HR Services

Self-Assessment

By Jean - Sébastien MASIALA THEKO

July 25, Roma

HR Academy / 2007 - 2008

Name Description

Market

overview

► Country

► Post-conflict situation (10 years of war) after 30 years of dictature…

No infrastructure Lack of adequate educational system Corruption/Integrity Issues

► Business

► 1st Telecom Company with 43% of Market shares

► Very low increase of business results due to competition and business expansion needs

► Weaknesses in the profitability due to limited revenues and lack of optimization in the use of company resources

1

2

Main Issues

within HR Dpt

► Staffing ► New staffing (1 year) without handover Lack of

Administration

► Capabilities

► Low average professional experience

► Lack of focus due to Business continuity needs and new initiatives…

► Credibility ► Self-confidence of HR Representatives

1

2

3

Immediate HR

Challenges

► Communication & Execution

► CAFE

► Coaching ► Provide basic knowledge and tools for an appropriate HR Administration

► Performance Management

► Monitoring of achievement and execution of agreed Development Plan

1

2

3

Executive Summary

• The purpose of this project is to assess whether the

HR processes are functioning effectively in line with

the established Corporate policies.

• Compilation and analysis of Core HR policies and

procedures, Compliance review and Corrective Action

Plan in case of issues.

• A resourceful Self-Assessment is an important

tool to ensure effectiveness of HR Services, build

capabilities of HR professionals and accordingly

enable them to play their strategic role which has

credibility as a requisite.

Concept Overview

• What?

• How?

• Why?

• HR Services Self-Assessment: The main

successive ladders to be followed in this process

are:

- Collection of Core HR policies & procedures, and

related regulatory guidelines, explaining how

important they are for the business and what are

the eventual risks in case of failure or breach.

- Compliance audit for each item in detailing, in case

of issue, a root cause analysis.

- Corrective action plan with Responsible Managers,

Target dates and Final Assessment.

Internal Audit

Methodology

• HR Self-Assessment

• Constructive & educative discussions

• Setting of reasonable sample size of testing

• Evidence of testing

• Executive Management Review

• Appropriate Records Management

• Quarterly Cycle

Governance Tool

• This would be a Control Log that will efficiently

capture HR Activities, ensuring they are well

done.

• In case of issue, this should be well known and

corrective actions suitably tracked.

• HR support would than be efficiently provided

and HR Professional can have stronger

pedestal before pretending to valuably assist

the business on strategic approach.

Outcomes

• Enhanced business savvy with personal capabilities

• In depth knowledge of the human resources field

• Building of analytical skills

• Sharpened persuasiveness, ability to influence

• Better appreciation of risk taking

• Opened to criticism

• Increased integrity

• Improved Core HR Processes skills

Value adding

• Controlled environment

• Efficient Management

• Tracking of issues

• Responsibility

• Credibility

• Business support

In line with the… Stages of Development &

Indicator of success for HR Function

1. Personnel Administration

2. Employee/Management Advocacy

3. Effective Human Resources Management

4. Strategic Advisor to Management

5. Business Partner to Management

• Accountability at team level

• Self functional measurement

• Learning

• Clear reporting database

• Organized around core capabilities

• Internal customer satisfaction

Indicators of Success

From Tony TASCA’s Presentation

Sample

HR Services Quality Assurance

Key Processes Streamlined Control Appraisal

Unit Information

OpCo D.R. of the CONGO

Legal Vehicle Celtel D.R. Congo

Tester Jean-Sébastien MASIALA

Unit Manager Raphaël MBEMBA / Mamie-Agnes MUADI

HR Director Yvette IKOLO

Managing Director Antoine PAMBORO

Group HR Approver Joseph Tony TASCA

Period Q4 2007

Ref Process Description Risk Description Event Category

Important

Risk

(Yes/No) Control Description Test Frequency

Test

Methodology Test Description / Objective

1 Hiring Practices –

compliance w ith local

law s, Recruiting

process, On-boarding

Processes, Pre-hire

Screening Legally

Allow able in-country

A flaw ed or non-existent

recruiting or hiring

process may result in

hiring employees that are

inappropriate, thus

violating local law s and

regulations or do not

meet minimum

requirements, contrary

to Corporate policy.

Workplace Environment Yes 1. HR w orks closely w ith Business in candidate

evaluation process. Pre-employment screening

are conducted on all new employees, rehires,

and contingent w orkers.

Quarterly Examination of

Documentation

Take a sample of new hires,

rehires, and contingent

w orkers in the quarter and

confirm pre-employment

screening w as carried out in

line w ith local law s and

policies w ithin the documented

policy timeframes. Where

background checks are carried

out by an Agency, ensure that

the standard of screening

meets Zain's requirements and

confirm for a sample that they

have been carried out.

2 Exit Management -

Paying correctly upon

termination, Deactivating

system entitlements,

Employee status update

in Celtelpeople,

Compliance to in-

country legal

requirements

Inadequate procedures

over terminations could

lead to losses or f ines

from the local regulators.

Employee Relations Yes 1. Documented dismissal (redundancy) policy

and procedures in place, are in line w ith

applicable local employment law s.

2. All company property and asses are collected.

3. Notify applicable areas (e.g., System Security,

Payroll) for employees leaving the f irm.

Quarterly Examination of

Documentation

1. Take a sample of dismissed

employees and check that the

steps taken are in line w ith

local law s and policies (e.g.,

approval by Management and

Legal).

2. Test the sample to ensure

that outstanding loans and

liabilities have been factored

into the f inal pay and company

assets (e.g., laptop, credit

card, sim card, etc) have been 3 Compensation/Benefit

policies and procedures

– Comp System Review

/ sign off for off-cycle

aw ards, Incentive

aw ards, Equity, payroll

deductions for tax ,local

tax reporting and

payment )

Noncompliance w ith

Compensation/Benefit

policies and

procedures could

result in fraud or

incorrect f inancial

reporting of

compensation.

Internal Theft and Fraud Yes 1. Any Compensation action is approved.

Internal checks betw een generalists, managers

and Compensation team. Audit reports can be

tracked to identify w hich individual has input data

to the system. Audits are run throughout the year

end process to look at payments that fall outside

defined parameters i.e. base salary increases >

10%, current base salary less than proposed

base salary etc.

2. Reconciliation w ith Finance of bonus

payments made post process.

Quarterly Examination of

Documentation

1.Take a sample of individual

salary adjustments made in the

quarter and check for

evidence of proper local and

regional approvals being

received and documented

before input to the payroll.

Review audit trail for accuracy

of input.

2.Confirm reconciliation is

performed and any differences

have been dealt w ith.

FOUNDATION

Overall Control Rating (S/NI/U):

Explanatory Comments*

Assessment Ratings

Overall Residual Risk Rating (H/M/L):

Sample

HR Metrics

STAFF MOVEMENTS REPORT

Du lundi 7 juillet 2008 au vendredi 11 juillet 2008

NEW HIRES

Name

Gen

der Grade Date of Hire Department/Region ID Number

John BOLINGOLI M 10 lundi 7 juillet 2008 Projects Engineer/Kinshasa HQ 1129753

Vivien FUNDI M 10 lundi 7 juillet 2008 Projects Engineer/Lubumbashi 2234253

Francky FATAKI M 10 lundi 7 juillet 2008 Projects Engineer/Goma 5534353

Sample

HR checklists REVUE FONCTIONNELLE DE

LA DIRECTION

Unit Information

OpCo D.R. of CONGO

Raison sociale Celtel D.R. Congo

Maker

Jean-Sébastien

MASIALA

Checker Raphael MBEMBA

DRH Yvette IKOLO

Période avr-08

HEBDOMADAIRE

No.

Description Qui Quand Produit AVRIL

W1 W2 W3 W4

1 Soumettre à l'Assureur des Soins les formulaires de rembourssement médical.

Béatrice SEMAINE Assurance

2

S'assurer que le Staff qui va en congé remplit le formulaire de congé qui doit être dûment signé et approuvé par les Managers & le Directeur concerné; Mise à jour subséquente du tableau de congé.

Joujou/Euphrasie SEMAINE Congé

Key Learning

• Internal capacity to be

boosted, encouraged and

developed

• Audits outputs revealed

several areas of improvement:

- Lack of formal policies

- Inconsistent or unclear procedures;

- Selection Administration;

- Personal Filing (Core physical

documentation and Electronic Data

warehouse);

- Basic Training Administration (Material,

Employees’ data & feedbacks);

- Lack of appropriate payroll/benefits

reconciliations leading to numerous

complains and errors;

- Organization charts not aligned with the

budgets;

- Inconsistent Performance Management.

• Willingness to learn and

implement new approaches

• Appreciable key

achievements:

- HR Metrics capturing core HR

activities;

- Social activities/plans emphasis

company values;

- Some policies have been established;

- Well documented Talent Management

to be strengthened by key roles

succession plans;

Next steps…

• Conduct Regular Management Review

(Quarterly or semi-annually basis)

• Ensure that Corrective actions are taken

and re-assessed

• Update of Control Indicators

• Formalize Annual Peer/Management

Reviews based on the HR Quality

Assurance Metrics

Live the Zain life

Thank you