Bonded labor occurs when a person is forced to work in exchange for the repayment of a debt or other obligation — sometimes levied as a fee for receiving a job in the first place. If bonded labor is discovered, the supplier is required to repay the recruitment fees in full to all affected employees. We ensure safe channels for employees and suppliers to communicate concerns, and we continue to be recognized as a leader among all industries in efforts to eliminate this vicious practice. If bonded labor is uncovered, immediate action is taken:
As a knowledge-based organization, effective processes and mechanisms to identify, measure, nurture, and sustain talent are vital to becoming an effective research and technology organization RTO. Figure 1 — Talent management elements Long description - Figure 1 Figure 1 describes the various auditable elements of talent management.
Eight elements are defined: The audit focuses on the elements of workforce planning and succession management. Workforce planning and succession management support NRC in addressing current and future human resource needs and help prepare the organization to address expected and unexpected gaps in its workforce at varying levels of the organization.
Effective workforce and succession planning processes enable organizational responsiveness, to dynamic work environments and government priorities. Strengths Workforce planning roles, responsibilities, and accountabilities are defined and support a functioning governance structure.
In general, we noted that the planning framework enables workforce and succession management activities. NRC is in the process of inventorying and defining the key positions and roles that are critical to its success. Synergies exist that can be capitalized on, with corporate support, as individual operating groups undertake competency inventory exercises to define existing and anticipated research and technical competencies needed to remain at the forefront of Canadian innovation.
NRC has defined a succession planning program aligned with its workforce planning framework. We noted that knowledge management activities are integrated with succession activities to varying degrees reflective of differing business processes between operating groups.
Areas for Improvement While governance structures exist and support workforce planning management, further clarification of workforce planning authorities across portfolio and branch, division, and enterprise levels is necessary to support strategic alignment across NRC.
Information is available to support informed decision-making. We noted opportunities for improvement with respect to accessibility, integrity, and utility. Further consideration of related modules, specifically supporting workforce planning and succession management, would reinforce the existing framework and increase program effectiveness.
NRC should further strengthen its talent management practices through ongoing improvement and risk-based considerations as set out below. Statement of Conformance In my professional judgment as the Chief Audit Executive, sufficient and appropriate audit procedures have been conducted and evidence gathered to support the accuracy of the audit opinion and conclusion.
The opinion is based on a comparison of the conditions, as they existed at the time, against pre-established audit criteria that were agreed on with management.
The opinion is applicable only to the entity examined. The engagement was conducted in conformance to the requirements of the Policy on Internal Audit, its associated directive, and the Internal Auditing Standards for the Government of Canada and Code of Ethics.
The evidence was gathered in compliance with the procedures and practices that meet the auditing standards, as corroborated by the results of the quality assurance and improvement program.
The evidence gathered was sufficient to provide senior management with proof of the opinion derived from the internal audit. NRC relies on the knowledge, skills, and abilities of its workforce as the driver for success.
NRC faces similar challenges to industry and government with respect to an aging workforce, maintaining relevance in innovation activities, and matching labour and expertise supply and demand. Employee Footnote 2 and employer Footnote 3 driven turnover has generally trended downward as shown in Figure 3.
A cross-sectional approach was taken to engage both the supply HRB and demand side PBIs of workforce and succession management expertise and services. The audit examined plans, risks, and mitigation strategies defined for fiscal year Based on the planning stage risk assessment, the audit scope focused on workforce planning and succession management as described in Figure 1 and Appendix A of this report.
The audit scope excluded classification processes, budgeting, and financial forecasting practices. The audit touched upon other elements of talent management, including employment equity, diversity, and official languages, to the degree that they relate to workforce planning and succession management.
Approach and Methodology The audit was conducted in accordance with generally accepted professional auditing standards of the Institute of Internal Auditors the IIA and the standards and requirements set out in the Treasury Board Policy on Internal Audit.
A Tool for Internal Auditors Consideration was also given to related key policies, standards, and directives.
Criteria were discussed with management in advance of the audit. Audit samples were drawn from across the organization. Divisions and portfolios were select to obtain representative audit findings to support workforce and succession planning across NRC. Our selection methodology incorporated quantitative and qualitative factors including general workforce demographics, retirement eligibility, planned staffing activities, turnover, and other professional judgement informed criteria.
The audit methodologies were selected to ensure that the root cause of findings was identified and to ensure recommendations add value for NRC. Roles, responsibilities, and accountabilities associated with workforce planning have been defined and communicated.
In general, HR related planning processes were found to inform business planning, integrating information from the operating environment. Governance structures in place are adequate to provide the necessary oversight and challenge function to enable workforce planning activities.
We could not identify formalized guidance for PBIs to manage their high potential employees in a consistent fashion that maximizes benefits for NRC. Groups across NRC are in the process of defining and cataloguing their current competencies and capabilities. Synergies exist, through centrally supported planning and resourcing, for an NRC wide catalog to benefit NRC as a whole, to maximize the value of its matrix structure, and facilitate increased cross-portfolio interaction.Welcome to eAuditNet.
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A personal skills audit is an inventory people take to assess the competencies and skills they have already, want to develop and will need in the future. The audit may use a scale from 0 to 5, with 0 showing complete lack of skill and 5 showing a mastered skill, or people may choose to rank the top.
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