Embed Size (px)
Citation preview
A Guide for Strengthening HRM Systems
Human ResouRce management Rapid assessment tool foR public- and pRivate-sectoR HealtH oRganizations
HRM
All rights reserved.
Management Sciences for Health Telephone: 617.250.9500 784 Memorial Drive Fax: 617.250.9090 Cambridge, MA 02139-4613 E-mail: www.msh.org/publications
Funding for this publication was provided by the US Agency for International Development under the Management & Leadership Program, Cooperative Agreement number HRN-A-00-00-00014-00.
Printed in the United States of America on acid-free paper by Baker Printing with vegetable oil–based ink.
Text printed on recycled paper that conforms to the American Standard for Perma-nence of Paper for Printed Library Material, ANSI/NISO Z39.48 -1992 (R2002).
Human ResouRce management assessment tool
management sciences foR HealtH 2005
Human Resource Management Assessment Tool iii
contents
IntroductIon to the human resource management assessment tool ..................1
developIng an effectIve human resource system ...............................................1
the hrm assessment Instrument .....................................................................2
Human Resource Components ................................................................................... 2
Stages of Development .............................................................................................. 3
Human Resource Characteristics................................................................................. 3
Indicators ................................................................................................................... 4
usIng the hrm assessment Instrument ............................................................4
Conducting the Self-Assessment ................................................................................ 4
The HRM Assessment Instrument ............................................................................... 6
InterpretIng your results ..............................................................................13
Where to Begin ........................................................................................................ 13
Developing an Action Plan ....................................................................................... 14
Sample HRM Action Plan ......................................................................................... 15
Defining the Importance of the HRM Components .................................................. 16
glossary of hrm terms ...............................................................................17
HRM
Human Resource Management Assessment Tool �
intRoduction to tHe Human ResouRce management assessment tool
The Human Resource Management (HRM) Assessment Tool offers a method for assessing what an organization’s Human Resource Management system consists of and how well it functions. The HRM Assessment Tool helps users to develop strategies to improve the human resource system and make it as effective as possible. It can also serve as a basis for focusing discussions, brainstorming, and strategic planning. It is designed to be used in public and private-sector health organizations.
For newly formed organizations, the tool can serve as a guide for developing an optimal HRM system. For established organizations facing changes, such as contracting out services, decen-tralizing, downsizing, or expansion, the tool can serve as a reference for the types of HRM is-sues that must be addressed in order to manage change successfully.
For optimal benefit to the organization, it is important that the use of this tool be fully sup-ported by the leadership of the organization. Units within an organization can also benefit from using the tool as a guide for improving human resource components that they can influence directly.
developing an effective Human ResouRce system
Human Resource Management is defined as the integrated use of procedures, policies, and practices to recruit, maintain, and develop employees in order for the organization to meet its desired goals. It includes six broad areas: human resources capacity, human resources planning, personnel policy and practice, human resources data, performance management, and training.
HRM is most effective in an organization when its authority is located at the senior management level. A system that functions effectively can assist the organization in developing a set of poli-cies, practices, and systems that advance the skills and increase the motivation of staff in order to achieve the highest possible level of performance over time.
HRM
Human Resource Management Assessment Tool �
Benefits of an Effective Human Resource System
• Encourages systematic planning to support organizational mission;
• Increases capacity of the organization to achieve its goals;
• Provides a clear definition of each employee’s responsibilities and a link to the organization’s mission;
• Encourages greater equity between compensation and level of responsibility;
• Defines levels of supervision and management support;
• Increases level of performance and the efficient utilization of employees skills and knowledge;
• Results in cost savings through improved efficiency and productivity;
• Increases the organization’s ability to manage change.
tHe HRm assessment instRument
The HRM Assessment Tool is intended to provide users with a rapid assessment tool to identify the characteristics and capacity of an organization’s human resource system and help users form an action plan for improving the human resource system in the organization. The instrument itself consists of a matrix that includes:
• Twenty-three human resource components that fall within six broad areas of human re-source management;
• Four stages of human resource development;
• Characteristics that describe each human resource component at each stage of develop-ment;
• Blank spaces for users to write a brief statement, or indicator, to show that the organization fits a particular stage of development.
Human ResouRce components
The 23 human resource components assessed by this tool fall within six broad areas of human resource management and represent the core functions of an effective human resource system. Based on a set of characteristics describing stages of human resource development, the tool pro-vides a process through which an organization can assess how well it is functioning in relation to each of these 23 components, and determine what steps it can take to function more effec-tively.
HRM
Human Resource Management Assessment Tool �
Human Resource Components Assessed by the HRM Tool
HRM CapacityHRM BudgetHRM Staff
HR PlanningOrganizational Mission/GoalsHR Planning
Personnel Policy and PracticeJob Classification SystemCompensation and Benefits SystemRecruitment, Hiring, Transfer, and Promo-tionOrientation Program Policy ManualDiscipline, Termination, and Grievance Procedures Relationships with UnionsLabor Law Compliance
HRM DataEmployee DataComputerization of DataPersonnel Files
Performance ManagementJob DescriptionsStaff SupervisionWork Planning and Performance Review
TrainingStaff TrainingManagement and Leadership DevelopmentLinks to External Pre-Service Training
stages of development
As organizations grow, strengthen, and mature, they evolve through several stages of develop-ment. Organizations pass through these stages at different rates and tend to remain at a particu-lar stage until they have developed a clear mission, good management structures and systems, and skilled managers and staff who use these structures and systems effectively. Most organi-zations are at different stages of development for different human resource components at any given time, because the components have received different levels of attention as the organiza-tion developed. The numbers at the top of the HRM Instrument refer to these four stages of de-velopment.
Human ResouRce cHaRacteRistics
For each human resource component, the Instrument provides a statement that describes the common characteristics of organizations at each stage of development. These characteristics build on the characteristics of the previous stage(s). At the first stage, the characteristics de-scribe an organization that is either just beginning to develop a human resource system or has not paid very much attention to that component. At the fourth stage, the characteristics de-scribe an organization that is operating extremely effectively with regard to that component, and may need to direct its energies to components that are at lower stages of development.
HRM
Human Resource Management Assessment Tool �
indicatoRs
Because the users of this tool will come from many parts of the organization, they often differ in their perceptions of whether or not the organization meets all the characteristics of a particular stage. To help resolve these different views, users should write one or two indicators that they believe show that the organization fits the characteristics of the stage they have selected. The Instrument provides a blank space in the far right column for these statements, or indicators.
What Is an Indicator?
An indicator is a measure or observation that offers evidence of a general status or condition. It an-swers the question, “What can we see that tells us something is true?” For example, a participant who places the organization in Stage 3 for Organizational Mission/Goals might choose as an indica-tor that the mission is always presented during the orientation of new staff.
using tHe HRm assessment instRument
This instrument is best administered by a committee of staff internal to the organization, such as the Executive Director and representatives from senior staff and/or the Board of Directors. It is often useful for an external consultant to facilitate the process. The HRM Instrument is orga-nized according to the 23 human resource components in a matrix showing four stages of devel-opment. The characteristics that describe each stage provide information that is useful in devel-oping a plan of action for improving the human resource areas that need strengthening.
conducting tHe self-assessment
First, each person in the group should individually assess each human resource component in the matrix by reviewing the characteristics of each component at each stage of development. There is no scoring involved. For each human resource component, each person circles the char-acteristic that he or she believes best represents the current status of the human resource sys-tem. If only part of the statement applies to the current human resource system in the organiza-tion, you should circle the previous characteristic. In the blank box in the right hand column, in the row marked “Indicators,” write one or two specific, concrete observations that provide evidence that the organization fulfills the characteristic you have chosen.
HRM
Human Resource Management Assessment Tool �
Reaching Consensus
Consensus is based on two assumptions. The first is that no single member of an organization pos-sesses the complete truth—that every person at all levels of the organization possesses some part of the truth and that an accurate picture is best obtained by pooling these individual perceptions. The second assumption is that carefully chosen indicators can provide convincing factual evidence and allow a group of people to come to agreement on what may initially seem to be incompatible viewpoints.
The organization reaches consensus not by voting but by patiently sorting through all opinions and coming to a decision that each member can accept and work with, even if it does not completely match his or her preference.
After this individual exercise, the same process is repeated in groups. The group members share their assessments, discuss their indicators, and work together to reach consensus on the appro-priate stage and indicator(s) for each human resource component. Finally, the small groups join together to pool their results and work with the entire group to form consensus on the current stage of development for each human resource component.
Once the assessment is complete, the group should discuss the results, agree on the areas that need strengthening, and formulate an action plan that includes specific activities, with time lines, to improve these areas. A paper review of the documents listed below will help to inform the discussion.
Complementing the Self-Assessment with a Review of Documents
In each case, the assessment work should be complemented by direct observation of the organi-zation’s human resource practices and a review of all relevant HRM and personnel documents. The following documents are recommended for review:
• Personnel Files and Reviews • Employee Policy Statements or Manual• Job Descriptions and Work Plans • Organizational Mission Statement• Financial/Payroll Records • Strategic Plans• Labor Law
H
uman
Res
ourc
e M
anag
emen
t A
sses
smen
t To
ol
�
tHe
HRm
ass
essm
ent
inst
Rum
ent
Inst
ruct
ion
s. F
or e
ach
of t
he h
uman
res
ourc
e co
mpo
nent
s in
the
mat
rix
belo
w, c
ircl
e th
e st
atem
ent
that
bes
t ap
plie
s to
the
cur
rent
sta
tus
of y
our
orga
niza
tion
. If
only
par
t of
the
sta
tem
ent
appl
ies,
cir
cle
the
prev
ious
sta
tem
ent.
In
the
blan
k bo
x in
the
rig
ht-h
and
colu
mn,
ple
ase
reco
rd t
he in
di-
cato
rs (o
r re
ason
s) t
hat
led
you
to s
elec
t th
is b
ox a
nd a
ny a
ddit
iona
l key
info
rmat
ion
rela
ted
to t
his
com
pone
nt. P
leas
e re
fer
to t
he g
loss
ary
on p
age
17 fo
r de
finit
ions
of
key
term
s us
ed in
the
mat
rix.
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
HR
M C
apac
ity
HR
M B
udg
etTh
ere
is n
o bu
dget
al-
loca
ted
for
HRM
sta
ff or
H
RM a
ctiv
ity w
ithin
the
or
gani
zatio
n.
Ther
e is
lim
ited
mon
ey
avai
labl
e to
fund
an
HRM
pos
ition
or
to
cond
uct
HRM
act
iviti
es
(e.g
., tr
aini
ng, s
yste
ms
deve
lop
men
t, p
erfo
r-m
ance
pla
nnin
g, a
nd
eval
uatio
n).
Budg
et is
allo
cate
d fo
r H
RM s
taff
and
rela
ted
activ
ities
. Allo
catio
n is
irr
egul
ar a
nd c
anno
t be
re
lied
on fo
r an
y us
eful
lo
ng-r
ange
pla
nnin
g or
the
dev
elop
men
t of
H
RM s
yste
ms.
Mon
ey fo
r H
RM s
taff
and
rela
ted
activ
ities
is
a p
erm
anen
t bu
dget
ite
m, r
evie
wed
ann
ually
an
d ad
just
ed if
pos
sibl
e.
HR
M S
taff
Ther
e ar
e no
sta
ff sp
e-ci
fical
ly c
harg
ed w
ith
resp
onsi
bilit
y fo
r H
RM
func
tions
.
Ther
e ar
e H
RM s
taff
in
the
orga
niza
tion,
but
th
ey h
ave
limite
d ex
-p
erie
nce
rela
ted
to t
his
field
(p
erso
nnel
,re
crui
tmen
t,m
anag
emen
t)an
d/or
hav
e ot
her
func
tions
in t
he o
rgan
i-za
tion
as w
ell a
s H
RM.
Ther
e ar
e tr
aine
d H
RM
staf
f in
the
orga
niza
-tio
n, b
ut o
nly
at a
leve
l to
mai
ntai
n ba
sic
pro
ce-
dure
s an
d re
cord
-kee
p-
ing
func
tions
.
Ther
e ar
e ex
per
ienc
ed
HRM
sta
ff in
the
org
a-ni
zatio
n w
ho m
aint
ain
HRM
func
tions
. The
y p
artic
ipat
ein
long
-ran
ge p
lann
ing
for
the
orga
niza
tion.
Hum
an R
esou
rce
Man
agem
ent
Ass
essm
ent
Tool
�
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
HR
Pla
nn
ing
Org
aniz
atio
nal
M
issi
on
/Go
als
No
form
al m
issi
onst
atem
ent
or o
rgan
iza-
tion
goal
s ex
ist.
Mis
sion
/goa
ls e
xist
but
ar
e no
t fo
rmal
ly li
nked
to
HRM
pla
nnin
g (e
.g.
staf
fing,
job
clas
sific
a-tio
ns).
Mis
sion
/goa
ls li
nked
in
a fo
rmal
way
to
HRM
p
lann
ing
(e.g
., st
affin
g p
lan,
tra
inin
g).
Mis
sion
/goa
ls li
nked
to
ann
ual H
RM p
lan-
ning
and
als
o us
ed fo
r fo
reca
stin
g lo
ng-r
ange
st
affin
g an
dre
crui
tmen
t ne
eds.
HR
Pla
nn
ing
No
annu
al H
R p
lan
exis
ts.
Ann
ual H
R p
lan
exis
ts,
but
is n
ot b
ased
on
a fo
rmal
ass
essm
ent
of
the
mis
sion
, org
aniz
a-tio
nal g
oals
, sta
ffing
ne
eds,
tra
inin
g ou
tput
s,
or e
xist
ing
emp
loye
e da
ta.
Ann
ual H
R p
lan
exis
ts,
base
d on
org
aniz
atio
nal
goal
s, s
taffi
ng n
eeds
, tr
aini
ng, a
nd e
mp
loye
e da
ta, b
ut it
is n
ot fu
r-th
er e
valu
ated
for
effe
c-tiv
enes
s.
Ann
ual H
R p
lan
base
d on
org
aniz
atio
nal g
oals
an
d tr
aini
ng o
utp
uts
exis
ts. I
t is
imp
lem
ent-
ed, e
valu
ated
, and
use
d fo
r lo
ng-r
ange
str
ateg
ic
pla
nnin
g.
H
uman
Res
ourc
e M
anag
emen
t A
sses
smen
t To
ol
�
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
HR
Dat
aEm
plo
yee
Dat
a
(e.g
., nu
mbe
r of
st
aff,
loca
tion,
ski
ll/
educ
atio
n le
vel,
gend
er/a
ge, y
ear
of h
ire,
sala
ry le
vel)
Non
e of
thi
s da
ta
is c
olle
cted
on
any
kind
of s
yste
mat
ic
basi
s.
Mos
t of
thi
s da
ta is
co
llect
ed, b
ut n
ot
mai
ntai
ned
or k
ept
up t
o da
te.
All
of t
his
data
is
avai
labl
e an
d up
to
date
, but
dat
a is
not
fo
rmal
ly u
sed
in H
R p
lann
ing
or fo
reca
st-
ing.
All
of t
his
data
is a
vaila
ble
and
up t
o da
te. S
yste
ms
are
in p
lace
. D
ata
is fo
rmal
ly u
sed
in H
R p
lan-
ning
and
fore
cast
ing.
Co
mp
uter
izat
ion
o
f D
ata
(Not
e: t
his
com
-p
onen
t is
mor
e re
leva
nt fo
r la
rger
or
gani
zatio
ns)
Ther
e ar
e no
com
-p
uter
s or
dat
a sy
s-te
ms
avai
labl
e to
th
e or
gani
zatio
n,
exte
rnal
ly o
r in
ter-
nally
.
Ther
e ar
e co
mp
uter
s in
pla
ce, b
ut n
o re
sour
ces
to d
evel
op
syst
ems
for
data
m
anag
emen
t.
Com
put
ers
and
data
m
anag
emen
t sy
s-te
ms
are
avai
labl
e,
but
staf
f not
tra
ined
an
d da
ta fi
les
are
inco
mp
lete
.
Com
put
ers
and
data
man
age-
men
t sy
stem
s ar
e in
pla
ce a
nd
data
file
s up
to
date
. Sta
ff re
ceiv
es
trai
ning
.
Pers
on
nel
Fi
les
(Ind
ivid
ual
Emp
loye
e
Reco
rds)
No
indi
vidu
al
emp
loye
e re
cord
s ex
ist.
Lim
ited
emp
loye
e p
erso
nnel
file
s ar
e m
aint
aine
d, b
ut n
ot
regu
larly
up
date
d.
Pers
onne
l file
s fo
r al
l em
plo
yees
are
m
aint
aine
d an
d ke
pt
up t
o da
te, b
ut t
here
is
no
pol
icy
for
em-
plo
yee
acce
ss o
r us
e of
thi
s da
ta.
Up
date
d p
erso
nnel
file
s fo
r al
l em
plo
yees
exi
st a
nd a
lso
pol
icie
s fo
r ap
pro
pria
te u
se (
e.g.
, con
fi-de
ntia
lity,
em
plo
yee
acce
ss).
Hum
an R
esou
rce
Man
agem
ent
Ass
essm
ent
Tool
�
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
Pers
on
nel
Po
licy
and
Pra
ctic
eJo
b C
lass
ifica
tio
n
Syst
em
(Titl
e/q
ualifi
catio
ns
for:
pro
fess
iona
l,cl
inic
al, t
echn
ical
,su
pp
ort
staf
f)
No
form
al s
yste
m e
xist
s to
cla
ssify
jobs
and
the
sk
ills
and
qua
lifica
tions
re
qui
red
for
each
cla
s-si
ficat
ion.
Ther
e is
som
e at
tem
pt
to c
lass
ify jo
bs, b
ut it
is
une
ven
and
inco
m-
ple
te.
A jo
b cl
assi
ficat
ion
sys-
tem
exi
sts,
but
it is
not
us
ed a
s a
basi
s fo
r ot
her
HRM
func
tions
(e.
g. jo
b de
scrip
tions
, hiri
ng, s
al-
ary/
bene
fits)
.
A jo
b cl
assi
ficat
ion
syst
em e
xist
s an
d is
us
ed in
a fo
rmal
man
-ne
r fo
r ot
her
HR
pla
n-ni
ng a
nd s
taffi
ng fu
nc-
tions
.
Co
mp
ensa
tio
n
and
Ben
efits
Sy
stem
No
form
al s
yste
m e
x-is
ts fo
r de
term
inin
g th
e sa
lary
sca
le a
nd b
enefi
ts
pro
vide
d to
eac
h jo
b cl
assi
ficat
ion.
A fo
rmal
sys
tem
exi
sts,
bu
t it
not
used
in a
ro
utin
e m
anne
r.
A fo
rmal
sys
tem
exi
sts,
is
und
erst
ood
by a
ll em
plo
yees
and
use
d in
a
cons
iste
nt m
anne
r.
A fo
rmal
sys
tem
exi
sts
and
is u
sed
cons
iste
ntly
. It
is a
lso
used
to
dete
r-m
ine
sala
ry u
pgr
ades
an
d m
erit
awar
ds.
Rec
ruit
men
t,
Hir
ing
, Tra
nsf
er,
and
Pro
mo
tio
n
No
form
al p
roce
ss e
xist
s fo
r re
crui
ting,
hiri
ng,
tran
sfer
, and
pro
mot
ion
acco
rdin
g to
job
de-
scrip
tions
.
Ther
e ar
e sy
stem
s fo
r hi
ring,
etc
., bu
t th
ey
are
not
follo
wed
.
Ther
e ar
e fo
rmal
sys
-te
ms,
bas
ed o
n es
tab-
lishe
d cr
iteria
, but
the
y ar
e no
t us
ed c
onsi
s-te
ntly
.
Ther
e ar
e fo
rmal
sys
-te
ms,
mon
itore
d an
d us
ed in
all
hirin
g, t
rans
-fe
r, an
d p
rom
otio
n de
cisi
ons.
Ori
enta
tio
nPr
og
ram
Ther
e is
no
form
al o
ri-en
tatio
n p
rogr
am fo
r ne
w e
mp
loye
es.
Ther
e is
a p
rogr
am, b
ut
it is
not
imp
lem
ente
d on
a r
egul
ar b
asis
.
Orie
ntat
ion
is o
ffere
d in
a r
outin
e m
anne
r, bu
t do
es n
ot e
mp
hasi
ze
the
mis
sion
, goa
ls, a
nd
per
form
ance
sta
ndar
ds
exp
ecte
d by
the
org
ani-
zatio
n.
Orie
ntat
ion
is o
ffere
d to
all
new
em
plo
yees
, em
pha
size
s th
e m
issi
on,
goal
s, a
nd p
erfo
rman
ce
stan
dard
s ex
pec
ted,
an
d al
so m
akes
peo
ple
fe
el w
elco
med
and
va
lued
.
H
uman
Res
ourc
e M
anag
emen
t A
sses
smen
t To
ol
�0
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
Pers
on
nel
Po
licy
and
Pra
ctic
ePo
licy
Man
ual
(e.g
., or
gani
za-
tiona
l cha
rt,
wor
k ho
urs,
time
shee
ts,
pol
icy,
dis
cip
line,
grie
vanc
es,
bene
fits,
lega
l,tr
avel
)
No
pol
icy
man
ual e
x-is
ts.
Polic
y m
anua
l doe
s ex
-is
t, b
ut it
is o
ut o
f dat
e an
d do
es n
ot in
clud
e al
l of
the
rel
evan
t in
form
a-tio
n.
A c
urre
nt p
olic
y m
anua
l do
es e
xist
but
it is
not
av
aila
ble
to a
ll em
plo
y-ee
s an
d is
not
alw
ays
used
as
a ba
sis
for
per
-so
nnel
dec
isio
ns.
An
upda
ted
pol
icy
man
ual d
oes
exis
t an
d is
ava
ilabl
e to
all
em-
plo
yees
. It
serv
es a
s a
refe
renc
e gu
ide
to a
ll q
uest
ions
abo
ut e
m-
plo
ymen
t in
the
org
ani-
zatio
n an
d is
rev
iew
ed
and
upda
ted
regu
larly
.
Dis
cip
line,
Te
rmin
atio
n,
and
Gri
evan
ce
Pro
ced
ures
No
form
al p
roce
dure
s ex
ist.
Form
al p
roce
dure
s do
ex
ist,
but
the
y ar
e no
t cl
early
rel
ated
to
per
for-
man
ce s
tand
ards
.
Form
al p
roce
dure
s ba
sed
on p
erfo
rman
ce
stan
dard
s ex
ist,
but
th
ey a
re n
ot fo
llow
ed in
an
y co
nsis
tent
man
ner.
Form
al p
roce
dure
s ba
sed
on p
erfo
rman
ce
stan
dard
s ar
e kn
own
to
all e
mp
loye
es a
nd u
sed
cons
iste
ntly
.
Rel
atio
nsh
ip w
ith
U
nio
ns
(if a
pp
rop
riate
)
Ther
e is
no
link
be-
twee
n H
RM a
nd t
he
unio
n.
Link
s ex
ist
betw
een
HRM
and
the
uni
on,
but
role
s ar
e no
t cl
ear.
Man
agem
ent
invo
lves
H
RM in
uni
on is
sues
, bu
t on
an
irreg
ular
basi
s.
HRM
and
the
uni
on
wor
k to
geth
er t
o re
-so
lve
issu
es a
nd p
reve
nt
pro
blem
s.
Lab
or
Law
C
om
plia
nce
Ther
e is
no
revi
ew o
f H
RM p
olic
ies
to e
nsur
e co
mp
lianc
e w
ith lo
cal
and/
or n
atio
nal l
abor
la
w.
Ther
e is
som
e ef
fort
to
revi
ew la
bor
law
, but
it
is n
ot d
one
on a
reg
ular
ba
sis.
A r
evie
w o
f the
labo
r la
w is
don
e re
gula
rly
as a
form
al p
art
of t
he
HRM
func
tion,
but
p
olic
y is
not
alw
ays
adju
sted
to
ensu
re c
om-
plia
nce.
HRM
pol
icy
and
pra
c-tic
e is
adj
uste
d as
nee
d-ed
to
be in
com
plia
nce
with
the
loca
l and
/or
natio
nal l
abor
law
.
Hum
an R
esou
rce
Man
agem
ent
Ass
essm
ent
Tool
��
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
Perf
orm
ance
Man
agem
ent
Job
Des
crip
tio
ns
(e.g
., jo
b tit
le,
qua
lifica
tions
, re
spon
sibi
litie
s,
sup
ervi
sor)
No
job
desc
riptio
ns a
re
deve
lop
ed.
Som
e st
aff h
ave
job
de-
scrip
tions
, but
the
y ar
e no
t al
way
s up
to
date
an
d/or
are
ver
y ge
nera
l, la
ckin
g jo
b re
spon
sibi
li-tie
s an
d su
per
visi
on.
All
staf
f hav
e jo
b de
-sc
riptio
ns, b
ut t
hey
are
not
all c
omp
lete
or
up
to d
ate
with
sp
ecifi
c du
ties
and
lines
of s
u-p
ervi
sion
.
Com
ple
te jo
b de
scrip
-tio
ns e
xist
for
ever
y em
plo
yee
and
are
kep
t up
to
date
thr
ough
a
regu
lar
pro
cess
of
revi
ew. S
pec
ific
dutie
s an
d lin
es o
f sup
ervi
sion
ar
e cl
early
sta
ted.
Staf
f Su
per
visi
on
Ther
e is
no
clea
r sy
stem
of
sup
ervi
sion
. Lin
es o
f au
thor
ity a
re u
ncle
ar.
Staf
f are
not
rec
ogni
zed
for
thei
r ac
hiev
emen
ts.
Ther
e ar
e es
tabl
ishe
d lin
es o
f aut
horit
y, b
ut
the
sup
ervi
sor’s
rol
e an
d fu
nctio
n is
not
und
er-
stoo
d an
d lit
tle s
uper
vi-
sion
tak
es p
lace
. Lim
-ite
d st
aff r
ecog
nitio
n.
Sup
ervi
sors
und
erst
and
thei
r ro
les
and
lines
of
aut
horit
y an
d m
eet
regu
larly
with
the
ir em
plo
yees
to
deve
lop
w
ork
pla
ns, e
valu
ate,
p
erfo
rman
ce, a
nd p
ub-
licly
rec
ogni
ze s
taff
for
thei
r ac
hiev
emen
ts.
Sup
ervi
sors
incr
ease
st
aff p
erfo
rman
ce b
y as
sist
ing
staf
f with
pro
-fe
ssio
nal d
evel
opm
ent
pla
ns a
nd e
ncou
ragi
ng
them
to
lear
n ne
w s
kills
. Su
per
viso
rs r
ecei
ve s
kills
tr
aini
ng p
erio
dica
lly.
Eval
uati
on
(A fo
rmal
per
for-
man
ce p
lann
ing
and
revi
ew [
PP&
R]
syst
em)
Ther
e is
no
form
al p
er-
form
ance
pla
nnin
g an
d re
view
(PP
&R)
sys
tem
in
pla
ce.
A p
erfo
rman
ce p
lan-
ning
and
rev
iew
sys
tem
is
in p
lace
, but
it is
in
form
al a
nd d
oes
not
incl
ude
wor
k p
lans
and
p
erfo
rman
ce o
bjec
tives
jo
intly
dev
elop
ed w
ith
staf
f.
Ther
e is
a fo
rmal
sys
-te
m a
nd s
uper
viso
rs
are
req
uire
d to
dev
elop
w
ork
pla
ns a
nd p
erfo
r-m
ance
obj
ectiv
es w
ith
each
em
plo
yee
and
revi
ew p
erfo
rman
ce in
th
e p
ast,
but
thi
s is
not
do
ne o
n a
cons
iste
nt
basi
s.
Sup
ervi
sors
and
em
-p
loye
es d
evel
op w
ork
pla
ns jo
intly
and
per
-fo
rman
ce r
evie
ws
are
cond
ucte
d on
a r
egul
ar
basi
s. O
rient
atio
n se
s-si
ons
and
a m
anua
l are
p
rovi
ded
to a
ll st
aff.
Revi
ews
are
used
for
per
sonn
el d
ecis
ions
.
H
uman
Res
ourc
e M
anag
emen
t A
sses
smen
t To
ol
��
HR
M
Co
mp
on
ent
Stag
es o
f D
evel
op
men
t fo
r H
RM
an
d C
har
acte
rist
ics
Ind
icat
ors
1 2
3 4
Trai
nin
gSt
aff
Trai
nin
gTh
ere
is n
o es
tabl
ishe
d tr
aini
ng p
rogr
am.
Trai
ning
is o
ffere
d on
an
ad-
hoc
basi
s bu
t it
is n
ot b
ased
on
a fo
rmal
pro
cess
of a
s-se
ssin
g st
aff n
eeds
no
r is
it li
nked
to
the
orga
niza
tion’
s ke
y p
ri-or
ities
and
cha
nges
in
the
heal
th s
ecto
r an
d he
alth
pra
ctic
es.
Trai
ning
is a
form
al
com
pon
ent
of t
he o
r-ga
niza
tion
and
linke
d to
sta
ff an
d or
gani
-za
tiona
l nee
ds, b
ut it
is
not
ava
ilabl
e fo
r al
l st
aff,
nor
is it
eva
lu-
ated
for
resu
lts.
Trai
ning
is a
val
ued
par
t of
the
org
aniz
a-tio
n an
d op
por
tuni
ties
are
deve
lop
ed fo
r st
aff
base
d on
the
ir ne
eds
and
also
on
thos
e of
th
e or
gani
zatio
n.
Man
agem
ent
and
Le
ader
ship
Dev
elo
pm
ent
Ther
e is
no
pol
icy
or
phi
loso
phy
reg
ard-
ing
the
imp
orta
nce
of d
evel
opin
g st
rong
m
anag
emen
t ca
pac
ity
and
futu
re le
ader
s fo
r th
e or
gani
zatio
n.
Ther
e is
an
emp
hasi
s on
dev
elop
ing
man
-ag
emen
t ca
pac
ity b
ut
it is
not
don
e on
a
regu
lar
basi
s.
The
orga
niza
tion
mak
es a
n ef
fort
to
de-
velo
p m
anag
ers
and
futu
re le
ader
s th
roug
h tr
aini
ng, a
nd a
lso
thro
ugh
men
torin
g an
d ch
alle
ngin
g jo
b as
sign
men
ts, b
ut p
ar-
ticip
atio
n is
sel
ectiv
e.
A p
lan
for
man
age-
men
t an
d le
ader
ship
de
velo
pm
ent
is in
p
lace
and
the
re is
an
opp
ortu
nity
for
ev-
eryo
ne t
o p
artic
ipat
e ba
sed
on p
erfo
rman
ce
and
othe
r es
tabl
ishe
d cr
iteria
.
Lin
ks t
o E
xter
nal
Pr
e-Se
rvic
e Tr
ain
ing
(Thi
s H
RM c
omp
onen
t m
ay b
e m
ore
rele
vant
for
gove
rnm
ent
orga
niza
-tio
ns)
Ther
e is
no
form
al li
nk
with
the
pre
-ser
vice
tr
aini
ng in
stitu
tions
w
hich
tra
in e
mp
loye
es
for
the
heal
th s
ecto
r.
Ther
e is
a lo
ose
re-
latio
nshi
p b
etw
een
the
orga
niza
tion
and
pre
-ser
vice
tra
inin
g in
stitu
tions
, but
it is
no
t us
ed in
any
form
al
way
for
wor
kfor
ce
trai
ning
and
dev
elop
-m
ent.
The
orga
niza
tion
and
pre
-ser
vice
tra
inin
g in
-st
itutio
ns w
ork
toge
th-
er t
o en
sure
tha
t th
e cu
rric
ulum
is b
ased
on
skill
s, k
now
ledg
e, a
nd
attit
udes
req
uire
d in
th
e w
orkp
lace
.
The
orga
niza
tion
and
pre
-ser
vice
tra
inin
g in
stitu
tions
als
o of
-fe
r re
gula
r in
-ser
vice
tr
aini
ng fo
r st
aff i
n th
e w
orkp
lace
to
upgr
ade
thei
r sk
ills
and
know
l-ed
ge, (
e.g.
, man
age-
men
t tr
aini
ng).
HRM
Human Resource Management Assessment Tool ��
inteRpReting youR Results
The following guidelines will help you to interpret the results of your human resource develop-ment assessment and prioritize areas for improvement.
It is important that a variety of staff (and board members, if applicable) review and analyze the results, and that consensus is reached on human resource areas that should be prioritized for improvement in the organization. For each human resource component, the characteristics de-scribe an organizational stage of development and provide information that is useful in develop-ing a plan of action for your organization.
The tasks required for making improvements are not necessarily costly, but if resources are lim-ited, think strategically. Which actions will have the biggest impact on the effectiveness of the organization? Whatever the amount of time and resources that are required, an investment in HRM will reap many benefits for your organization.
WHeRe to Begin
The components described in the HRM Instrument relate to the different parts of a human re-source system. Some of these describe structural and organizational elements (e.g., staffing, budget). Other components describe policy requirements. Some of the components describe management systems that are critical to managing human resources, such as performance man-agement and supervision. Other components relate to staff training and development activities. An effective human resource management system integrates all of these components.
While all of the components assessed by this Instrument are required to manage your human resources effectively, there is an order to their importance:
HRM Capacity. It is critical that you address this component first. If your assessment for HRM Capacity (budget and staff) is at a level 1 or 2, meaning that there are no qualified staff charged with human resources responsibility, your institution or organization cannot address the other human resource components described here.
HR Planning. Next in order of importance is HR Planning. The organizational mission provides direction to the human resource strategies and the HR Plan provides direction to the work that people do.
Personnel Policy and Practice. All of the elements included under Personnel Policy and Prac-tice provide an essential framework for defining the terms and conditions of work and need to be in place before effective performance management and supervision systems can be imple-mented.
HRM Data. In addition to the above components, organizations require some means of tracking the people who work for them. They also need employee data to accurately project employment needs. This component should be addressed in a timely fashion.
Performance Management. Performance management and supervision systems define how people will interact with each other and how the work that they do will support the goals of the institution or organization.
HRM
Human Resource Management Assessment Tool ��
Training. Training is an essential component of an effective human resource system, but it is most effective when it is managed and integrated into the other components of human resource planning, policy, and performance management.
It is suggested that you assess your results based on the priorities suggested above before devel-oping your action plan.
developing an action plan
After discussing and interpreting the results, the group should agree on the priority areas to be addressed (referring to the prioritization guidelines above). Once the priority components are identified and agreed to, the group should develop an action plan (see the Sample HRM Action Plan on next page). By looking at the characteristics at the next higher stage for each human resource component, you can formulate targets and tasks for your action plan.
Successful, lasting change is a gradual process, so it is better to set realistic goals and try to move from one stage to the next in incremental steps. If many areas need to be addressed, fo-cus on what is most practical and achievable given the available human and financial resources. Consider where you can have the biggest impact. For example, updating job descriptions can also provide a basis for performance evaluation, supervisory roles, and staff training. Your action plan should specify activities and time lines and identify the persons responsible. Other elements to con-sider include:
• Securing commitment of leadership. The leadership of your organization should guide the effort and actively support your activities, especially in regard to potentially difficult decisions regarding the use of human and financial resources.
• Allowing sufficient time. Realistic expectations are often the key to success. Improve-ments are often incremental and cumulative and sustained change takes time.
• Managing change. Organizational change is often met with resistance. By involving peo-ple in the process, you can help reduce resistance and/or work on those areas where there is the most agreement.
Hum
an R
esou
rce
Man
agem
ent
Ass
essm
ent
Tool
��
sam
ple
HRm
ac
tio
n p
lan
HR
M C
om
po
nen
t fo
r Im
pro
vem
ent
Pro
po
sed
Act
ivit
ies
Tim
e Li
ne
Pers
on
(s)
R
esp
on
sib
leR
eso
urce
s N
eed
edIn
dic
ato
rs
Perf
orm
ance
Man
agem
ent
Job
Des
crip
tio
ns
Und
erta
ke a
com
-p
rehe
nsiv
e re
view
of
all j
ob d
escr
iptio
ns,
com
par
e th
em w
ith
emp
loye
es’ c
urre
nt
and
antic
ipat
ed jo
b re
-sp
onsi
bilit
ies.
Up
date
as
nec
essa
ry.
Ove
r th
e ne
xt s
ever
al
mon
ths.
Exec
utiv
e D
irect
or a
nd
HRM
Dire
ctor
.St
aff t
ime
and
assi
-st
ance
. No
addi
tiona
l re
sour
ces
req
uire
d.
Cur
rent
job
desc
riptio
ns a
re
on fi
le fo
r al
l sta
ff, in
clud
ing
spec
ific
dutie
s an
d lin
es o
f su
per
visi
on. A
pro
cedu
re t
o m
aint
ain
them
is in
pla
ce.
Wo
rk P
lan
nin
g a
nd
Pe
rfo
rman
ce R
evie
wRe
vise
exi
stin
g sy
stem
to
incl
ude
a p
roce
ss
of jo
int
wor
k p
lann
ing
betw
een
the
emp
loy-
ee a
nd t
he s
uper
viso
r w
hich
is b
ased
on
emp
loye
e’s
job
de-
scrip
tion
and
linke
d to
or
gani
zatio
nal g
oals
.
Six
mon
ths
to r
evie
w
to d
evel
op a
pro
cess
an
d si
x m
onth
s to
tr
ain
staf
f and
imp
le-
men
t it.
Staf
f res
pon
sibl
e fo
r H
RM a
nd D
irect
or o
f Tr
aini
ng, w
ith a
wor
k-in
g co
mm
ittee
rep
re-
sent
ativ
e of
all
leve
ls
of t
he o
rgan
izat
ion.
Exte
rnal
con
sulta
nt t
o as
sist
in t
rain
ing
all
staf
f.
Revi
sed
per
form
ance
eva
-lu
atio
n sy
stem
is in
pla
ce.
Staf
f are
tra
ined
and
a s
y-st
em h
as b
een
deve
lop
ed
to m
onito
r im
ple
men
tatio
n.
HRM
Human Resource Management Assessment Tool ��
defining tHe impoRtance of tHe HRm components
The following chart provides a summary of how each HRM component fits in the overall man-agement of the organization and its particular relevance to the human resource system.
HRM Area and Component Importance
HRD CapacityHRM Budget
HR Staff
Allows for consistent HR planning and for relat-ing costs to results.
Staff dedicated to HRM are essential to policy development and implementation.
HR PlanningOrganizational Mission/Goals
HR Planning
Mission provides direction to HRM activity and to the work of the staff.
Allows HRM resources to be used efficiently in support of organization goals.
HRM DataEmployee Data
Computerization of Data
Personnel Files
Allows for appropriate allocation and training of staff, tracking of personnel costs.
Accessible, accurate, and timely data is essen-tial for good planning.
Provide essential data on employee’s work his-tory in organization.
Personnel Policy and PracticeJob Classification System
Compensation and Benefits System
Recruitment, Hiring, Transfer, and Promotion
Orientation Program
Policy Manual
Discipline, Termination, and Grievance Procedures
Relationships with Unions
Labor Law Compliance
Allows organization to standardize the jobs and types of skills it requires.
Allows for equity in employee salary and ben-efits, tied to local economy.
Assures fair and open process based on candi-dates’ job qualifications.
Helps new employees to identify with the or-ganization and its goals/values.
Provides rules and regulations that govern how employees work and what to expect.
Provides fair and consistent guidelines for ad-dressing performance problems.
Promotes understanding of common goals and decreases adversarial behaviors.
Allows organization to function legally and avoid litigation.
HRM
Human Resource Management Assessment Tool ��
Performance ManagementJob Descriptions
Staff Supervision
Work Planning and Performance Review
Defines what people do and how they work together.
Provides a system to develop work plans and monitor performance.
Provides information to staff about job duties and level of performance.
TrainingStaff Training
Management and Leadership Development
Links to External Pre-Service Training
A cost-effective way to develop staff and organizational capacity.
Leadership and good management are keys to sustainability.
Pre-service training based on skills needed in the workplace is cost effective.
glossaRy of HRm teRms
Compensation and Benefits: The annual base salary paid to the employee for a particular job, including the added benefits that are customarily allowed (i.e., health, vacation, housing, loans).
Human Resource Management: The integrated use of systems, policies, and practices to re-cruit, develop, and maintain employees in order for the organization to meet its desired goals.
HR Plan: The document which results from annual (or longer-term) planning, describing the goals and priorities for staffing, training, and other HR activities, and how they are related to the organization’s mission. It includes the budget for achieving these goals.
Incentives: Rewards, generally monetary, that are used to reward good performance, the achievement of objectives, and/or to motivate employees to improve program quality. Incen-tives, in addition to salary and benefits, can be a planned part of total compensation.
Job Classification System: The system that the organization develops to classify jobs accord-ing to their function and level of responsibility. It includes job descriptions for each position.
Job Description: A document that states the job title, describes the responsibilities of the posi-tion, the direct supervisory relationships with other staff, and the skills and qualifications re-quired for the position.
Performance Management: The system, policies, and procedures used by an organization to define and monitor the work that people do, and to ensure that the tasks and priorities of em-ployees are in alignment with the mission and goals of the organization.
Performance Review: A review of the employee’s performance by the supervisor and employ-ee, and based on jointly established work plans and performance objectives.
Recruitment: Activities undertaken by the organization to attract quality job candidates.
Work Planning: The process used by supervisors and staff to jointly plan the performance ob-jectives and specific activities the employee is expected to perform within a specific time period.
784 Memorial DriveCambridge, MA 02139-4613 USA
Phone: 617.250.9500Fax: 617.250.9090Web site: www.msh.orgE-mail: [email protected]
