Manpower audits: Solutions to improve labor productivity (Part 2)

For any organization that wants to use a human resource audit (MA) to properly allocate its resources, determining the needs for each job is always a prerequisite. In addition to the organization’s structure, the number of employees and the importance of the work should also be considered in the planning process. All are encapsulated in 4 aspects of N.O.N.G:

1. Challenging the Need. This aspect considers whether the work or task in progress is really necessary at the present time – and their impact on one or more strategic company goals.
2. Considering the Organization Structure. Here, the size and structure of the organization is referred to as the foundation of the implementation plan and the supporting mechanism for MA. The ultimate goal is to flatten the organization to improve the efficiency of the use of manpower. The results of your business can reduce management costs, improve coordination and speed of communication among employees, increase the sense of responsibility in the organization and open up more powers for specialized staff.
3. Numbers of Staff and workload. This aspect ensures that the number of employees allocated is no more than necessary. The average number of jobs and performance is the tool for managers to decide which number of employees is appropriate for each workload.
4. Grading or Ranking. Grading or Ranking is determined by the importance and influence of them on the organization. Therefore, in addition to capacity requirements, managers also need to consider the job rank before delegating. This is entirely understandable because job rank is closely related to the employee rights that can be used.

For a successful human resource audit, personnel policies must become a tool for managers. This is very important in reducing waste of resources. For organizations with a labor force of more than 250 people, management may appoint or train auditors, then select a number of areas to audit. This should be done in a synchronized manner and must identify the individual responsible for implementation. For smaller organizations, it is feasible to conduct an audit for the entire business. The reality shows that small organizations tend to apply MA more effectively than large organizations.

Once an auditor is appointed and resources are available to carry out the MA, the process is usually started by notifying selected employees in the area about the upcoming audit. Next, the MA team searched for information on the various tasks and activities that need to be handled in the area, categorizing them through descriptive patterns and detailed job analysis (JDA). Data from JDA, organizational chart is a human resource map that gives the auditor an overview of the need for manpower allocation for the region. From there, these employees can propose allocation plans that aim at optimizing labor productivity.

Productivity and Quality Office