Technological, economic and financial changes, globalization and increased competition are the challenges facing organizations today. More than ever, the company is called upon to introduce new tools to achieve productivity that allows it to “survive” in the face of growing turbulence and demandingness.
Productivity is a multi-valued concept that is not only economic or financial, but also mainly social. All functions of the company contribute to this; Today more and more emphasis is placed on the contribution of HR to organizational work.
HR has a whole range of tools and practices designed to help the Human Resources Department respond to the challenges of the economic, technological, social and legislative environment that makes up its field of interaction; Among these tools, we find an audit of human resources through which Maghreb companies manage their activities, presenting in HR, the concepts of numbers and indicators that he lacked, and manage the interactions of the HR function with all interested parties, which are increasingly demanding on the company’s performance.
What does hr do and what is the contribution of HR auditing to organizational activities? And what state of affairs can we learn from the practice of HR audit in North African companies? As part of this report, we will present the results of a quantitative study conducted on a sample of Maghreb companies, the purpose of which is to highlight a list of the main means of audit practice Human Resources and its contribution to the work of the company, as well as determine hr functions and derive the cost of recruitment.
Organizations in the public sector are increasingly facing the same human resources challenges as organizations in other sectors: an aging workforce, declining recruitment rates and increased skill requirements. However, many of the councils and leaders in our sector lack the skills, tools, and resources to solve these problems.
Many people are looking for resources and support to take responsibility for personnel management. Human Resources Standards (Standards) were developed by the Human Resources Council for the Voluntary Sector (Human Resources Council) to inspire, train and support board members, managers and employees. in terms of HR policies and practices that are critical to building effective organizations. Standards are designed and introduced to help community organizations develop effective HR policies and practices. Due to the diversity of public sector organizations, their often very different structures and methods of financing, these Standards will not be applied uniformly to all organizations. Each organization will need to consider how it can use the Standards to take into account its resources, experience, time and priorities, while respecting the spirit of these Standards. Organizations can adapt these standards based on their activities and the resources available to them.
In 2008, the Human Resources Council established an advisory committee consisting of people from different regions of Canada who provide HR services to organizations in this sector. With the help of a consultant, the advisory committee reviewed research documents identifying the key characteristics and structures of the relevant sets of standards in both Canada and the United States. This study laid the foundation for the development of a set of personnel management standards.
Following the preparation of the first draft standards, three screening sessions were conducted to collect feedback from 37 people from various organizations. In the light of these reactions, personnel management was reviewed and an advisory committee held a meeting to review the revised standards and provide final comments on the issue of hr compliance.
The general terms used in this document to refer to all paid employees of an organization (full-time, part-time, contractual, paid, or paid by the hour), including all management personnel. This term does not include people who work as volunteers in the organization.