₦airaland Forum

This is the same guy who engaged himself physical with Dbanj abi?

Freed based on what?

Amen o.

So what is wrong in re-electing him? At least during his tenure, 3 govs claimed thier mandates back. Thts an achievement on its own.

A fast growing food company urgently needs a Finance & Accounts Manager in Abuja Office.

Qualification/Requirements
BSC/HND/PE1 or II minimum. ACA as an added advantage
Responsible for preparation and review of periodic financial reports necessary to give account of financial activities of the company in the region of primary assignment, Coordinating the activities of accounts supervisors in the region of primary assignment.
interested applicants to send cvs to o_olayemi@yahoo.co.uk

slap1:
Reminds me of CTU's office in 24.

Gbam.

I like this game.

Self interest. Go will save us.

Me too I noticed ooo

@ St Dominion,

Check this location in Abuja, you will be informed of every requirement. I am also in Abuja presently and I have visited them once. Gud luck.

18. Telmark & Associates Ltd
C 52/55 Efab Shopping Mall
Annex Area 11 Garki, Abuja
Tel: 08037879543, 08054249485

A Fast Food company with presence in all major cities in Nigeria is urgently recruting for Restaurant Managers in Abuja as a result of growth.

Qualification & Requirements
HND/BSc in Food Tech/Hotel & Cat Mgt/Bus Admin and other relevant background
3-5 years experience in Supervisory/Managerial positions in Fast Food. Please foward you cv's to o_olayemi@yahoo.co.uk

RICHIE BOI:
why isnt the BENIN-ORE road not included?

Benin-Ore is not a new one. It has been awarded long ago.

aristole:
@ Poster.
See,solution is "personal determination".Thats d secret.If u like let E.A Adeboye,Oyedepo & Co do deliverance 4 u;it wont work.ok?

Perfect

I am not suprised by your name we shall know them[b] "labalaba"[/b]

A leading food processing company urgently requires the services of exprienced accountants in Abuja branches.

M[b]inimum Requirements:[/b]
B.Sc./HND in Accounting, Finance or any relevant field
(ACCA, ACA or CIMA) added advantages.
Minimum 3 years of post qualification experience in similar industry will be an added advantage

Please forward your cv's to hrfastfood@yahoo.co.uk

Hello Mod,

There's a write up I posted some hours ago but it disappeared. I assume it was deleted because you guys thought it's an advert. Kindly look at the post and bring it back. Its purely Human Resources.

Thank you.

Echidime:
Can we see pictures of the gunfires please? and the camps of the kidnappers? I never knew someone knows the camps of the kidnappers

Chei! Na picture of gunfire this one dey ask.  

Dear All,

I have read so many articles on HR Audit and I have implemented it in some of my jobs handled in the past. HR Audit serves as guide and once we observe it, our jobs becomes more perfect.

Definition
HR Audit means the systematic verification of job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and morale, participative management, communication, welfare and social security, safety and health, industrial relations, trade unionism, and disputes and their resolution.HR audit is very much useful to achieve the organizational goal and also is a vital tool which helps to assess the effectiveness of HR functions of an organization.

Benefits of HR Audit:

It provides the various benefits to the organization. These are:

• It helps to find out the proper contribution of the HR department towards the organization.
• Development of the professional image of the HR department of the organization.
• Reduce the HR cost.
• Motivation of the HR personnel.
• Find out the problems and solve them smoothly.
• Provides timely legal requirement.
• Sound Performance Appraisal Systems.
• Systematic job analysis.
• Smooth adoption of the changing mindset.

Please find below useful write on HR Audit. I tried attaching it but it keeps coming back. All the best.

Introduction To Human Resources Audit
The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions. The purpose of the audit is to reveal the strengths and weaknesses in the nonprofit’s human resources system, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where it’s full potential to support the organization’s mission and objectives can be realized.

Who should conduct the audit?
The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions.

How should it be conducted?
The audit process consists of a series of questions covering the eight primary components of the HR function:
Roles, head count, and HR information systems (HRIS)
Recruitment
Documentation
Training, development, and career management
Compensation and benefits
Performance measurement and evaluation
Termination and transition
Legal issues and personnel policies

The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.

How are needed improvements identified?
Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organization’s mission).

A cautionary note: Finding out what is insufficient and inadequate is the first step toward improvement. If deficiencies are identified, it is important to take steps to correct those deficiencies.
Organizations should take that first step only when they are ready to act on the findings, and to make necessary improvements in their HR skills, processes, and systems.

How is follow-up and correction done?
Improving the HR system takes some time. A workplan — with a timeline, accountability, and deliverables— should be created after the team reviews the completed audit and identifies areas where improvement is needed. Follow-up and review should be a regular management function, performed on an ongoing basis.

The Human Resources Audit
Roles, Head Count, & Human Resource Information Systems (HRIS)
How many employees are currently on staff?
How many employees are:
- Regular
- Probationary
- Temporary
- Contract
- Industrial Trainees
- NYSC

How long is the probationary period?
Are employees aware of their status?
How long can an employee be temporary?
How many employees have supervisory responsibility?
Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have descriptions?
Are independent contractors used? If so, how many are being used? And, for what functions?
Have issues related to classification of employees been raised?

Recruitment
How did the work force get to be the current size?
What are some of your organization’s future needs for personnel?
What are the procedures for hiring in your organization?
What recruitment sources are used? (e.g., advertisements, referrals from other agencies, personal contacts)
Are current employees given appropriate consideration for promotion or lateral position changes?
Who does the preliminary screening of candidates?
Who selects candidates for interviews?
Is training provided for those who conduct interviews?
How is the recruitment, screening, and selection process documented?
What is the interview process that is used (e.g., individual, sequential, panel)?
Who holds final authority to hire?
Who checks references?
How are the reference checks documented?
Who makes the offer of employment?
Where is the hiring paperwork generated?
Who negotiates compensation packages?
List the practices you believe are unique to your organization.
What is the turnover rate (percent of employees leaving each year) in your organization? Has this changed over time?
Who gives references for former employees?

Documentation
Where and with whom are the personnel files currently held?
What documents are held in personnel files?
How are the following documented by your organization?
- Hiring: Application, Interviewing, and Reference Checks
- Compensation and Benefits
- Transitions
- Training
- Discipline
- Work History
- Significant accomplishments
- Performance evaluation and performance management
- Termination
How long are files held and where are they stored after employees leave?
What is the interface between HR and Finance?
Is a payroll service used, and if so, which one?
Is there training of managers and employees about personnel files, and policies and procedures for accessing them?
Is an HRIS system being used, and if so, which one?

Training, Development and Career Management
Who is responsible for new employee orientation?
What are the elements of the new employee orientation program?
Where and to whom do new employees go when they have questions about your organization or their jobs?
Is there a formal training program for employees and managers? If so, please describe it.
What training and development initiatives have occurred in your organization?
What is the average length of time an employee stays with your organization? Does this vary by position type?
How much does your organization spend annually (in total and per employee) on employee training and development? Does this vary by position type?

Compensation and Benefits
Basic Compensation Questions
Is there a formal compensation program?
How are wages set?
Are formal salary ranges set?
If formal salary ranges are set, are they made public to employees?
How are jobs rated?
How frequently are jobs re-evaluated or updated?
Are any salary surveys used? If so, which ones?
Are pay ranges revised as a result of these surveys? How frequently?
Who in your organization (what position) administers the compensation program?
Are COLA’s given, and if so what is the basis for the COLA?
Are merit increases given, and if so, are they integrated with performance evaluation?
Is there a bonus system, and if so how is it structured?
How is the compensation program and total compensation package communicated to employees?
What are the “cultural issues” or beliefs related to compensation in your organization?
How is employee communication regarding compensation and benefits delivered in your organization?

Health and Welfare Benefits
Describe the health insurance or retainership program provided by your organization.
Are dependents covered, and if so, in part or in full?
What are the eligibility requirements for health insurance and other benefits?
Which of the following health and wellness benefits are offered, and what are the limits and requirements for coverage?
- Dental
- Vision
- Disability
- Employee Assistance Program
- Life Insurance

Compensation And Benefits (continued)
Pension and Retirement
What is the pension or retirement plan?
What is the vesting period?
Can employees contribute?
Do you organization have retirement and Gratuity policy as prescribed by PENCOM?
What is the annual percentage of gratuity paid to exiting employees

Paid Time Off
What kinds of leave are paid and who is eligible for them?
What is the vacation schedule, and how is it earned?
What is the eligibility requirement for vacation?
Is there a cap to limit the amount of vacation accrued?
How is unused accrued leave treated?




The Human Resources Audit (continued)
Performance Management And Evaluation
Describe the past and current performance appraisal system in your organization.
If a performance appraisal instrument is used, please attach a copy. (If the instrument differs by position, please attach all instruments.)
What type of process is used (360o–supervisor only–peer evaluation–outcome)?
What type of training is used in relationship to performance evaluation?
What is the role of the supervisor/manager in performance appraisal?
What is the focus of performance management in your organization?
How often and consistently is the process used?

Termination And Transition
Is your organization an “at-will” employer?
What other causes or conditions of termination of employment exists?
What procedures are used for
- Termination for Cause
- Job Closure
- Resignation
What level of approval is needed before a termination can occur?
Is there any formal checklist or legal review prior to termination?
Are exit interviews performed for all employees who leave?
What documentation is required for all employee transitions?
How are references handled in your organization?
Who is responsible for internal communications regarding difficult terminations? (i.e., communicating the termination to other employees.)

Legal Issues / Personnel Policies
To your knowledge, are all employees appropriately classified?
What personnel policies are currently being used?
When was the last time these policies were reviewed and updated?
Is there a disparity between policies and practices?
Who has organizational responsibility for legal or employment questions?
Is harassment training regularly provided?
How are employee grievances dealt with?

Always controversial.

mychelyn:
It took the likes of Nani and Michael Owen to rescue Ferguson from what would have been Bolton's embarrassing defeat. view[www.criticalsports-meche..com]

Which rescue? Are they not doing what they are recruited to do? What embarrassing? Wes brom beat arsenal in emirate. What would you call that?

What's the submit all about?

And the Governor still exist.

What's your source please before we respond?

chosen04:
@Poster

And you expect FASHOLA who has always turned BLIND eyes on the crimes of LASTMA officials to now act?

Do people learn to use left hand(s) in old age?

I disagree with you on this. Fashola has personally dealt with some LASTMA officials severally and you dont expect him to know everything.

I hope this will not be pirated.

Goksyde:
Yemi please whats your email addy , have a question for you .

You can send me a mail here hrfastfood@yahoo.co.uk. Inform me thereafter.

You can imagine. The pix shows the calibre of people attended. No single leader except Olunloyo. The guy has failed already. I fear for Oyo in 2010 cos it will be bloody. The recent fight is just an intro.

@ achmed1

You are welcome.

Idont think this guy knows what he wants.

He's not aware of anything. Infact this guy last among all.