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Slide 1
Good morning everyone. My name is …. . Today I am going to give a talk on personnel
audit.
Slide 2
I’ve divided my presentation into six main parts. You can see them on the slide.
If there are any questions you’d like to ask, please leave them until the end, when I’ll do my
best to answer them. Please feel free to interrupt me at any time if you have a question.
Slide 3
Now let's move to the first part of my talk which is the definition.
Audit is one of the basic issues in organisation and management.
The word ‘audit is derived from the Latin word ‘audire’ which means to hear. In the olden
days, whenever the proprietors of a business concern suspected fraud, they appointed a
person to check the accounts and to hear the explanations given by the persons responsible
for keeping the accounts.
Now auditing has been used as a part of the control function. It can be defined as the
examination and evaluation of policies, procedures and practices in all phases of business to
achieve the most effective administration of the organisation. Let us define personnel audit.
Slide 4
Personnel audit may be defined in various ways.
In the subject sense, it means that the object of personnel audit is the personnel employed in
an organisation as well as the method of managing it. Subject meaning of audit applies to
basic features as well as advantages and disadvantages of personnel employed in the
organisation.
Personnel audit can also be understood in the sense a process. In this context, personnel
audit consists in systematic, independent and methodical research and, at the same time,
assessment of human resources and the system of managing these resources, aiming at
monitoring compliance of their condition with the adopted standards
Slide 5
The primary objective of personnel audit is to know how the various units are functioning and
how they have been able to meet the policies and guidelines which were agreed upon; and
to assist the rest of the organisation by identifying the gaps between objectives and results,
for the end product of an evaluation should be to formulate plans for corrections of
adjust­ments.
You can see more objectives on the slide.

Slide 6
The scope of personnel audit is very wide. It represents the encompassing approach; that is,
it assumes that the management of human resources involves much more than the practice
of recruiting, hiring, retaining and firing employees. In other words, personnel audit is
interested in all the programmes relating to employees regardless of where they originate.
In this way, the areas personnel audit includes are recruitment, selection, job analysis,
training, management development, promotions and transfers, labour relations, morale
development, employee benefits, wage and salary administration, collective bargaining,
industrial relations and communication. Further, the areas like leadership, grievances, and
performance appraisal and employee mobility are also included within the scope of
personnel audit.
The personnel audit should probe much deeper, evaluating personnel programmes, policies,
philosophy and theory. For this, it is necessary to decide the appropriate levels of audit such
as results, programmes, policies, philosophy, etc., before actually initiating the personnel
audit.
Slide 7
Personnel audit is conducted according to general internal audit methodology. Such a
procedure includes the following tasks at particular audit stages (on the slide).
Slide 8
Determination of the object, purpose and range of personnel audit.
On the basis of the aforementioned definition of personnel audit it can be stated that the
object of personnel audit are human resources of an organisation as well as the system of
managing these resources. The goals of the audit procedure shall include increase in the
level of coincidence between human resources and tasks resulting from implementation of
organisational objectives. The range of audit is determined with regard to the assumed audit
purposes. It may cover the whole organisation, particular organisaisational units, and even
single organisational posts.
Slide 9
During the initial identification of human resources and the system of managing, these
resources and information about external and internal conditions for implementation of
personnel function is collected. It is suggested that it included the personnel function
environment: internal as well as closer external and further external ones.
Components of the internal environment of the personnel function are the remaining
functions of the organisation. The relation between the personnel function and the internal
environment means any actions referring to particular aspects of human resource
management: functional, institutional and instrumental ones, taking into account
organisational strategy, structure and culture.
Closer external environment is organisations and groups that may affect human resource
management in a given organisation. Closer external environment components include,
among others: owners of the organisation, state and local administration bodies, customers,

schools, personnel consulting companies, employment offices, trade unions as well as
political parties.
On the other hand, further external environment includes factors and processes that may
have impact on implementation of the personnel function in a given organisation. Structuring
of further external environment means division into the following spheres: economic,
technical, demographic, socio-cultural and legal.
Slide 10
Selection of criteria results from audit areas and the applied methods of auditing.
For personnel strategy, it is recommended to formulate a synthetic criterion defined as
personnel strategy adequacy to the strategy of the organisation. In this case, the set of
analytical criteria should include the principles of personnel strategy formulation. Audit of
human resource management system organisation consists in assessing compliance of the
applied structural solution and evaluation of compliance with the principles of building
organisational structure.
Personnel audit requires application of a number of evaluation criteria which include, among
others: competences of employees, motivation of employees, work effectiveness, labour
costs, number of employees in particular categories of employment as well as the volume of
engagements, shifts and dismissals.
The most developed set of criteria is required by the audit of human resource management
process.
Slide 11
In the course of audit works, it is necessary to gather information regarding particular partial
criteria, as well as to perform their measurement and evaluation, applying adequate audit
techniques. In order to perform a full and reliable analysis, it is recommended to obtain any
necessary information, applying, first of all, the techniques of analyzing organisational
documentation as well as sociological techniques. Based on this, it is possible to derive
diagnostic determinations.
Slide 12
At the beginning of this stage it is necessary to check the correctness of formulating
assessments and conclusions concerning the audit object. In the case of observing that
within particular audit tasks, there is no full compliance of their execution with the adopted
standards and that the derived determinations do not meet the condition of consistency, it is
necessary to determine the causes and repeat the questioned audit. Interpretation of audit
findings takes place on the basis of assessments in relation to those obtained results.
Slide 13
At the last stage of personnel audit, a report on the conducted audit is prepared, containing
also the suggested corrective actions allowing to eliminate the observed irregularities.
Slide 14
That brings me to the end of my presentation.

Contemporary organisations formulate high requirements concerning staff competence and
the method of human resources management. In order to meet these requirements, changes
in the traditional understanding of the internal control process are necessary.
In this case, internal control should be replaced with personnel audit the main purpose of
which is helping the organisation members in improving its functioning. Personnel audit
should be regarded as a tool improving actions in the sphere of human resources of any
organisation. Complete and objective diagnosis of human resources and their management
level is possible if several conditions are fulfilled: a proper audit implementation procedure is
determined, the auditor has unlimited access to the organisation’s source documents,
complete freedom of talks with employees is ensured and appropriate research methods are
applied.
Slide 15
Список использованных источников
Slide 16
Thank you for your attention. If you have any questions, I’d be happy to answer them.