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Hr Policies and Procedures

Published on January 2017 | Categories: Documents | Downloads: 4 | Comments: 0



This factsheet gives introductory guidance. It:
 Highlights the main policies and procedures that organizations need to consider
 Looks at formatting a policy and sources of information
Introducing HR policies and procedures gives organizations the opportunity to offer a fair
and consistent approach to managing their staff. For more on why HR policies are
introduced, see our factsheet HR policies and procedures: why introduce them?
11 Policy or practice areas those are crucial to effective people management and
 Recruitment and selection
 Training and learning/development
 Career opportunities
 Communication
 Employee involvement
 Team working
 Performance appraisal
 Pay satisfaction
 Job security

 job challenge/job autonomy
 Work-life balance.
Not all policies and procedures will be relevant to all organizations, and some policies are
required by law while others are to promote good practice.
The following paragraphs indicate the range of possible policies which apply during the
employment life cycle - more detailed information and the legal requirements on each of
these areas is included.
Beginning employment
Recruitment and selection
Successful recruitment depends on finding people with the necessary skills, expertise and
qualifications to deliver organizational objectives and who have the ability to make a
positive contribution to the values and aims of the organization. A diverse workforce that
reflects customer groups in the local community should be encouraged.
Elements to consider when forming a recruitment policy:
 job profile/person specification
 dealing with job applications - whether to use hard copy and/or online forms;
 recruitment advertising - discrimination pitfalls
 selection techniques - training and validation
 interviews

 references
 medical examinations
 asylum and immigration
 documentation
 job analysis
 equal opportunities monitoring
 return on investment (ROI)/cost.
There's more information on the website via our Recruitment and talent management
subject pages.
Designing an appropriate and cost-effective induction programme is a complex task. The
programme has to find a balance between providing all the information new employees
need without overwhelming or diverting them from integrating into the team.
The length and nature of the induction process will depend on the complexity of the job
and the background of the new employee.
Elements of an induction policy:
 organization information - background and structure; departments; products and
services; physical layout
 terms and conditions - hours of work; holidays, travel policy

 financial - pay; bonuses; overtime; pensions
 culture and values - communication
 rules and procedures - data protection; email and Internet usage; equal
opportunities; use of mobile phones
 health and safety - first aid; smoking; environmental aspects
 training
 trade unions
 welfare, benefits and facilities - alcohol and drugs; employee assistance
Organizations may find it useful to have checklists that cover the pre-employment period,
the first day, the first week, the first month and the end of the probationary period (if
applicable) to make sure everything has been explained.
There's more information on the website via our Induction subject page.
During employment
Employee relations look at the partnership between employee and employer, covering
areas such as communication, grievances and discipline. It is equally important in both
union and non-union situations. While employment law is closely linked with managing
employee relations, a successful organization won't just base its actions on compliance
with the law - exploring the concept of the psychological contract, based on trust between
employee and employer, may also be useful.
Policies and procedures that organizations may introduce include:

 health and safety
 disciplinary and grievance
 maternity and paternity leave and pay
 redundancy
 absence
 whistle blowing
 performance management
 recognition agreements (union and other)
 time off and leave for trade union activities, holidays, secondment, volunteering,
eldercare, childcare, bereavement
 communication and involvement, including employee voice
 harassment and bullying.
There's more information on many of these issues on the website via our HR
practice, Health, safety and wellbeing and Employment law subject pages.
Managing diversity
Diversity runs through all aspects of an organization’s policies. Managing and valuing
diversity is central to good people management and makes good business sense, so it also
makes sense for diversity to be integral within all policies. A diversity policy sets out the
organisation's vision and values in relation to diversity. It will often include the remit of
polices, the processes for taking action, who is responsible and the training available.

The basic premise is that people should be valued as individuals and for reasons related
to business interests, as well as for moral and social reasons. A more diverse workforce is
likely to offer a wider range of skills and experiences and greater flexibility to meet
business challenges.

Elements of a diversity policy:
 gender/sex equality
 race equality
 sexual orientation
 religion
 age
 appearance/accent
 formats and accessibility of policies and procedures.
Learning, training and development
Roles and responsibilities are constantly changing, so employees will need to continually
renew and refresh their skills and competences through training. This can happen in the
course of normal working (on-the-job training) or away from the workplace (off-the-job
Some training is mandatory to comply with legal requirements, such as health and safety
or finance.

Elements of a learning and development policy:
 the organization’s vision for learning and development
 opportunities available, including secondment, career breaks, courses, coaching,
 who to ask to get authorization for training
 support given for learning opportunities
 development reviews and personal development plans
 payment of professional fees
 training available for 'peripheral' workers ie contractors, temporary staff
 record-keeping and administration
 continuing professional development and personal development allowances (if
these are not part of the employee benefits statement)
 follow-up actions and transfer of learning to work.
Effective reward practices and procedures can underpin activities in recruitment,
retention, turnover and engagement. Effective implementation and communication are
essential for initiatives to succeed.
Reward policies should be clear and simple so that employees know what's expected of
them and what they can expect to receive in return.

Elements of a reward policy:
 the organization’s vision for reward, including market rates, extra responsibility
 how jobs are graded or evaluated
 pensions/additional voluntary contributions
 permanent health insurance/critical illness cover
 bonuses and incentive pay
 benefits and non-cash recognition
 company cars
 sick pay
 pay reviews
 equal pay.
Complementary policies
Other policies that organizations may want to consider in relation to employment include:
 a mission or values statement
 parental leave
 work-life balance/family-friendly work practices
 disability

 well-being and 'wellness'
 green/sustainable development
 the employment of relatives/friends
 conflict of interest, including personal relationships
 second jobs
 confidentiality
 bad weather/climate conditions
 relocation
 suggestion schemes.
Ending employment
There are many reasons why employment ceases, from voluntary resignation to dismissal
or redundancy.
Areas to consider for ending employment include:
 dismissal
 redundancy
 voluntary resignation
 retirement - retirement age; pre-retirement courses; phased retirement options
 end of a short-term contract

 end of a probationary period
 death in service.
Exit surveys can record information about why employees say they are leaving. But the
data is not always reliable. Another way to discover the reasons why is through opinion
surveys during employment.
Formatting a policy
Policies should be written in plain English, so that they are user-friendly and easily
understood by all employees.
The culture of the organization and the complexity of the policies will dictate the format.
Options include:
 separate manager and employee manuals
 all policies available on an intranet
 key policies on notice boards.
Policies should also indicate who to go to with queries about the content and who is
responsible for updating and reviewing them.

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