Final Audit Report - Audit of the Human Resources Management Information System - The Audit Services Division. To share this page just click on the social network icon of your choice.
December 2. 01. 3Table of Contents. Executive summary. Introduction. Background. Audit objective. Audit scope.
Audit approach. Statement of conformance. Findings, recommendations and management responses. Governance. 1. 1 Oversight. Roles and responsibilities. Risk management. 2. Management of operational risks. Internal controls.
Auditing HR Processes. The program is also very useful for. Human Resources Management.
Management of change. Standardization of business processes. Data integrity. 3. Protection of personal information.
Conclusion. Executive summary. The focus of the audit was the People. Soft system, which is the primary system of Health Canada and the Public Health Agency of Canada for processing human resources business transactions. The audit objective was to provide assurance that the control framework for People. Soft is effective for managing human resources as it relates to staffing, classification and compensation. Sufficient and appropriate procedures were performed and evidence was gathered to support the accuracy of the audit conclusion.
In November of 2. Health Canada and the Public Health Agency of Canada rolled out the People. Soft system. Overall, there is a well- defined and properly applied governance regime that provides for the review and oversight of stakeholder needs and data quality. To support data quality, there is a Data Integrity Strategy, which includes a data quality control framework.
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Roles and responsibilities between Health Canada, the Public Health Agency of Canada and the Agriculture and Agri- Food Canada are well defined in the People. Soft Shared Services Partnership. Governance framework, service agreements, and the People. Soft Project Charter. Roles and responsibilities are being effectively carried out. Operational risks related to the use of People.
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Soft are receiving oversight through the People. Soft Shared Services Governance Partnership and the Human Resource Senior Management Committee. A formal approach to managing operational risks would ensure that risks could be managed in an effective manner. Health Canada and the Public Health Agency of Canada have managed most changes well and the introduction of the system has led to improvements in the self- service function, the use of standard business processes and improved management accountability.
The anticipated benefit of using Express Lane Staffing, which will process low- risk staffing transactions quickly, has not yet been realized. The Data Integrity Strategy has produced some positive results by identifying errors in People. Soft. Moreover, all manual leave adjustments should be sufficiently explained and verified in People.
Soft. Risks associated with the protection and the confidentiality of employee information are being addressed. Management agrees with the seven recommendations and has provided an action plan to improve the management control framework for People. Soft to manage human resources at Health Canada and the Public Health Agency of Canada. A - Introduction.
Background. In 2. Treasury Board Secretariat identified the Government of Canada's Human Resources Management Information System, People. Soft, as the system to be used for the management of human resources for all of the federal government.
People. Soft is a commercial- off- the- shelf system, modified to meet common Government of Canada human resource and legislative requirements, that provides an integrated platform for the management of human resource information. Currently, many departments and agencies are using different human resources systems and this results in varying departmental processes for human resources transactions. The use of a common human resource business platform will result in the elimination of aging human resources systems and in the standardization of business processes and common data definitions across the Government of Canada (see Appendix C). The People. Soft shared service came into being as a result of an initiative led by the Treasury Board Secretariat - the Human Resources Business Solution Project - which aimed at enabling the clustering of partner departments and agencies to share one operational instance of People.
Soft. This would mean that departments and agencies would have to eliminate their current human resources systems and replace them with People. Soft. In 2. 00. 9, Health Canada and the Public Health Agency of Canada made a decision to replace its legacy system - HR Advantage - with People. Soft. HR Advantage was no longer a viable option, nor was it supported by the Corporate Services Branch's Information Management Services Directorate. Health Canada and the Public Health Agency of Canada had determined that it would be more cost- effective to participate in a partnership arrangement than for them to host their own instance of People. Soft. The cost to implement People. Soft for Health Canada and the Public Health Agency of Canada was approximately $6. Prior to implementing People.
Soft, Health Canada and the Public Health Agency of Canada conducted an extensive exercise to address known data integrity issues. In addition, they participated in a pilot study as part of the Human Resources Business Solution Project. In November 2. 01. People. Soft went live with five partner departments and agencies, representing more than 3.
In June 2. 01. 2, Shared Services Canada joined the Partnership, adding another 6,0. Agriculture and Agri- Food Canada is the service provider.
Departments within the partnership cluster are currently using the same configuration of People. Soft (v. 8. 9) to support their respective human resources business functions. Changes to the common configuration require approval by the majority of departments and agencies within the Partnership to be accepted for adoption.
The Government of Canada has announced that it will be releasing an updated version of People. Soft (v. 9. 1) in 2. Departments and agencies will be required to implement People. Soft to manage their human resource business activities by the end of the 2. The service agreements identify the services to be measured and the level of service to be provided by Agriculture and Agri- Food Canada for the shared common instance of People.
Soft. Agriculture and Agri- Food Canada provides the functional support services for the People. Soft shared service. These services consist of but are not limited to shared service business support, service desk support, back- up and restoration, ad hoc reporting, performance reporting, and system maintenance. In the shared services partnership, the Corporate Services Branch's Human Resources Directorate provides human resources services to both Health Canada and the Public Health Agency of Canada.
The cost for Agriculture and Agri- Food Canada to provide People. Soft and support services to the Health Canada and the Public Health Agency of Canada is approximately $1.
The service agreements came into effect April 1, 2. March 3. 1, 2. 01. People. Soft is Health Canada and the Public Health Agency of Canada's primary tool for supporting the processing of human resource business transactions. These processes include compensation (leave), classification, staffing, staff relations, employment equity and official languages, security and labour relations. The implementation of People. Soft has resulted in the automation of human resources processes that were not previously available in HR Advantage and the Integrated Leave and Attendance Module. These enhancements have in some cases eliminated the need for duplicate entry and manual records without significantly changing some of the human resource business processes.
In addition, the use of People. Soft in a shared environment promotes collaborative governance and the sharing of information; improved capacity to deliver human resources products and services; more effective fulfilment of legislative and operational human resource business requirements; and reduced operating and maintenance costs to support the human resources system. The Regional Pay System is the primary source for generating information on salary expenses and benefits, and it updates Health Canada and the Public Health Agency of Canada's financial system - SAP. Compensation advisors input pay and benefit information through the People. Soft pay interface, which updates the Regional Pay System. In turn, the Regional Pay System generates a data extract, which is loaded into Health Canada's financial system.
There is no direct connection between SAP and People. Soft (see Appendix D). Compensation advisors can also update the Regional Pay System, which is managed by Public Works and Government Services Canada, by way of direct access.
However, direct input into the Regional Pay System is limited to only a few specific types of pay transactions or to occasions when People. Soft is unavailable for use. Audit objective. The audit objective is to provide assurance that the control framework for People.
Soft is effective for managing human resources as they relate to staffing, classification and compensation. Audit scope. The audit examined the governance and risk management of the People. Soft application initiative and, for internal controls, focused on the human resources functional areas supported by People. Soft, namely staffing, classification and compensation. The audit covered the fiscal year 2.
Excluded from the audit were the following human resources functional areas: security; employment equity and official languages; labour relations; health and safety; and priority management. Audit approach. The audit examined the governance, risk management and control practices of the human resource functional areas supported by People. Soft against a set of pre- defined audit criteria. The audit approach included a review of documentation, policies, standards, guidelines, and framework and business processes.