The Categories Although a number of activities are common to almost all human resources func- tions, some are also unique to the organization of which the human resources function is a part. In previous editions of this book, the audit used 16 categories for an organization to use to rate and rank its specific operations. However, be- cause human resources has become more complex and strategic, a more compre- hensive method is required. In this edition, the key result areas of performance most required of human resources are defined by 11 categories. Eight of them are similar to the ones on which testing for the Society for Human Resource Management (SHRM) certifica- tions are based. The remaining categories were added at the recommendation of our Advisory Board, who felt the additions would contribute to a more compre- hensive audit of the function. The first of these categories are: · · · · · · · · Human Resource Strategic Management Workforce Planning and Selection Training and Organizational Development Total Rewards Employee and Labor Relations Safety and Security Human Resources Information Systems (HRIS) and Metrics Diversity and Equal Employment Opportunity In addition to these eight key result areas, the book also considers three opera- tional dimensions of the human resources function: · Human Resources Facilities and Equipment · Human Resources Organization · Human Resources Staff An additional feature in this edition is the identification of subcategories in each main category. Questions, evaluations, analyses, and action plans are all di- vided and grouped into the subcategories. These groupings contribute to more effective information gathering and provide you with a more detailed evaluation and analysis of what goes into each category's overall evaluation. xxi American Management Association www.amanet.org