...Retention of HR and other related records The legal position There is a substantial and complex amount of EU and UK legislation which has an impact upon the retention of HR and other related records. Examples of legislation dealing with particular categories of records are provided in the boxes below. Other important statutes, statutory instruments, EU Directives, and further provisions and proposals include the following: Acts Limitation Act 1980 Data Protection Act 1998 Freedom of Information Act 2000 The Regulation of Investigatory Powers Act 2000 Anti-Terrorism, Crime and Security Act 2001 Statutory instruments Privacy and Electronic Communications (EC Directive) Regulations 2003 (SI 2003/2426) The Regulation of Investigatory Powers (Acquisition and Disclosure of Communications Data: Code of Practice) Order 2007 (SI 2007/2197) The Data Retention (EC Directive) Regulations 2009 (SI 2009/859) Directives Data Protection Directive 95/46/EC Privacy and electronic communications Directive 2002/58/EC Further special provisions may arise affecting the retention of or access to data, for example: In the context of the criminal law, the Anti Terrorism, Crime and Security Act 2001 Part 11 provides a lengthy code of practice for voluntary retention of communications data. To provide security services with a reliable log of mobile and fixed phone calls, telecommunication companies must keep telephone call logs for one year. Internet...
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...HR Metrics and The Measurement of HR Tony Guse Human Resources Management AL359 Instructor: Mary Felder 5/10/2014 The goal of an effective HR department is to add value, make an organization more viable, and contribute towards the objectives and goals of a business. Human Resources Metrics convey the value added by the HR function; demonstrate the contributions made by human capital; and measure job-related duties. To be considered a strategic partner, HR must understand business. Intrinsic to that understanding are HR metrics. Simply put, metrics are a way to calculate, measure and track key performance indicators. In the same way that a company has a strategy, so must HR. Most HR activities can be measured and benchmarked (Mathis, 58). There are practically an infinite amount of metrics that HR can use spanning recruitment, retention, payroll, compensation, benefits, productivity, and training, among others. Each metric can provide insight in to how HR is performing. Some metrics are more important than others. This is all dependent upon the company’s goals, strategy, and how much useful data is available. There are, however, key questions to consider when establishing metrics: * What metrics are most valuable to the organization? * What data needs to be collected to calculate the metrics? * How will the data from the metrics be analyzed and benchmarked? * How will the data be used to improve processes and develop new action plans? When...
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...HR Audit “The things that get measured gets managed” www.humanikaconsulting.com Agenda 1. Introduction 14. General Auditing Method 2. Challenges For H.R. 15. Methods Of Hr Audit Department Eight Challenges 16. Research Approaches To Audits 3. Meaning & Purpose Of Hr 17. Hrm Auditing Process Audit 4. Purposes Of Hrm Auditing 5. Objectives Of Hr Audit 6. Benefits Of HR Audit 7. Frequency Of HR Audit 8. The Principles Of Effective Hrm Auditing 9. Types Of HR Audits 10. The Scope Of Human Resource Audits 11. Hrm Audit Measures 12. HR Standards 13. Task Auditor INTRODUCTION • “How does a firm know if its human resource practices have an impact on business results? • “..most professional service firms and organizations complete an extensive audit of their financial statements on an annual basis, but the programmes involving “people”, such as recruiting, training or pay-for-performance are seldom given the same scrutiny.” • “..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.” CHALLENGES FOR H.R. DEPARTMENT EIGHT CHALLENGES IDENTIFIED BY DAVE ULRICH (1997) Globalization The H.R department will need to create models and processes for achieving global activeness, effectiveness and competitiveness. Managing the Value Chain for Business Competitiveness Innovation Faster Decision Making Price or Value Advantage Effective linking with Suppliers ...
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...HR system Human resource (HR) management has traditionally focused on how employment-related policy decisions, such as selection, development, training, compensation, and work design, influence organizational effectiveness. Until the last decade or so, effectiveness was almost exclusively studied at the individual level of analysis (e.g., using individual performance ratings as the dependent variable). However, the field of HR has evolved such that significant emphasis is now placed on also understanding linkages between HR practices and effectiveness at the aggregate level (Becker & Gerhart, 1996), including facility level outcomes such as cost, productivity, quality, as well as firm level outcomes such as total shareholder return, profitability, and survival. The term, HR system, refers to the fact that different combinations of individual HR practices are possible and a key question is whether the effects are additive or, as hypothesized by several perspectives, is the effect of any one HR practice dependent on the nature of other HR practices? A second key question is whether the specific effect of any particular HR practice or HR system depends on contextual factors, such as organizational strategy. These two questions have to do with the issues of horizontal (or internal) fit and vertical (or external) fit, respectively. Although my focus is primarily on the business performance dependent variable, I recognize that effectiveness can be defined more broadly, for...
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...Top five recruiting challenges HR professionals face and how to overcome them Every HR professional comes up against certain challenges when they are trying to hire new workers. From not receiving resumes from candidates with enough experience to being unable to shift through applications effectively, many recruiters encounter numerous issues with acquiring new employees every day. However, there are some obstacles that many HR professionals must tackle in their search for great talent that are just emerging. These types of issues require HR representatives to adopt specific solutions and strategies if they want to improve their recruiting. Here are five of these challenges and how to overcome them: 1. The need to make a speedy hire. According to an article in HR resource ERE.net, one of the biggest struggles recruiters are starting to encounter is the need to make a quick hire. Many HR professionals had time during the recession to deliberate over candidates' qualifications and conduct multiple rounds of interviews, but competition is heating up once more for great talent. In addition, many companies are growing so fast and need to fill multiple positions at the same time that recruiters no longer have a lot of time to recruit workers. Solution: HR professionals should examine their recruitment tools, especially their software and employee management strategies. Recruiters can spend a lot of extra time trying to input candidates' information into systems or speaking...
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...HR and sustainability: An odd couple? By Marc Gunther Published March 20, 2013 This Q-and-A with Andrew Savitz explores how the human resources department can be a powerful tool for corporate sustainablity programs. Savitz is the author of a new book called "Talent, Transformation and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth" (Wiley 2013). As you can guess from the title, Savitz argues that employees are the key to creating sustainable companies, but that they -- and their colleagues in human resources -- are often overlooked when companies embark on environmental programs. I think he's on to something. I've long thought that the single biggest business driver of corporate sustainability initiatives is the way they help better companies attract better people and motivate the ones they have. Savitz has spent his career working with companies on social and environmental issues. A lawyer by training (and before that a Rhodes scholar at Oxford), Savitz has been a congressional staffer, the general counsel for the Massachusetts Office of Environmental Affairs and head of the environmental advisory practice at PriceWaterhouseCoopers (PwC). Since 2005, he has led a consultancy called Sustainable Business Strategies. Here's our online conversation: Marc Gunther: You say that you've written the book "in large measure to bridge the gap between sustainability and HR." HR? Really? Why do we need human resources people to get...
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...The HR Profession Map developed by CIPD in 2009 is a useful wide-ranging visionary tool of how HR can add value to the organisation it operates in. The map identifies the underpinning knowledge, skills and behaviours that HR professionals need to have if they are to be successful. It also helps to identify areas that people may need to be developed. The map covers not only the technical elements of professional competence required in the HR profession but also the behaviours. In addition it also covers what HR professionals need to do, what they need to know, and how they need to do it within each of the 10 professional areas, and the eight behaviours. These are organised into four bands of professional competence (CIPD, 2015). There are two core professional areas, ‘insights, strategy, and solutions’ and ‘leading HR’ and eight professional areas, ‘organisation Design’, ‘organisation development’, ‘resourcing and talent planning’, ‘learning and development’, ‘performance and reward, ‘employee engagement’, ‘employee relations’, and ‘service delivery and information’, sit around the core professional areas. The two core professional areas are relevant to all HR professionals in any role and at any stage of their HR career. “Fundamental to the CIPD view of great HR is that without this core or professional foundation, HR will always speak at the ‘technician’ level. The Profession Map sets HR as a business discipline first and foremost” (CIPD, 2015 ). The innermost core...
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...Mrs. Loewen states she started her career not being on the path to HR, but rather started her HR job as a part time employee. She started as an HR assistant at Lewis and Clark College, until her sons were of high school age. She then went to work full time in HR for 10 years at Lewis and Clark College. A position then became available at Western States College which Ms. Loewen states was a stretch to her comfort zone. With the change she did not realize that this new position was a one stop position as a generalist comprising of all employment functions, benefits, employee relations, safety, and training and development. Ms. Loewen attributes the 5 years in the position at Western States as an excellent preparation for this current position at Clackamas Community College. At Clackamas, there are specialists including an HR Analyst, HR Recruiting Manager, Payroll Manager, an HR Assistant, and Ms. Loewen’s job as and HR Manager. Ms. Loewen relates that she was once promoted into employment relations and her ex-boss was really gung ho. As a new HR Director he set up the goals and objectives not only for the department, but for the entire company. The employees had individual goals and organizational goals. Ms. Loewen had just completed her Bachelors degree and her next goal was to complete HR certification of PHR. The HR Director had stated on Ms. Loewen’s evaluation that she should take the PHR certification but did not have an end date. Ms. Loewen then said...
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...Student ID- 84697126 October 17th How has HR changed and what needs to change for us to be successful in the future When a person thinks of HR they might think of many different things. They might think of the person that hired, trained, fired, did the payroll, or told them about their benefits. All of these things are crucial parts of HR but you might ask, “How HR has developed from where it used to be?” It couldn’t have happened in one day and it definitely couldn’t have happened over one night. In this paper I will look at where HR has come from and where it needs to go into the future. HR has changed immensely over the years but one of the main driving forces is the implementation of new laws. HR started at an employee at will state of mind (any employee can be fired or leave the company for any specific manner no matter what the cause.) This meant a company could come in and fire (jo shmo) for being Black, Mexican or even for wearing a green shirt. The way employee at will is now: they can still fire someone for any cause as long as they don’t discriminate against that individual (discrimination in regards to race, color, gender, religion or national origin. Also added in recent years are pregnancy, age, and genetic information) It seems like law makers have made a law for everything now a days. HR’s job is to help coworkers and the business adhere to all of these various stipulations. Since most HR professionals do a fairly good job at this aspect: they have been...
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...and comment on the activities, knowledge and behaviours. ( band 1 or 2 ) CIPD reveals HR profession map to replace old standards By Louisa Peacock on 21 Apr 2009 in Careers in HR, CIPD, HR qualifications, Latest News, The HR profession The CIPD has unveiled an ‘HR Profession Map’ which will replace the institute’s professional standards structure ahead of the launch of new qualifications next year. The map is designed to help professionals become equipped with the relevant skills needed for current practise and future growth areas across HR, in preparation for an overhaul of Chartered Institute of Personnel and Development (CIPD) qualifications expected to be introduced in 2010. It recognises that people could enter the HR profession from a diverse range of backgrounds, and that career paths are more complicated now than when the original standards were set, the CIPD said. The map contains three key elements: * Professional areas – what HR practitioners need to do and know * Behaviours – how to carry out activities, divided into four bands of competence from beginner to leadership * Bands and transitions – how to develop from one role to another, split into four bands of competence which illustrate the hierarchy of the profession. The news comes just weeks after CIPD chief executive Jackie Orme told Personnel Todaythat CIPD qualifications will be transformed to offer HR staff a greater understanding of what drives performance in organisations. Orme said today:...
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...HR Strategy Survey Instrument for Key Leaders INTRODUCTION “Human Resources as Strategic Partner” is one of the critical success factors in the Strategic Alignment system. This critical success factor is defined as follows: Human resources (HR) professionals act as consultants with managers to develop, implement, and assess human capital policies and practices to achieve the organization’s shared vision. Senior leaders, managers, HR professionals, and key stakeholders contribute to the human capital vision and the agency’s broader strategic planning process. In order for an agency to be strategically aligned, key leaders must be involved. This requires HR staff to coordinate with stakeholders and managers in achieving the agency’s mission, goals, and organizational objectives. The following are potential results of strategic alignment in the area of HR: HR professionals and key stakeholders are involved in the agency strategic and workforce planning efforts. The HR function is adequately staffed and prepared, in competencies and resources, to proactively partner and consult with line managers. The HR staff reaches out to other organizational functions and components through facilitation, coordination, and counseling to provide integrated mission support. USING SURVEY INSTRUMENTS Conducting surveys is an excellent method of collecting feedback to ensure HR staff is successfully coordinating with the agency’s key leaders. Such surveys can be distributed: In a paper-based...
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...and Delivery..................................................................................... Managers training............................................................................. Evaluation Plan................................................................................. Qualifications of Personals............................................................... Time Schedule.................................................................................. Cost................................................................................................... Reference.......................................................................................... Pages B. Proposal Summary Potentia HR Consulting is a high profile Executive Search & HR Consulting firm with overseas link in Australia, Middle East, Singapore, and India. Our consultants bring with them over 25 years of global /...
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...INTRODUCTION Recently, Human Resources’ (HR) problems were exposed by some research: 77% of respondents of the Global Human Capital Trends 2014 report (2014) indicated that “reskilling” the HR functions are the biggest challenge in the future. Worse still is that most respondents say that they, and their organization, are not prepared for the challenge. Another survey, C-Level Perceptions of Human Resources Executives in Western Europe (2013), shows that many respondents are concerned with whether the head of HR could understand the business strategy of the company. 43% of people think their HR managers were paying more attention to the process rather than the “big picture” of the company. Based on these surveys and the performance of HR departments, people are starting to doubt whether HR will exist in the next decade or in the future. Although some believe HR will disappear in the future, it is my opinion that we absolutely need it. In this paper, I will analyze why some people believe there is no viable future of HR; explain the reasons why I believe that HR will exist in the future, and forecast what will change in future for HR. WE DON’T NEED HR ANYMORE? People who are not optimistic about the future of HR can be divided into two groups: Those believe that HR will gradually be eliminated under the impact of the information age, and others believe that HR department didn’t bring additional value just as people expected, so we should eliminate the HR function completely. On the...
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...HR Management Roles Paper Ebony Williams HCS/341 April 30th, 2014 Igor Shegolev HR Management Roles Paper “Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management.” (Heathfield, n.d) Human resource managers are the starting point not only for potential employees but also for those needing assistance with current employees. This position has a large responsibility to not only the company also those looking to this department for guidance and leadership. “The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.” The HR department plays a vital role in an organization being successful and it is built of a few functional roles. The human resource department is responsible for staffing, employee development, compensation and governance. Staffing consists of recruiting and selecting employees. Staffing includes managing employees separations voluntary and non-voluntary, transfers, demotions and also retraining employees. Employee development begins with the HR department creating its own training system and implementing it effectively. “Development is an effort to provide employees with the abilities that the organization will need in the future.” (University of Phoenix, 2010) Compensation initiates with the HR department, by establishing pay scales and offering...
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...MDI Murshidabad in association with HrUdbhav( HR club of MDIM) organized its first HR Meet “Samanvay’15” on 19th & 20th September, 2015. This very first edition of HR Meet was based on the premise that the overall HR scenario in India and at the global level is undergoing a sea change. HR is no more a staff-function; rather it has acquired an agile role. Subsequently many HR managers, unlike in the past, are becoming strategic business partners. They possess significant leadership qualities and are capable of managing organizational change. They are actively involved in redefining culture of the organization. At the same time, they are facing increasing challenges in their search of high HR performance to retain talents and build engagement in the workplace. This Conclave intended to bring eminent and senior professionals from the industry who has significant achievements to their credit. It acted as a rendezvous for the participants to listen to views and experiences pertaining to the emerging challenges in HR. The conclave also extended an opportunity for individuals associated with the field of HRM, namely the corporate managers, faculty members and students, to learn and interact with each other. This enriched the audience and lead to an awakening among them. The panelists shared their experiences and created learning on the HR related best practices which they have been experiencing in their organizations. The event saw active participation both from industry and academia...
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