3RAI Assignment

Recording, analysing and using HR information

3RAI_F203A_HR_June

Contents/Index Page

Recording Assessment Front sheetPages 2-3 Assessment activity templatePage 4 Title of assignment sheetPages 5 IntroductionPages 6-10 Assignment ProperPage 10 Conclusion & Recommendations Page 11 Appendix & pdf documentsPages 12-20 samples of HR records Page 21 References, sources etc.

FOUNDATION CHRP CL&D ASSESSMENT

Recording, analysing and using HR information (3RAI)

3RAI_F203A_HR_June – Core Unit Assessment – Version 3 June 2012

Student name: Michael Francis Redhead

CRITERIA PASS/REFER COMMENTS

LO1: Understand what data needs to be collected to support HR practices1.1 Explain why an organisation needs to

collect and record HR data.1.2 Identify the range of HR data that

organisations collect and how this supports HR practice.

LO2: Know how HR data should be recorded and stored1.1 Describe different systems for recording

and storing HR data and the benefits of each.

1.2 Explain legal requirements relating to the recording, storage, and accessibility of HR data.

LO3: Be able to analyse HR data and present findings to inform decision-making3.1 Analyse and interpret HR data.

1.3 Present findings in a clear, concise, and meaningful manner to inform decision-making within an organisation.

ASSESSMENT OUTCOME PASS/REFER

Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal EHWLC verification (IV) and external CIPD Verification (EV).

Tutor: Date: Tutor’s signature:

Page 1Michael Redhead 3RAI-Recording, analysing and using HR information

3RAI F203A (HR)CIPD Assessment Activity TemplateTitle of unit/s Recording, analysing and using HR information

Unit No/s 3RAI (HR)

Level Foundation

Credit value 2

Assessment method Written

Learning outcomes:1. Understand what data needs to be collected to support HR practices.2. Know how HR data should be recorded and stored.3. Be able to analyse HR information and present findings to inform decision-making.

Both activities should be completed.

Activity 1You have a new HR Director, they have requested that you review the organisation’s approach to collecting, storing, and using HR data and produce a briefing note on your findings. Within your note, you should cover the following:

At least two reasons why the organisation needs to collect HR data At least two types of data that is collected within the organisation and

how each supports HR practices A description of at least two methods of storing records and the benefits

of each A statement of at least two essential items of UK legislation relating to

the recording, storage and accessibility of HR data

Activity 2Using your own organisation information or the CIPD Survey Reports http://www.cipd.co.uk/hr-resources/survey-reports to identify a specific area of data. Analyse the data and present your findings in a way that will assist an aspect of decision making in the area of data selected. Your analysis should be presented in a report covering:

An introduction to the HR area being investigated. An explanation of how you analysed and interpreted the data. Your findings, presented so that they enable decision making.

Assessment Criteria

1.1

1.2

2.1

2.2

3.13.2

Evidence to be produced

Activity 1Briefing note of approximately 500 words.

Activity 2Report of approximately 500 words.


Assessment guidanceUnit title and No: Recording, analysing and using HR information – 3RAI

Credit value: 2 credits

Generic guidance:

The assessment activities for this unit should equate to approximately 1,000 words.The activities can be done in the context of the learners’ own organisation, one they are familiar with, or using a case study.

We would normally expect students to refer to UK and European law. For programmes delivered outside of the EU students must refer to their local legal requirements. In the absence of local requirements students must refer to European law.

Assessment Criteria guidance:

AC 1.1 and 1.2

Learners should include at least 2 reasons why organisations collect HR or learning and development data.

Learners should identify at least 2 types of data and explain how each supports HR or learning and development practices.

AC 2.1 Learners should include at least 2 methods of storage, and the benefits of each.

AC 2.2 Learners must refer to legislation relating to data protection and freedom of information.

AC 3.1 and 3.2

Evidence of analysing HR or learning and development data to inform decision making, with findings presented pictorially (e.g. charts, graphs and diagrams) and supported by an explanatory statement.


Title of report: Recording, analysing and using HR information

Centre: Ealing Hammersmith and West London College

Module Name: 3RAI (HR)

Submitted by: Michael Francis Redhead

Tutor: Sue McEvoy

Date: 25th September 2013

CIPD Membership Number:

Word Count = 1200


Introduction

The Organisation is a start-up tertiary Private Limited Company, non-domiciliary supported living Agency. Being a start-up company it is imperative that Information Services (IS) and the collection, collating, analysing, storage analysis and usage thereof is optimally conducted and communicated, effective communication being the foundations for any organisation’s publication of its policy, strategy in reaching its employees, stakeholders and interested parties. good two-way communications is required to keep all interested parties informed of policies, plans and to illicit valid, valued reactions and input to management ‘s proposals and action. Valerie Anderson (1) points out that all organisationally –based HR investigative enquiries make use of qualitative data which is only effective when thought is gone into how it is going to be managed and analysed thereby ensuring consistency in methodology in data-gathering and analysis processes. Inaccurate collection can impact the results of a study and ultimately lead to invalid, misleading results and vary in evaluation impact along a continuum from quantitative methods and at the other end are Qualitative methods.

Information Collection can be either Primary or secondary, for our purposes focuses on Primary Collection:

Observation Interviewing Mail surveys Experimentation Simulation Projective techniques categorised as: Strategic- for consumption by the board of directors, to inform the company’s direction. Tactical –used by middle-management to determine budgetary demands Operational – periodical update, (monthly) to ensure the business is operating within budget

Gower (2) acknowledges that IS technology is continually advancing, becoming redundant quickly and recommends a methodology, (quantitative or qualitative) be established to ensure correct choices in its design, development and implementation, to ensure optimum Process control, Logistics, Financial, Communication, Resource management, Marketing , Sales and Service delivery systems to fulfil two important functions:

Operational information – task-orientated Management Information -identifying when things are not working optimally, need

improvements, change or redundancy.The Quantitative data collection methods rely on random sampling and structured data collection instruments that fit diverse experiences into pre-determined response categories, producing results that are easily summarized, compared, and generalized.

Qualitative data collection methods play an important role in evaluation by providing information useful to understand the processes behind observed results and assess changes in people’s perceptions, usually used to improve the quality of survey-based quantitative evaluations by helping generate evaluation hypothesis; strengthening the design of survey questionnaires and expanding or clarifying quantitative evaluation findings.


Regardless of the data involved, qualitative data is time-consuming with thorough, accurate and systematic recording of any potentially useful data observing the efficient, effective and ethical principles.

Different ways of collecting data are useful for different purposes, each having advantages and disadvantages, influenced by collection method, questions being investigated, resources, and timeline amongst others.

1.1 Why organisations need to collect and record HR data

Martin, Whiting and Jackson (3) points out seven reasons: satisfying legal requirements providing informed decision- making recording contractual arrangements and agreements keeping contact details of employees providing documentation in the event of a claim against the organisation providing information for consultation requirements for due diligence should a business transfer ,

other reasons include: accurately accessing levels of productivity and performance monitoring absence levels, employee turnover, sickness, accidents, lateness, discipline etc.

enabling timely and appropriate responses organisational record-keeping, induction, recruitment and selection procedures/ results,

terminations, equal opportunities issues, training and development

The three most important reasons for our organisation are:Legal Requirements

Provision of information to make credible decisions.The old adage goes “knowledge is power”, and, Martin, Whiting and Jackson (3) adds “knowledge and information are the lifeblood of good decision-making for organisations.” The provision of information on such vitals as Absenteeism, Change Management, Customer Service Surveys, Staff Surveys and Feedback, can prove to be the “life” or “death” and remains key to the underlying purpose of HR Professionals.

Recording Contractual Arrangements and AgreementsRecorded agreements are binding, necessary for clarity, and, for legal enforceability. 1.2 The range and type of information collected by HR Professionals which we shall be collecting

within our organisation to support good practice and have a service which is fit for purpose, will be some of the following:

Payroll Absenteeism Records Performance RecordsTime and Attendance Training- Learning and Development

RecordsCandidate Selection Records and systems

Health and Safety Records CRB checks Medical Records and Certificates amongst others

(See sample forms in appendix table 5)


Since successful HR Planning attempts to relate an organisation’s current and future requirements to the suitability of the available workforce, ethos and resources, the above are key in establishing and aligning HR Policy to overall Corporate Strategy, Identity, goals, culture and priorities. Our organisation’s approach will be a balance of “Soft|” HR with “hard” HR to maintain and achieve a valued organisational culture conducive to sustained business growth whilst maintaining a loyal and productive workforce and Stakeholders.

Health and Safety RecordsValerie Anderson (1) noted statistics provided by HSE of employees injured at work in 2001-2002 were grossly underestimated by flawed legal reporting requirements so only 43% of employee injuries were reported.

Absenteeism RecordsThe CIPD Absence Management Annual Survey Report 2012 utilised below highlights this. Training and development Records With a view to maintaining and keeping our talent base at the optimal level we shall be ensuring that all training needs are identified, rationalised, discussed and fulfilled within the company’s budget and have already investigated, are sourcing and putting in place training programmes and opportunities which are cost effective though providers such as LearnDirect, Vision2 learn, local free providers, The Job Centre and other such agencies to provide necessary training as attached:

Candidate selection Records and Systems /Exit Interviews and Retention Ratios. It is vitally important that these are kept for obvious reasons including legal challenge and possible tribunal proceedings and has been so noted by our organisation.

2.1 Haines and Petit (1997) defines “HR Information Systems, (HRIS), as a system used to acquire, store, manipulate, analyse, retrieve and distribute pertinent information about an organisation’s human resources”. There are numerous such systems, and, although older, well –established organisations may still have paper-based items such as original job-applications, contracts of employment, letters etc., systematically filed for security, Charles Leatherbarrow (4) points out the increasing necessity for information becoming more systematic, factual and information-based. Taylor (5) (2008) encompassing Parry and Tyson (2007) goes further highlighting the reliance of computerised information-systems enabling HR Practitioners to improve planning-monitoring, psychometric- testing, employee-development, absenteeism, turnover and pay which :

provides a reliable basis for strategic decision-making supports services to line managers and provide guidance and advice to Line -managers is easily backed-up, transferable, accessible and portable as below:

Whichever system is utilised the fundamentals remains the same: http://www.acas.org.uk/media/pdf/c/a/Acas_Personnel_data_record_keeping-accessible-version-July-2011.pdf

Accuracy, reliability and consistency Confidentiality Economical adaptability

with consideration given for computerised or manual, location, document design and security, (see link below).


http://www.acas.org.uk/media/pdf/c/a/Acas_Personnel_data_record_keeping-accessible-version-July-2011.pdf

http://www.acas.org.uk/media/pdf/c/a/Acas_Personnel_data_record_keeping-accessible-version-July-2011.pdf

Our approach to encryption

2.2 As already stated, legislation play a vital role in data collection, analysing and usage. Key pieces of legislation to be noted are:

The Data Protection Act 1998, * (see table below for protected rights) The Freedom of Information Act 2000, The Health and Safety Act, amongst others. 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) Data Protection Directive 95/46/EC Privacy and Electronic Communications Directive 2002/58/EC

The Data Protection Act.

The organisation is under a legislative duty to ensure that all information held is confidential, privileged, and securely stored, (see ICO recommendations in Table 4 below), and has a further duty to register a nominated person as its Information Officer with The Information Commissioner’s Office. Failure to do so can lead to financial sanction. Whilst the employee may have access to inspect, view and challenge information being held on them, dissemination to third parties are strictly monitored, only sanctioned with the employee’s explicit written consent.

Practical guide to IT security (pdf) Guide to data protection: information security

Freedom of Information Act 2000

Sections 45 & 46 concerns the discharge of Public Authorities functions under Part 1, and the management of records, firstly the act establishes the right of any person making a request to a public authority to be informed in writing whether or not the authority holds the information sought and if it will supply that information, (subject to specified exemptions), and secondly it requires them to make available information they hold and to publish a publication scheme which sets out the categories of information they intend to make readily available. Any information imparted must be efficiently and effectively stored and recorded. This is particularly cogent with regards to Local Authorities, Housing Associations, Medical Centers, etc…

3.1 As the organisation is in its infancy, I have chosen to use CIPD report “cipd Annual Survey Report -Absence Management 2012” (8) for analysis. https://www.simplyhealth.co.uk/shcore/sh/content/pdfs/cipd_survey_2012.pdf

As previously stated Absence Management is essential in providing HR Planning in relations to the organisation’s current and future requirements and adequately linking the suitability of the current or available workforce with current and projected productivity. The causal impact absenteeism has not only on the culture, structure, moral, individual performance, staff- retention, staff- turnover and obvious financial planning and financial resources is instrumental.

Analysis of the report showed the following: (as illustrated in chart and table–form below)

absence levels – average employee absence showed a continued falling trend over the previous two years, largest reductions being in private services and the public sector, but, with high variations across organisations. Public sector absence were at their lowest since records began, absences was greater in public and non-profit sectors, with manual workers having on average one day more absence than non-manual workers.

length of absence – short term absences of up-to seven days accounted for two-third


https://www.simplyhealth.co.uk/shcore/sh/content/pdfs/cipd_survey_2012.pdf

http://www.ico.org.uk/for_organisations/data_protection/the_guide/principle_7

http://www.ico.org.uk/for_organisations/data_protection/~/media/documents/library/Data_Protection/Practical_application/it_security_practical_guide.pdf

http://www.ico.org.uk/news/current_topics/Our_approach_to_encryption

cost of absence – less than half of employers monitored cost of absence, with the public sector and larger organisations more likely to do so, where reported cost were falling.

occupational sick pay – was provided by most surveyed, with variations in the period occupational sick pay was provided amongst organisations

causes of absence – minor ailments primary cause of short-term absence, long-term absences most commonly due to stress, acute medical conditions, mental ill health, musculoskeletal injuries and back pain

work-related stress- two-fifths of employees reported an increase managing absence- almost all surveyed had a written absence/ attendance management policy the statement of fitness to work – universally used across all sectors, but, only one-tenth

believed it helped reduce absence levels Employee well- being – gradual increase in employee well-being strategy, over 50%, with

access to counselling- services and employee assistance programs, with success varying considerably across sectors, spend levels virtually unchanged.

Employee absence and the recession – two-fifths of public sector organisations reported redundancy strategy over the short-term and a marked increase of employees attending work ill over the last year.

abolition of Default Retirement Age was negligible, except to increase flexible- working practices.

I choose to concentrate on three aspects of the report Average level of employee absence over three years 2010, 2011, 2012 Average level of employee absence over sector breakdown The effect of workforce size

analysed in chart-form below.

Average level of employee absences, by sector for all, manual and non-manual employees tables below

Analysis revealed that most organisations record their annual absenteeism rates, recognising its importance and fundamental impact on the business and there was a small rise in reporting, with public sector more likely to do so 94% , private services: 73% , manufacturing and production and non-profits 86%. The charts and table s identifies clear falls in the levels of absenteeism across all platforms with an on- average decline of one day per employee, but with wider variations in the public sector where the drop was 1.2 days on 2011, 1.7 days on 2010, and 1.8days on 2009 and was at its lowest since records began, results mirrored in the private sector.

Comparative analysis showed the annual absence cost per employee decreasing annually, but, with considerable variations across organisations, and, reporting thereof showed little change from previous years- (2012: 40%; 2011: 42% ; 2010: 45%; 2009: 41%) –in my opinion, the trend could be down to available knowledge, limited resources, apathy, inertia, or ignorance.The public and non-profit sectors reported higher costs of absence than the private sector due partly to long-term absence and their more generous sick pay schemes. This would be of particular concern to any HR professional, and a causal link should be identified and embedded into future strategy including


Absence Management Policy, Employee Wee-being Strategy, organisation culture and value structure, and Presenteeism strategy.

Conclusions

Different ways of collecting and evaluating data are useful for different purposes, and each has advantages and disadvantages. Various factors will influence choice of a data collection method: the questions you want to investigate, resources available to you, your timeline, and more, and if one is not careful and through, the collection of any such data could quite easily be tainted by unprofessionalism. (http://dmc.umn.edu/evaluation/data.shtml.

HR Professionals should always follow Professional Ethics and “Good Practice” policies in the recording, storing and analysing of HR information if that information is to prove useful in strategic planning, culture development and organisational value.

Recommendations

In order to collect data that is relevant and useful for any strategic and meaningful analysis a number of question needs to be asked and reconciled before our data collection can begin. We must decide on the purpose for collection, the type of information that is required, the methodology to be employed and the impartiality of the collector/ researcher. Once we have resolved such necessaries we must be confident of all the current legislation, practices, directives and industry standards relevant to go practice.

With reference to the analysis of Absenteeism, more organisations of all structure and make-up must make a concerted effort to understand the importance of “the annual absence cost per employee” of employee absence if the organisation is to truly understand and remedy Absenteeism and replace it with a culture of Presenteeism where well-being and contributions of employees are recognised and valued.

Lastly and very importantly thought must be given to the storage and security of the collected data, so a relevant, on-going, frequently up-dated policy must be in place with reference to data collection.

Appendix -Supplementary Information


http://dmc.umn.edu/evaluation/data.shtml

Table of Statutory retention period with reference to data held by employers.

ICO recommendations: What security measures should I take to protect the personal data I hold?

The Data Protection Act 1998

Table. 5 Examples of some HR records (adopted from ACAS template

Induction checklist


It is good practice to let the new starter have a copy of this list – this enables them to follow what is happening and will act as a reminder of anything missed or that needs particular attention. It should be the responsibility of both management and new starter to ensure that all relevant items are properly covered during the induction period.

Name …………………………………………………date of starting………………………………….

Induction completed (signature of new starter) …………………………………………………………

Date Carried out by CommentsReception Received by Personnel documentation and checks completed: P45 NI number Swipe/security card

Introduction to the company

• Who’s who• History• Products/services/markets• Future plans and developments

Terms and conditions of employment

• Written terms and conditions issued• Contract of employment issued• Hours, breaks, method of payment• Holidays• Clocking on/flexitime/reporting procedures• Probationary period• Period of notice• Sickness provisions• Pension provisions

Equal opportunities policy and worker development

• Training provision• Further education/training policies• Performance appraisal• Promotion avenues

Worker/employer relations• Trade union membership• Other worker representation• Worker communications and consultation• Grievance and disciplinary procedure• Appeals procedure

Date Carried out by Comments

Organisation rules


• Smoking policy• General behaviour/dress code:• Telephone calls• Canteen/break facilities• Cloakroom/toilets/lockersHealth and safety

• Awareness of hazards – any particular to type of work• Safety rules• Emergency procedures• Clear gangways, exits• Location of exits• Dangerous substances or processes• Reporting of accidents• First aid- to include First aid Officer• Personal hygiene• Introduction to safety representative

Welfare and worker benefits/facilities

• Sports facilities• Protective clothing – supply, laundry, replacement• Medical services• Savings schemes (including share options)• Transport/parking arrangements• Company discounts

The job

• Introduction to manager/supervisor• Requirements of new job• Standards expected• Co-workers• Supervision and work performance appraisals


Michael Redhead 3RAI-Recording, analysing and using HR information

Table 5 –Sample HR documents collected

ReferencesNo Author/ Fig Title Edition Publisher Year

1 Anderson, Valarie Research Methods in Human Resource Management

1st Edition CIPD Publication 2004

2 Edited by Dennis Lock The Gower Handbook of Management Fourth Edition

Gower Publishing Limited

1998

3 Martin Malcolm, Whiting Fiona and Jackson Tricia

Human Resource Practice 5TH Edition CIPD Publication 2010

Haines and Petit (1997) as cited by Bandarouk, T.V. and Ruel, H.J.M

The International Journal of Human Resource Managementhttp://www.informaworld.com/smpp/title~content=t713702518

Routledge 2009

4 Leatherbarrow Charles, Fletcher Janet & Currie Donald

Introduction to Human Resource Management- a Guide to HR in Practice

2nd Edition London, CIPD Publications

5 Taylor, S, People Resourcing 4th Edition CIPD Publications

6 Armstrong, Michael A handbook of Human Resource Management Practice

10th edition Kogan Page, 2006

7 cipd in partnership with simplyhealth,

Annual Survey Report -Absence Management 2012

CIPD publications 2012

8 Finn, J., & Jacobson, M. Just Practice: A Social Justice Approach to Social Work.

Peosta, IL: Eddie bowers publishing.

2008

9 Jacobson, M., Pruitt Chapin, K., & Rugeley, C. (2009).

Toward Reconstructing Poverty Knowledge: Addressing Food Insecurity through Grassroots Research Design and Implementation. Journal of Poverty, 13(1), 1-19.

2009

10 Russ-Eft, D., & Preskill, H. Evaluation in Organizations New York: Basic Books

Table 1 cipd Retention of HR records, CIPD Resources Factsheet

Cipd, internet 2013

Table 2 ICO Guide What security measures should I take to protect the personal data I hold?

ICO 2013

Table 3 Internet source The Liberty Guide to The Data Protection Act 1998

Internet source 1998

Table 4 ACAS website Examples of some HR records sample HR records 2013


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