Human Resources Management hrm

2.3.4 Human Resources Management hrm

The quality of the people who work at bpk forms the backbone of bpk ’s performance. Strong leadership is necessary to put the professional skills of bpk ’s staff to its optimal use. bpk is therefore a very important aspect of quality control at entity level. Although it might be a slow process, improving staff quality needs bpk ’s full attention in the coming years. The bpk unit should have a stronger relationship with the line managers to convince them of the urgency of using all bpk instruments. Feedback and good performance need to be rewarded bpk ’s current staff classification and remuneration system is in general still based on its former ranks and qualification periods system rather than on staff performance. A strong performance appraisal cycle concentrating on the relation between manager and employee is needed in which feedback in both directions is a must. Results of the appraisals must be discussed at a higher lever to get a better picture of developments in a particular unit. Professionalism and knowledge asosai supports our opinion that professionals should be appointed to positions where they are needed. This would make bpk less dependent on external specialists and consultants. The prevailing opinion at bpk is that by law it can recruit only auditors, even for non-audit positions. In our opinion this is a misinterpretation. Staff rotation is important to exchange experiences and remain dispassionate. bpk has decided to assess its entire staff. We wonder whether it would be better to wait until the individual performance measurement system is ready so that both attitude and performance can be measured simultaneously. We recommend that the strategy be revised so that more qualitative assessments of bpk audits and products can be started in the near future rather than wait another two years. Step by step itama must develop a strategy to generate added value for bpk. What should it learn first and what afterwards? We recommend that the strategy be revised so that more qualitative assessments of bpk audits and products can be started in the near future rather than wait another two years. Step by step itama must develop a strategy to generate added value for bpk. What should it learn first and what afterwards? We recommend that bpk create more awareness amongst managers regarding the importance of human resources management and the available hrm policies and instruments. Furthermore, we recommend that bpk maximise the potential of its operational flexibility and ability to promote and reward talented people. Finally, we recommend that bpk involve line management in selecting new staff and putting the right person in the right place. We recommend that bpk create more awareness amongst managers regarding the importance of human resources management and the available hrm policies and instruments. Furthermore, we recommend that bpk maximise the potential of its operational flexibility and ability to promote and reward talented people. Finally, we recommend that bpk involve line management in selecting new staff and putting the right person in the right place. We recommend that more attention be paid to good performance, feedback between manager and employee in both directions and selective rewards. We recommend that more attention be paid to good performance, feedback between manager and employee in both directions and selective rewards. We recommend that the present uncertainties in bpk’s recruitment rules be evaluated. We recommend that the present uncertainties in bpk’s recruitment rules be evaluated. Coaching and development of skills bpk should be aware that auditors need frequent guidance and coaching from their managers as well as training. Managers, however, also need extra training and attention to keep pace with developments that affect their role and attitude. Managers should give guidance and draw on the creativity and knowledge of their personnel because a lot of their potential is currently unused.

2.3.5 Audit standardsGuidelines