人力資源管理自查體系

AnHRAudit

?

DepartmentOrganizationQuestionnaire

TheHumanResourcesDepartmentisstructured,organizedandequippedtoprovideoverallstrategy,directionandeffectivemanagementoftheorganization’shumanresourcesfunctiontoaccomplishorganizationalobjectives.

Isthereonedepartmentorfunctionwithintheorganizationthatisresponsibleandaccountableforplanning,establishing,overseeingandcoordinatingallhumanresourcepolicies,systemsandservicesforall11majorcategories?

Doesthesenior-levelhumanresourcesmanagerreporttothesamelevelpositionasallothermajorstaffandlinedepartmentswithintheorganization?

Doestheseniorhumanresourcesmanagerparticipatein

addressingtheorganization’sstrategic,tacticalandpolicyissues?

4. DoestheseniorhumanresourcesmanagerintegrateallHRactivitieswiththeorganization’sstrategicbusinessplan.

DoestheHumanResourcesdepartmentdemonstrateaclearunderstandingoforganizationalandcustomerneeds?

AreHRservicesandfunctionsalignedandprioritizedtoorganizationalandcustomerneeds?

Hasadepartmentmissionstatementbeendevelopedexplainingitspurposewithintheorganization?

Hasthismissionstatementbeencommunicatedtoallmanagementpersonnel?

Hasthismissionstatementbeencommunicatedtoothercustomersthroughouttheorganization?

Ifso,towhom?

How?

DoestheHumanResourcesdepartmenttakealeadinstrivingforamoreempoweredandparticipativeworkforce(productivityimprovement,costreduction,qualityimprovementandimprovedqualityofworklifeprograms?)

HasaHumanResourcesdepartmentorganizationchartbeenpublishedanddistributed?

Ifso,towhom?

Doestheorganizationchartclearlydefinefunctionalresponsibilitiesandwhomcustomerscancontactforservice?

ArejobdescriptionsestablishedforallHRpersonnelstatingmajorjobobjectives,responsibilitiesandaccountabilities?

DoallHRpersonnelunderstandtheirrespectiverolesandrelationshipstoothersinthedepartment?

Aredepartmentpersonnelcross-trainedtoperformdutiesoutsidetheirmajorareasofresponsibility?

Dotheyworkonteamanddepartmenttaskforceprojects?

Aredepartmentalpersonnelprofessionallyandtechnicallycompetent?

Dotheyserveasinternalconsultantstomanagementaswellascounselorstoemployees?

Doesthedepartmentstaffworkwellasateam?

Aretheyreadilyaccessibletoallcustomers?

Aredepartmentpersonnelprovidedadequatetrainingandprofessionaldevelopmenttomeetorganizationalchallengesanddemands?

Isinvolvementinprofessionalandtechnicalgroupsencouraged?

Doesthedepartmentsubscribetomajortechnicalandprofessionaljournals?

Isthereacredibleperformanceappraisalinplaceclearlystatingmutuallyestablishedgoalsandobjectivesfordepartmentpersonnel?

Arehumanresourcesstaffcompensatedaccordingtomarketstandards?

Aretheycompensatedbasedoncomparablepositionswithintheorganization?

Doesdepartmentstaffeffectivelybalanceorganizationalwithemployeeneedsandactasanintermediateforboth?

IstheHumanResourcesdepartmentresults-oriented(i.e.,measuringcost-effectivenessandthebottomlineresultsofhumanresourcesprograms)?

Ifso,isitattentivetothebottomlineanddoesitdemonstrateabusinessorientation?

Whatisthespanofcontrolofthetoppositionwithinthedepartments(i.e.,howmanyandwhichpositionsreporttoit)?

Aresupervisorsormanagersreportingtoothermid-levelmanagers?

HowmanyemployeesareintheHumanResourcesdepartment?

WhatistheratioofHRdepartmentstafftoallemployees

served?

Howdoesthiscomparetothestaffinglevelsofothercomparableorganizationsofferingsimilarservices?

AreHRneedsandprogramsaccountedforintheorganizationbudgetingprocess?

DoestheorganizationmakeplansforensuringthatHRneedsaremet?

Onascaleofonetoseven(sevenbeingthehighestandfourbeingadequate),howwouldtheHumanResourcesteamratetheoveralleffectivenessandstructureofyourHumanResourcesdepartment?

’s

’sfuture

Onthesameone-to-sevenscale,howdoyouthinkotherdepartmentheadswouldratetheoveralleffectivenessandstructureoftheHRdepartment?

Onthesameone-to-sevenscale,howdoyouthinktheemployees

wouldratetheoveralleffectivenessandstructureoftheHR

department?

ExplanationofDepartmentOrganizationQuestionnaire

Foreachofthe11categories,theSelf-Auditquestionsare

designedtoratehowwelltheHRdepartmentachievesthepurposeof

thecategorydefinitionstatedatthetopofthequestionnaire:Is

theHRdepartmentstructured,organizedandequippedtoprovide

overallstrategy,directionandeffectivemanagementofthe

organization ’shumanresourcesfunctiontoaccomplishthe

organization ’sobjectives?

Questionsonethroughnineexplorehowdepartmentleaders

achieveorganizationobjectives,arepart ofmanagement’sstrategic

planningeffortandassistinmakingdecisionsthataffectbottom-

lineresults.ThesequestionsbothhelpensurethatHR ’seffortsare

inaccordwithcustomerneedsandsuggestwaysHRteamscantakethe

leadinhelpingcustomers getthemostoutoftheorganization ’s

humanresources.

Questions10through26addresscommunicatingdepartment

functionsandservicestoallcustomers,staffobjectivesand

internalrelationships,staff ’sdualroleasinternalconsultantsto

managementandcounselorstoemployees,staffcompetenceand

flexibility,cross-training,balancingemployeeneedswithbusiness

needsandabottom-lineresultsorientation.

Thecomponentsofquestion24alsorelatetostaffsize,

structureandspanofcontrol.Industry-specificstandardsforstaff

sizeareavailablefromavarietyofprofessionalpublications,such

astheSaratogaInstitute ’s"HREffectivenessSurvey"andnational

andregionalstatisticscompiledbytheBureauofNationalAffairs(BNA).Anysurveysthatrelatespecificallytoyourtypeoforganizationwillmakethatbenchmarkmorecredible.

Questions25and26addressresourcesandplanningtoensurethedeliveryofrequiredservices.

HumanResourcesPlanning/OrganizationalDevelopmentQuestionnaireTheprocessofidentifyingandprovidingwaystofulfillthe

organization ’sdevelopmentalandhumanresourceneeds.

Isthereonepositionaccountableforreviewingtheorganization’shumanresourcesrequirements?

Howisthisreviewcarriedout?Formally/informally?(pleasedescribe)

Howoftenisthisanalysisupdated(e.g.,yearly,everytwoyears,threeyearsormore)?

Doyourprojectedneedsincludethefollowingconsiderations?

Availabilityofoutsideworkforcedemographics(age,sex,minorityclassification,education,skillslevel,occupations,etc.)

Anticipatedchangedinyourorganizationstechnology,processes,products/servicesandmarkets.

Personnelneedsthesechangeswillrequire(e.g.newskills,education,knowledgeandabilities).

Whichsourcesoutsidetheorganizationprovidethesedemographics?

Whatsourceswithintheorganizationprovidedthisinformation?

Towhomaretheseprojectionscommunicated?

Howoften?

Howfarintothefuture?

IsthereonepositionaccountableforreviewingandassessingtheHRdepartment’sskills,education,interestsandneeds?

Howisthisassessmentcarriedout(formallyorinformally)?(Pleasedescribe.)

Howoftenisthisassessmentupdated(e.g.yearly,everytwoyears,threeormoreyears)?

Towhomarethisassessmentandanyprojectionscommunicated?

Howoften?

Howfarintothefuture?

Arethisassessmentandprojectionsusedfortraininganddevelopment?

Arethisassessmentandprojections(workforcerequirements)usedforcareerplanning(matchingorganizationalandindividualskills,abilitiesandneeds)?

Isthereaformalcareerplanningprocessinplace?

Isthereacareercounselingsystemtoidentifyindividualskills,interestsandneeds,andwhichoffersinplacementand/ordevelopmentalassistance?

Arehigh-potentialemployeesidentifiedforkeypositions?

Ifyes,isthereasuccessionplantotargethighpotentialemployees?

Arehumanresourceprojections(i.e.,numbers,jobclassifications,skills,knowledge,abilityandeducationlevels)identifiedintherecruitmentplan?

Howfarintothefuture?

Ifthehumanresourcesplancallsforrestructuringordownsizing,aretherestrategiessettodealwithdisplacedemployees?

Isoutplacementassistanceoffered?

Aretherestrategiestosupportremainingemployees?

Arethehumanresourcesprojectionsapartoftheorganization’sbudgetingprocess?

Doestheorganizationhaveplansforensuringitsdevelopmentandhumanresourceneedsaremet?

Onascaleofonetoseven(sevenbeinghighandfourbeingadequate),howdoyouthinktheHRstaffratesthehumanresourcesplanning/organizationaldevelopmentprocess?

Onthesameone-tosevenscale,howdoyouthinkotherdepartmentswouldratethehumanresourcesplanningandorganizationaldevelopmentprocessnowinplace?

ExplanationofHumanResourcesPlanning/OrganizationalDevelopmentQuestionnaire

Affirmativeanswerstoallthequestionsinthissectionmeans

theorganization’sdevelopmentandhumanresourceneedsarebeingmet.Theemphasisisonconnectingorganizationaldevelopmentandworkforceneedprojectionswithinternalandexternalworkforce

skills.

Questionsonethroughsevendealwithinfluencesontheplanningprocess)changingworkforce,marketsandcustomers,products,services,technology/skillsbaseandidentificationofexternalsupply).

Questionseightthrough17dealwithinternalassessmentandavailabilityofthesesameconsiderations:organizationaldevelopmentactivitiesinmanagementdevelopment,training,careerandsuccessionplanningtosatisfyworkforcedemandswithintheorganizations.If

theinternallaborsupplyisgreaterthantheneed,thenthetougherissuesofresourcereallocationhavetobeaddressed(questions18and19).

Humanresourcesplanningisparticularlyimportantfor

emerging,rapid-growthandhightechbusinesses.Maturebusinessesin

needofnewproducts,services,markets,acquisitionsordivestitures

mustalsoplantoidentify,attractorreallocatethetalent

necessaryforrevitalizationandcontinuedcompetition.

Here’salittlepieceofinformationaboutthattechnological

revolution,aheadlinefromanarticlereportingonastudyby

WorldwatchInstitutebackin1980:MicroElectronicsSeenProducing

SweepingIndustrialChange.That ’scertainlyoldnewsaboutthe

future,butthere ’sareasontogobacktothisstorytoremindus

theytolduswhatwasgoingtoha ppen.Mostofusjustdidn

attention.

’tpay

RecruitmentandSelectionQuestionnaire

Theprocessprovidingtimelyrecruitment,selectionand

placementofhigh- qualityemployeestosatisfytheorganization

staffingrequirements.

’s

1. Isthereapolicyin placestatingtheorganization

’s

philosophyonrecruitmentandselection?

Doesthepolicycontainprocedurestoguidemanagersthroughtherecruitmentandselectionprocessanddescribehowtogethelp?

Isthereonepositionwithintheorganizationaccountableforoverseeingandcoordinatingrecruitmentandplacement?

RECRUITMENT

Isthereaformalprocessinplaceforidentifyingjobvacancies?

Brieflydescribetheprocessfromneedsidentificationthroughfinalapprovalauthorization.

Isrecruitmentdoneproactivelyfromaplanningmode(i.e.,projectedworkforceplan)aswellasreactivelytoimmediatereplacementandnewjobopenings?

Isrecruitmentlinkedtohumanresourcesplanning(projectedworkforcerequirements)?

6. Isajobanalysisconductedforeachposition?

Doesthejobanalysisaccompanythehiringauthorization?

Doesthejobanalysisaccuratelyidentifythekeyobjectives

andresponsibilitiesoftheposition?

Doesthejobanalysisaccuratelyidentifytheessential ‘can

do’skillsneeded(i.e.,skills,abilities,knowledge,educationandexperience)?

Doesthejobanalysisaccuratelyidentifytheessential ‘will

do’skillsneeded(e.g.,leadership,interpersonal,entrepreneurial,communicationandgoodattitude)?

Isconsiderationgiventointernalcandidatesforallorsomejobopeningsbeforeoutsiderecruitmentbegins?

Ifsomepositionsaredeterminedtobefilledfromwithin,howisthisdeterminationmade?

8. Isthereaformaljobpostingprocedureinplace?

Ifso,doesthejobpostingcontainthejobobjectives,needsandrequirementscitedinthejobanalysis(#6above)?

Arerecruitmentstrategies(methodstoobtainqualifiedcandidates)setbeforeactiverecruitmentbegins?

Whoparticipatesinthestrategydevelopment?

Doesthisstrategyincludeaffirmativeactionanddiversity

needs?

Whatkindofrecruitingsourcesdoesyourorganizationuseandforwhatpositions:

Newspapersources?Professionaljournals/periodicals?Collegerecruiting?

Specialeventsrecruitment(e.g.,jobfairsandexpos)?Communityreferralagencies(e.g.,stateemploymentand

trainingoffices)?

"Quasi-search"methods(e.g.,hourlyratepaidtorecruitingprofessionalsfortargetingcandidatesourcingoruseofprofessionalcandidateresearchers)?

Employeereferral?

Internalcomputerizedapplicantdatabase?Professionalnetworking(e.g.,associations)?Directmailrecruitment?

Personalnetworks(e.g.,localcompetitors,customers,suppliers,outplacementfirmsorindustryresearch)?

Ifso,pleasegiveexamples:

Doesyourorganizationmeasuretheeffectivenessaswellasthecostsoftheserecruitingsources?

Towhomaretheseperformancemeasuresandrecruitingcostscommunicated?

SELECTION

DoestheHRdepartmentperformallinitialscreeningofcandidates?

Arecandidatetelephoneinterviews,teleconferencingorvideoscreeningconductedbeforepersonalinterviews?

Howmanycandidatesaretypicallyinterviewedbeforefillingapositionandatwhatlevels?

Whoparticipatesintheinterviewandatwhatintervals?

Howmanypeoplearetypicallyinvolvedintheinterviewingprocess?

Arepanelinterviewsused?

Whomakesthefinalhiringdecision?

Arehiringmanagerstrainedinobjectiveselection(e.g.,interviewingtechniques,position-relatedquestionsandlegalimplications)?

Arereferencechecksconductedonallcandidates?

Whoperformsthereferencechecks?

Aretestsorpersonalityprofilesusedintheselectionprocess?Aretheyprofessionallyvalidated?

Aredrugtestsadministeredtoallnewemployeesasaconditionforhire?

Doestheorganizationcomparethenumberofjobopeningsand

workforceprojectionswiththeHRdepartment’srecruitmentandselectioncapacity?

Arepeakandlowhiringcyclesidentified?

Hastheorganizationexaminedorevaluatedanyofthefollowingalternativestosatisfyingworkforcerequirements:

Projectorcontractoutsourcing?

Temporaryplacement?

Internaltemporaryplacementpool?

Part-timeemploymentandjobsharing?

23.Areallemploymentcostsaccountedforintheorganizationbudget?

’s

Onascaleofonetoseven(sevenbeingthehighestandfourbeingadequate),howdoyouthinktheHRteamwouldratetheeffectivenessoftherecruitmentandselectionprocess?

Onthesameone-to-sevenscale,howdoyouthinkdepartmentswouldratetheeffectivenessoftherecruitmentandselectionprocess?

ExplanationofRecruitmentandSelectionQuestionnaire

ThepurposeoftheRecruitmentandSelectionquestionsistoimprovecriticalstaffingneedsinatimelymannerandwithqualitycandidates.

Questionsthreethrough12examinehowthecompanyattractsjobcandidates.Questiontendealswithfindingcandidates.Cost-benefitanalysesofallhiringsources(questions11and12)will

tellyouwheretoplaceyourrecruitingenergiesandfinancialresources.

Questionsontheselectionprocess(13to20)maybemoreimportanttogovernmentagenciesandcontractorsbecauseofhighlyregulatedselectioncriteria,affirmativeactionanddiversityimplications.Fiscalconstraintsandregionalpreferencesmayalsorestrictgovernmentstaffingprofessionalstothemostinexpensivesources,regardlessoftheirresults.

Whatmakesasuccessfulmanageristheabilitytoinfluencepositivebehaviorandtohirethebesttalent.HRprofessionalcounseling,guidanceandtrainingoneffectiveinterviewingandselectionareessentialtohelpmanagersmaketherighthiringdecisions.Itisalsoessentialthattheselectioncriteriabe

equallyandconsistentlyappliedtoallapplicants.

Companies’effortstoreduceboththeirworkforceandtheirfixedlaborcostshaveresultedinlesscostlywaystosatisfyworkforcerequirements.Theseincludeoutsourcingandtemporaryworkers,whichtransfercostsonavariablebasis.ThisiswhyManpower,Inc.hasbecomethelargestemployerintheU.S.today.Ifyourorganizationusesthesemethods,beawareofpossiblelong-termqualityproblemsresultingfromreducedcommitmentandlackofcompanypride.

CompensationQuestionnaire

Asystemofevaluatingjobsandcompensatingemployeesto

ensurethattheorganizationattracts,retainsandmotivatesemployeestoaccomplishorganizationalobjectives.

Doestheorganizationhaveapolicyclearlystatingitspositiononemployeecompensation?

Isthispolicylinkedtotheorganization ’smanagement

philosophyoncompensatingemployees,anddoesitreinforcethe

valuesoftheorganization?

Istheorganization ’scompensationphilosophyclearly

communicatedtoallemployees?

Isitclearlysupportedandmonitoredbymanagement?

Doesthecompensationpolicycontainprocedurestoguidemanagersonhowtoimplementthecompensationsystem?

Isthereonepositionwithintheorganizationaccountableforoverseeingandcoordinatingallcompensation-relatedactivities(jobevaluation,jobclassifications,jobdescriptions,salaryadministration,performanceappraisalandcompliancewithallgovernmentalpayregulations,includingFSLA,ADA,compensabletimeandEEOregulations)?

Isthereaprocessforkeepingtheorganizationawareofcompensationpaidforcomparablejobfunctionsintheregion?

Compensationpaidtocomparableexemptjobfunctionsnationwide?

Compensationpaidtocomparableexemptjobfunctionsindustry-

wide?

Howfrequentlyaretheremarketstudiesperformed?

Isyourpayplaninagreementwiththecompensationphilosophyoftheorganization?

Arepayrangeswideenoughsoasnottoforceverticalpaygrowth?

Arepayrangeswideenoughandproceduresavailabletorewardadditionalknowledge,skills,abilitiesandresponsibilitiesandencouragelateralcareergrowth?

Dotheintervalsbetweenrangesclearlydefinethedifferencesinpositionsassignedtothosepayranges?

Arepaydifferencesgreatenoughtoensurethatasubordinateisnotpaidmorethanhisorhersupervisor,includingovertimepayments?

Arealljobsclassifiedusingaconsistentjobanalysis?

Arealljobclassificationsreviewedforgenderandminorityequity?

Areallcomparablejobsreviewedforpossibleevidenceofuneventreatmentforfemalesorminorities?

Doesyourorganizationhaveanemployeeperformanceappraisalsystem?

Doestheperformanceappraisalestablishclearobjectives,

expectationsandperformancemeasurementcriterialinkedtothatspecificjob?

Doestheperformanceappraisalprovideobjective,interactive

andmeaningfulfeedbackonperformance?

Doperformanceobjectivesclearlysupportdepartmentaland

organizationalobjectives?

Aretheseobjectivesandmeasurementcriteriadiscussedwith

theindividualbeingappraised?

Dotheemployeeshaveclearanddirectcontroloverthe

outcomeoftheirappraisals?

Doperformanceappraisalsreflectanemployee

behavior,aswellasresults?

’spositive

Doperformanceappraisalsincludeawrittenplantoimproveemployees’knowledgeandskills?

Arepayplanslinkedtorewardsformeasuredperformance?

Istheperformancerating/payadjustmentreviewedbysomeoneinapositionhigherthanthatoftheraterbeforediscussionwiththeemployeeandimplementation?

Doesyourorganizationhaveapay-for-performance(merit-based)system?

Doesitworkasintended,orisitatoolforcompensationadjustment?

Doesanoutstandingperformancemeritanoutstandingreward?

Arecompensationincreasesbudgetedthroughouttheorganizationandareguidelinesfordistributionclearlycommunicated?

Arerangesandlimitsclearlydefined(e.g.,payincrementslinkedtoperformancemeasures)?

Isdistributionofcompensationamongdepartmentsreviewedbymanagementforconsistencyandequitybeforeawardingincreases?

Areotherperformancecompensationawards(resultssharing)appropriateandinplace?

Profit-sharingawardsbasedonorganization-wideprofitability.

Specialrecognitionawards,e.g.,bonusesformeetingacombinationofresultscriteria,includingdepartmentcontributionperformance,majorproductivityincreases,salesandprofitincreases,andcostsavings.

Grouporteamproductivitybasedonteamperformanceanddistributedbyteammembers.

Gain-sharingawardsbasedonlocalperformance.

Aspecialpay-for-knowledgesystem,e.g.,paymentforincreaseddevelopmentofemployeeknowledge,skills,abilitiesand/orresponsibility(allowingabroaderjobdesignwithoutchangingassignments).

Doesyourorganizationhavethecapacityforacompensationstrategytoattract,retainandmotivateemployees?

Arecompensationadministrationcostsincludedinthebudget?

Onascaleofonetoseven(sevenbeinghighestandfourbeingadequate),howdoyouthinktheHumanResourcesdepartmentwouldratetheeffectivenessofthecompensationsystem?

Onthesameone-to-sevenscale,howdoyouthinkyourinternalclients(otherdepartmentsandemployees)wouldratetheeffectivenessofthecompensationsystem?

ExplanationofCompensationQuestionnaire

Itisimportantfortheorganizationtodistributeaclearpolicystatementonitscompensationphilosophytoitsemployees.Guidelinesareimportanttoensureconsistencyandequityintherewardsystems.CompensationisprobablythemostobjectiveaspectofHRmanagement.Youshouldbeawareofthiswhenscoringquestionsonethroughseven.

Compensationmethodscanhelpmotivatethefulfillmentoforganizationalobjectives.Forthisreason,compensationexpertsreceivehigherpaythanotherHRprofessionals.Majorconsultingfirmsspecializeinthisareabecausecompensationaffectstheorganization’sbottomline.

Ifcompensationalonedroveperformance,companieswithbig

payrollswouldalwaysbethemostprofitable,butthatisn’tthecase.Infact,eliminatinghigherpaidpositionsisthetrend.

Compensationprogramsshouldmotivateandrewardpeopleforaccomplishingorganizationalobjectives.

Companiesneedtofindnewwaystorewardindividual,teamandothergroupperformance.Rewardsystemsshouldtakeintoconsiderationself-directedworkteams,cross-functionalproblem-solvingteams,matrixmanagement,takingonaddedworkresponsibilitiesandmorerisktaking.Iftheorganizationwantsa

closercorrelationbetweencompensationandqualitywork,thentherecognitionofteamperformanceiscritical.Questionseightthrough11dealwiththeseincentiveissues.

EmployeeBenefitsQuestionnaire

Programsbywhichemployeesreceivenoncashcompensationtoensurethattheorganizationattracts,retainsandmotivatesemployeestoaccomplishorganizationobjectives.

Doestheorganizationhaveaclearpolicyregardingemployeebenefits?

Isthereonepositionwithintheorganizationaccountableforfairlyandconsistentlyimplementingemployeebenefitprogramsandensuringcompliancewithgovernmentalregulations,suchasERISA,COBRA,EEOandtheFamilyandMedicalLeaveAct?

Istheorganizationcurrentoncompetitiveemployeebenefitpractices,suchaschildcare,flextime,jobsharing,vacation/sicktime,time-offprovisionsandhealthplanalternatives?

HEALTHCARECOSTCONTAINMENT

Isthereaprocessinplacetocontainmedicalcostswhileofferingqualityhealthcaretoemployees?

Doyouperiodicallygaugeemployeesatisfactionwiththebenefitplanintermsofcustomerservice,timeliness,claimmanagementandaccuracy?

Ifemployeedissatisfactionishighorcostsareoutofcontrolornoncompetitive,doyouputyourbenefitplansouttobid?

Howoftendoesthisoccur?

7. Doesyourmedicalcostcontainmentreviewcoverthefollowing:

A.Haveyouanalyzedbothofthefollowingalternativehealthcareprogramsfortheircostcontainmentprocesses,includingservicesoffered,accessibility,qualityofcareandcost?

HEALTHMAINTENANCEORGANIZATONS(HMOS):

Whatareenrollmentnumbersforthepastthreeyears.(Rapidenrollmentratesmaresultinpoorerservice.)

IstheHMOaccreditedbytheNationalCommitteeforQualityAssurance(NCQA)?

Wereanyconditionsattachedtotheaccreditation?

WhatisthepublicperceptionoftheHMO(hasitreceivedbad

press)?

HaveorganizationssimilartoyoursfaredwellunderthisHMO?

(Askforalistofclientsandcallsomeofthem.)

Whataretheexclusionsorlimitationsonprocedures,suchastransplants,rehabilitativeproceduresandmentalandnervousdisorders?

PREFERREDPROVIDEDORGANIZATIONS(PPOS):

InadditiontoallthequestionsforHMOsabove,whatistheratioofnetworkvs.non-networkcharges?

Doemployeesacceptthenetworkdoctors?

B.HasHRreviewedthefollowingadministrativecontrols:

In-housecompanydataonpremiumspaidandclaimsprocessed?

Retentionprovisionsofcarriers,suchasrebatesorfavorablerateconsiderationforretentionofcompanyfunds?

Morefavorablestop-lossarrangementswitha

carrier?

Encouragingemployeestoreporterrorsinmedical

bills?

Health-carespendingaccountsandchangingrules?

Nonduplicationofbenefitsinsteadoftraditionalcoordinationofbenefits?

Initiatingaprobationaryperiodbeforehealthcoveragebegins?

C.HasHRreviewedbasiccostmanagementprograms,includingthefollowing:

Increasingdeductibles,coinsuranceresponsibilityorcopaymentamounts?

Requiringsecondopinionsforsurgery?

Institutingpre-admissiontestingand

certification?

Concurrenthospitalstayreviews?

Closelymanagingchronicorcostlyillnesses?

Patientauditingofhospitalbills?

Requiringemployeeplanusagedatafromhealthcarecarriers/administrators?

D.HasHRreviewedemployeehealthpromotionandeducationprograms?

E.HasHRcommunicatedwithhealthcareproviderstoreviewcustomizedplanoptionsandcostcontainmentmeasures?

Arethecostsofemployeebenefitsregularlycalculatedandcomparedtonational,industryandlocaldata?

Arevacationandsickleaveaccrualsanalyzedforpurposeaswellascostconsideration?

Arethereprogramstocontrolabsenteecosts?

Arethereprogramstocurbsickleaveabuse?

Areunemploymentcompensationcosts