; and. by linking the quarterly financial forecast process to the integrated business planning cycle, duplicate data entry on the part of sectors is eliminated, and the accuracy and completeness of planned recruitment and staffing actions is expected to improve. therefore, the audit team expected to find clear documentation of roles, responsibilities and accountabilities for hr planning to support recruitment and staffing for each of these parties, and to find that these roles, responsibilities and accountabilities would be clearly communicated.

Internal Audit Report—Integrated Human Resource Planning

in sds, where capacity is often limited, effective integrated planning can enable departments to recruit, retain, and maximize their available resources. to help achieve this framework, the office should define, document, approve, and communicate all roles and responsibilities that support strategic and human resource planning activities and should subsequently assess the effectiveness of the governance framework. and the remaining co-leads work together to prepare the annual launch of business planning. the sharing of exemplary practices by the secretariat enables the efficient communication of those practices and encourages sds to continuously improve in the area of integrated planning. documents outline hrd’s accountabilities and how these fit into the department-wide integrated planning exercise. audit concluded with a reasonable level of assurance that the management of hr planning for recruitment and staffing within the secretariat was adequate. strategic operational review was the only human resource–related strategy that was measured, monitored, and evaluated during the period under audit. operational requirements, the hr team’s participation at monthly operational planning meetings with the finance team and the career management team provides a mechanism for hr to monitor progress on activities and priorities, and provides an opportunity to update and revise the work plan, as needed. on plans and priorities are annual individual expenditure plans for each department and agency (excluding crown corporations) submitted to parliament. the human resources (hr) team’s priorities and activities for supporting the office’s objectives are outlined in the hr work plan (for example, lists of projects, time frames, and accountabilities). have put in place mechanisms to monitor performance against their integrated plans. even though strategic plan 2010–14 was updated in 2013, it did not reflect other corporate exercises such as the 2010 employee surveys, the results of the 2012 corporate risk assessment, and the 2012 strategic operational review.. employees’ knowledge, skills, and experience are key success factors in the delivery of the mandate of the office of the auditor general. we found that the professional development business plan for 2013–16 outlined the office’s training priorities for the period and referred to the new draft strategic plan / balanced scorecard, in an effort to align the professional development business plan with the strategic framework. was found that the secretariat has established appropriate accountability structures to support hr planning for recruitment and staffing. we did not see information on other hr initiatives outlined in the corporate services strategic plan. resource information used for strategic and operational planning is factual and timely, and is used when defining human resource requirements. the framework explained the process for operational planning, and set out the roles and responsibilities of those responsible. the time of the audit, these draft standards were being piloted within hrd, with the intent of launching the final set of service standards in april 2013. scope of the audit covered key management controls and activities, as well as the tools used in support of recruitment and staffing for the 2011–12 fiscal year. appendix b contains a list of sources for criteria and appendix c contains a detailed listing of the objectives and related criteria used in the audit.  as planning in sds evolve and mature we would encourage them to continue their integration of additional elements beyond business and hr such as information technology, accommodations and procurement. although the audit covered hr planning activities, strategies and tools in support of recruitment and staffing for the 2011–12 fiscal year, the audit did not provide assurance on their completeness and effectiveness..1 treasury board secretariat has identified requirements expected of departments for integrated planning that are achievable and effective for the organization (expert panel report). however, hr will assess the feasibility of including the following elements in the hr work plan:Expected impacts or outcomes of the priorities and activities,Performance measures, and. april 1, 2012, the policy on internal audit defines an sds as any department with an operating budget of less than 0 million per year, with the exception of the offices of the agents of parliament. planning conducted by principals for specific audit engagements,Human resource strategies in terms of effectiveness,The information provided by corporate services, or.. we examined whether the office of the auditor general of canada had defined, approved, documented, and communicated roles and responsibilities to support integrated human resource planning. this includes developing various planning tools designed to gather required information and assist management in their completion.

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. the office of the auditor general should develop a governance framework that supports the integration of human resource planning into strategic and operational planning. the strategic planning team is developing a governance framework (that is, a strategic planning process framework) that supports the integration of human resource planning into strategic planning. these elements will be considered in future risk-based audit plans, and in light of ongoing refinements being made to the integrated business planning process at the secretariat. planning tools: the secretariat has developed a suite of hr planning tools to facilitate the development of recruitment and staffing strategies. more than ever before, adequate and effective integrated planning put in place by departments will help them to make informed decisions, maximize their output and meet their mandates. internal audit and evaluation bureau (the bureau) has completed an audit of human resources planning for recruitment and staffing. responsibilities for developing integrated business plans, as well as how the gathered information is used, is outlined in the “guide to sector integrated planning at tbs 2011–14..2 the secretariat monitors actual recruitment and staffing against planned recruitment and staffing by analyzing, comparing and explaining variances and adjusting plans as needed, and reports on the results of monitoring activities. the human resources (hr) team’s priorities and activities for supporting the office’s objectives are outlined in the hr work plan (for example, lists of projects, time frames, and accountabilities). strategic operational review was the only human resource–related strategy that was measured, monitored, and evaluated during the period under audit. planning is a subset of overall departmental planning and of sector-level business planning. objective of the audit was to determine whether the office of the auditor general of canada (the office) integrated human resource planning with strategic and operational planning, so that appropriate numbers of qualified people were available when and where needed. since december 2013, the strategic planning process has identified office priorities for the coming year, including human resource (hr) priorities.. in developing human resource strategies to support corporate strategic objectives and operational requirements, the office of the auditor general should ensure that details are provided on. in addition, hrd prepares the secretariat’s three-year hr plan, which explains the secretariat’s hr management priorities, including the implementation of the secretariat’s recruitment and staffing strategy, which describes strategies to address hr gaps across the secretariat. representatives are available throughout the planning process to provide sectors with guidance, support and feedback. we found no record of discussion of other human resource strategies set out in the corporate services strategic plan. since december 2013, the strategic planning process has identified office priorities for the coming year, including human resource (hr) priorities. the main elements of an adequate monitoring and reporting regime to support hr planning for recruitment and staffing;. departmental performance report provide performance information against the reports on plans and priorities,Report a problem or mistake on this page. process for integrated planning (for example, the cycle, stages, components, including human resource implications, and deliverables);. and facilitation from the secretariat helps ensure that sds understand what is required and expected of them in the area of integrated planning. resourcing decisions are then incorporated into the secretariat’s annual integrated business plan and are used to update the secretariat’s three-year hr plan. outcomes (for example, the successful completion of the planning process, and the strategic objectives that took human resource management into consideration); and. the human resource information needed to support strategic planning and operational requirements. part of our regular audit process, we obtained management’s confirmation that the findings in this report are factually based. management and planning of succession in sds is one of the key strategies in addressing hr priorities for sds as knowledge is retained by few individuals making the impact significant when those individuals depart or retire. also discussed were rotation requirements, the identification of potential candidates for positions that might become vacant, possible retirements in the near future, and the movement of auditors between groups. and control - controls are in place to track and monitor progress against the integrated business and human resource plan.


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