to david chang HR mgt program

Payroll and personnel
▪Human resource policies and procedures
•HR’s operating requirements have been developed and approved
•There is a complete, up to date strategic plan which identifies all HR needs, including organisation’s future workforce needs and an ticipates organisational changes (i.e.,
structure, services, processes and new technology).
• A staffing requirement’s plan is prepared and regularly updated as part of ongoing business planning
•There exit Codes of conduct (COC) and other policies regarding acceptable business practice, conflicts of interest, or expected standards of ethical and moral behaviour.
(The use of an annual compliance declaration by at least senior management and key staff).
•There should be clear evidence in COC, training materials, CEO communications that dealings with employees, suppliers, customers and other parties are based on honesty and fairness.
•There are clear policies and procedures addressing appropriate actions taken in response to departures from approved policies and procedures or violation of code of conduct.
Disciplinary actions taken are widely communicated in the entity.
•Medium term continuity and succession plans for key positions are identified and documented / monitored.
▪Recruitment
•Recruiting and/or selection criteria have been established in order to attract the highest quality of staff
•Search firms, college recruiting and advertisments are used to recruit candidates. •The new hire authorisation and approval process is clear and timely
•The background of all potential employees (including part time, subcontract and temporary staff when working in sensitive areas) are professionally screened prior to engagement.
•The screening process consists of:
• a detailed application form, setting out the penalties for providing false information •detailed verification of the application form by someone other than the recruiting manager or Personnel;
•inspection of original certificates;
•for high risk jobs, a security screening interview, during which details on the application form are probed; and
• a clearance or rejection report
•Contracts are obtained from all employees undertaking that they will:
•comply with the company’s policy on business ethics, conflicts of interest, reporting of incidents and control;
•accept that their continued employment may be conditional upon fidelity bonding or acceptance by the appropriate regulators, where appropriate;
•maintain all of the company’s information as confidential, even after their employment has ceased;
•for senior management, sales and purchasing staff, provide an annual declaration of compliance with code of conduct policies and procedures, certifying that they are not aware of any transgressions or control weakness; and
▪Training and development
•Formal job descriptions or other means of defining tasks that comprise particular jobs are in place.
•There are analyses of knowledge and skills needed to perform jobs adequately. HR function periodically assesses role competencies and comparing these with an
assessment of those on hand to iden tify ‘gaps’.
•An appropriate training program is in place.
▪Remuneration and performance Evaluation
•Salary structures and bonus programs are fully competitive with the marketplace. •The compensation plan encourages performance.
•Job objectives/performance targets/expectation are established and clearly communicated to staff, and annual evaluations are based on the established job
performance expectations.
•The compensation plan is clearly communicated to all employees.
•Performance targets should be realist. Remuneration should not exert pressure to meet unrealistic performance targets particularly short term. The compensation plan allows for alternate rewards and incentives.
•Compensation market surveys are up to date.
•Staff are remunerated in a way and at a level consistent with the industry.
•Changes in incentive compensation and employee fringe benefit programs must be approved at the senior management or board of director level.
•There is a formal system of appraisal and counselling whereby:
•all staff are formally evaluated annually
•supervisors and managers are given appropriate training in counselling and evaluation techniques。