Human Resource Policy
- Meaning of human resource policy
- Importance of human resource policies in an organization
- Process of formulating human resource policy
- Factors to consider when formulating human resource policy
- Policy areas in human resource management
HUMAN RESOURCE POLICY
• Meaning of human resource policy
• Importance of human resource policies in an organization
• Process of formulating human resource policy
• Factors to consider when formulating human resource policy
• Policy areas in human resource management
MEANING OF HUMAN RESOURCE POLICY
These are continuing guidelines on the approach the organisation intends to adopt in managing its people. They define the philosophies and values of the organisation on how people should be treated, and from these are derived the principles upon which managers are expected to act when dealing with HR matters. Hr policies serve as reference points when HR practices are being developed and when decisions are being made about people.
A policy provides generalized guidance on the approach adopted by an organisation and therefore its employees, concerning various aspects of employment. A procedure spells out precisely what action should be taken in line with the policy.
REASONS FOR HR POLICIES
HR or employment policies help to ensure that when dealing with matters concerning people an approach in line with corporate values is adopted throughout the organisation. HR policies provide frameworks within which consistent decisions are made and promote equity in the way in which people are treated. HR policies by providing guidance facilitate decentralization and delegation.
The Aim of HR Policies
1. Enable the organisation to carry out its main objectives in a desirable manner.
2. Ensure employees are informed of the expectations and secure their corporation.
3. Protect common interests of all parties in the organisation.
4. Provide for consultative participation by employees in management.
5. Provide security of employment.
6. Provide opportunity for growth in the organisation.
7. Provide for payment of fair and adequate wages.
8. Create a sense of responsibility for those in authority.
SOUND PERSONNEL POLICIES
1. Definitive, positive clear and easily understood by everyone.
2. Written so as to reserve it against loss and prevent promulgation of numerous, differing and temporary oral policies from multiple sources.
3. Be reasonable, stable but not rigid – be periodically revised, evaluated and assessed.
4. Be in tune with the challenges of the environment.
5. Be formulated with due regard to the interests of all the concerned parties.
6. Be a result of careful analysis of all available facts.
7. Be consistent with public policy.
8. Must have the support of the management and workers.
9. Be uniform throughout the organisation.
ORIGINS AND SOURCES OF PERSONNEL POLICIES
1. Past practice of the organisation.
2. Prevailing practices in sister organisations and the environment.
3. Attitudes, ideals and philosophy of the Directors and management.
4. Knowledge and experience gained from handling day-to-day personnel problems.
5. Employee suggestions and complaints.
6. Collective bargaining programmes.
7. Government legislation.
8. Changes in the economic environment.
9. Culture of the business.
10. Extent of unionism
11. Attitudes and social values of the labour force.
12. Goals of the organisation.
13. Technological changes.
PROCESS OF FORMULATING HUMAN POLICY
The following steps should be taken when formulating or revising HR policies.
• Gain understanding of the corporate culture and its shared values.
• Analyze existing policies – both written and unwritten.
• Analyze external influences – government policies, rules and regulations, social and economic trends.
• Assess any areas where new policies are needed or existing policies are inadequate.
• Check with managers, preferably starting at the top, on their views about HR policies and where they think they could be improved.
• Seek the views of employees about the HR policies, especially the extent to which they are fair and equitable.
• Seek the views of union representatives or staff association representatives.
• Analyze the information obtained in the first 7 steps and prepare draft policies.
• Consult, discuss and agree policies with management and union representatives.
• Communicate the policies with guidance notes on their implementation as required. Supplement this communication with training.
Sample List of Personnel Policies
The following is a sample list of policies. Consider the following list to get an impression of some of the major policies in an organization. This list is by no means definitive for every organization. The policies developed by any one organization depend on the nature and needs of the organization.
Work Schedule Work day hours Lunch periods Holidays Vacation
Sick Time Personal Leave Leave of Absence Hiring Procedures Interviewing job candidates Checking references
Offering employment New Employee and Internal Orientation
New employee orientation — general information
Agency-wide new employee orientation
Intern orientation
New employee and internal orientation checklist
Compensation Payroll Information Benefits
Paydays & Timekeeping Eligibility and general
Overtime and compensation time Procedures information
Classifying employees as exempt Payroll information — Types of available benefits
or non-exempt General Medical insurance
Salary ranges Payroll information — Dental insurance
Positioning pay within a salary Direct deposit Disability insurance
range procedures Supervisory communication
Maintaining competitive salary Payroll information — Life insurance
information Required and voluntary Confidentiality note
Reclassifying positions Salary review policy Promotional increases
Withholding salary increase due to performance
Withholding salary increase due
to leave of absence payroll deductions Timekeeping — General discussion of non- exempt and exempt employee classifications
Supervisor’s signature Retirement plan Social security
Employee advisory resource
Workers’ Compensation Information and Procedures When there is an injury or accident on the job
What is covered under Workers’ Compensation
Type of injury covered by Worker’s Compensation Insurance
Medical expenses resulting from a work-related injury
Resources available Performance Assessment Procedures Performance assessment cycle Performance assessment process Dealing with performance issues Discipline: when the positive approach does not work
Separation from employment checklist Communications by the supervisor regarding personnel issues
Leave-taking
procedures Financial Management Budget management Capital expenditures
Supervisor’s responsibilities in maintaining the budget Operating management Financial reporting
Supplementary Information Data Practices
Discrimination or sexual Policy
harassment complaints Procedures
Complaints regarding programs Definitions
or staff Security of Records
External releases
Internal releases
Use of data
Legal procedures
Destruction of records
Staff access
Sample policy: Sexual Harassment Policy
Definition: Sexual Harassment
Sexual harassment is a form of discrimination. Sexual harassment occurs when one employee makes continued, unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature, to another employee, against his or her wishes. Sexual harassment occurs, “when submission to or rejection of this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance or creates an intimidating, hostile or offensive work environment.”
Sexual harassment can occur in a variety of situations. When an employee complains to a supervisor, another employee, or the Human Resources office, an immediate investigation of the charge should occur. As you think about sexual harassment in your work place, keep these facts in mind.
1. The employee harassing another employee can be an individual of the same sex. Harassment does not imply that the perpetrator is of the opposite sex.
2. The harasser can be the employee’s supervisor, manager, customer, coworker, supplier, peer, or vendor. Any individual, who is connected to the employee’s work environment, can be accused of harassment.
3. The victim of the harassment is not just the employee who is the target of the harassment. Other employees who observe or learn about the harassment can also be the victims and institute charges. Anyone who is affected by the conduct can potentially complain of sexual harassment.
4. In the organization’s sexual harassment policy, advise the potential victims that, if they experience harassment, they should tell the perpetrator to stop, that the advances or other unwanted behaviors are unwelcome.
5. Sexual harassment can occur even when the complainant cannot demonstrate any adverse affect on his or her employment including transfers, discharge, salary decreases, and so on.
6. When an individual experiences harassment, they should use the complaint system and recommended procedures as spelled out in the sexual harassment policy of their employer.
7. The employer has the responsibility to take each complaint seriously and investigate. The investigation should follow these steps listed in How to Address Sexual Harassment Charges
How to Address an Employee Sexual Harassment Complaint
When an employee complains that he or she is experiencing sexual harassment of any type, the employer has a legal, ethical, and employee relations’ obligation to thoroughly investigate the charges.
1. Before a complaint is filed, make sure you have posted and informed all employees of your organization’s policy relative to sexual harassment. It won’t be tolerated; it will be investigated.
2. Assign a staff member to “own” the complaint. This individual should be knowledgeable about the organization, the people in the organization, and the history of the organization.
3. Map out a plan that covers the important people and situations to investigate in the initial complaint. Basically, plan the investigation, based on current knowledge.
4. Talk with the employee who is complaining. Guarantee to the employee that he or she is safe from retaliation and took appropriate action in reporting the incident or general situation.
5. Inform the employee that you need to know immediately about any retaliation, purported retaliation, or ongoing harassment the employee experiences.
6. Ask the employee to tell you the whole story in his or her own words. Listen; take notes. Write down relevant facts such as dates, times, situations, witnesses, and anything else that seems relevant.
7. Tell the person accused that a complaint has been filed, and that no acts of retaliation or unethical actions will be tolerated. Ask the person to be patient while you conduct a thorough investigation.
8. Assure the person accused that a fair and just investigation will be conducted on their behalf as well as that of the accuser.
9. Interview any potential witnesses in the same manner. Interview any potential witnesses in the same manner. Ask open-ended questions and seek facts that support or disprove the employee’s allegations.
10. Interview the person who is accused of sexual harassment. Apply the same listening and respectful approach you accorded the person who filed the complaint and the other witnesses.
11. Take all the information you received and attempt to reach a decision. Make the best decision that you can with the information you have. Consult with other HR colleagues to do the right thing.
12. Make decisions about whether sexual harassment occurred. Provide the appropriate discipline to the appropriate people, based on your findings. Make work or assignment setting adjustments if necessary.
13. Recognize that you are not perfect; no situation can be perfectly investigated. Even when harassment may have occurred, there may be no facts or witnesses that corroborate a complainant’s statement.
14. Assure that no further incidents occur by following up, and documenting your follow-up. With the employee who made the original harassment claim. Keep documentation separate from the personnel file.
15. Afford the employee, who may have been wrongly accused, the same courtesy of follow-up and documentation. Adjust working situations fairly where necessary for the comfort and productivity of all.
Tips:
1. Legally, the employer will want to avoid any possibility or appearance that the employee’s complaint was disregarded. Respond immediately.
2. Ethically, the employer will not want to allow such behavior to exist in their workplace.
3. The trust, morale, and fair treatment of employees is at stake. An employer’s actions send powerful signals about what another employee can expect in similar circumstances.
4. You may want to consider reposting and reiterating your sexual harassment policies across your whole work place. Let the circumstances guide your judgment.
5. In all cases, make sure you make and keep complete and accurate documentation. Employees who are unhappy with the results of your investigation may take additional legal action
HR POLICY AREAS
HR policies can be expressed as overall statements of the philosophy of the organisation and of its values.
The overall policy defines how the organisation fulfils its social responsibilities for its employees and sets out its attitude towards the workers. The values expressed in an overall statement of HR policies may explicitly or implicitly refer to the following: –
1. Equity. Treating employees fairly and justly. It includes protecting individuals from any unfair decisions made by their managers, providing equal opportunities for employment, promotion and operating an equitable pay system.
2. Consideration. Taking account of individual circumstances when making decisions which affect the prospects, security or self respect of employees
3. Quality of working life. Continually and consciously aiming to improve the quality of working life as a means of increasing motivation and improving results. It involves increasing the sense of satisfaction people obtain from their work, reducing monotony, increasing variety and responsibility, empowerment and avoiding placing people under too much stress.
4. Working conditions. Providing healthy, safe and pleasant working conditions.
EMPLOYMENT POLICIES
Employment policies cover the following areas:
1. HR Planning. A commitment by the organisation to planning ahead in order to maximize the opportunities to develop their careers within the organisation and to minimise the possibility of compulsory redundancy.
2. Quality of Employees. This would involve recruiting people who have the ability or potential to meet the high standards of performance needed to realize corporate goals.
3. Promotion. This would state the organisations intention to promote from within, as a means of satisfying its requirements for quality staff. The policy will however recognize that there will be occasions when present and future needs can only be met through external hiring. The policy will encourage employees to internally apply for jobs.
4. Employability. A policy of increasing individual employability by providing career development and learning opportunities.
5. Ethnic monitoring. How the organisation deals with monitoring the employment of ethnic minorities.
6. Age and employment. This would define the approach the organisation adopts to engaging, training and promoting older employees.
7. Redundancy. This should state that it is the organisation’s intention to use its best endeavour to avoid redundancy through redeployment and retraining. However, if redundancy is unavoidable, the organisation will use fairness and equity to those affected, give ample warning and assist in outplacement services – assist the employees get jobs elsewhere.
8. Discipline. Such a policy should state that employees have a right to know what is expected of them and the consequences if they go against the organisations rules. In handling disciplinary cases the organisation will treat employees in accordance with the principles of natural justice.
9. Grievances. The policy should state that employees have the right to raise their grievances with the manager and to appeal to a higher level if they feel that their grievance has not been resolved satisfactorily.
10. Smoking. The policy would define no-smoking rules. Such a policy would spell out whether or not there is a complete ban on smoking and if not, the arrangements for restricting smoking to designated areas.
11. Domestic Violence Policy: How the organisation will recognize issues of domestic violence and their impact on employees productivity; in what particular instances will the organisation intervene and in what
12. Substance abuse. How the organisation treats employees with drink or drug problems
13. HIV & AIDS. How the organisation approaches the employment of people with Aids.
14. Equal Opportunity. This spells out the organisations determination to give equal opportunities to all irrespective of sex, race, creed or marital status. It also should spell how the organisation gives equal opportunity to the disables. The policy should highlight the extent to which the organisation wants to take ‘affirmative action’ to redress imbalances in sex, race, levels of qualifications and skills.
15. Managing diversity. Such a policy recognizes that there are differences among employees and that if these are properly managed, will enable work to be done more efficiently and effectively. Such a policy recognizes that benefits to be made from differences in the organisation. Such a policy; acknowledges cultural and individual differences in the workplace and; emphasizes need to eliminate bias in selection, promotion, performance assessment, pay and learning opportunities.
16. Reward policy. This could cover such matters as; paying market rates, paying for performance, gainsharing (sharing the profits or surplus), equal pay for work of equal value, provision of benefits and importance of non-financial rewards.
17. Employee Development Policy. It should express the organisations commitment to the continuous development of the skills and abilities of employees – to benefit both the organisation and the employee.
18. Involvement and participation. This should spell out the organisations belief in involvement and participation as a means of generating employee commitment. It should also form a basis of organisational communication to staff.
19. Employee relations. This will set out the organisations approach to the rights of employees to represent their interests to management through unions, staff associations etc. It also covers the basis upon which an organisation works with unions.
20. New technology policy. Such a statement would refer to consultation about the introduction of new technology and steps towards minimizing the risk of compulsory redundancy.
21. Health and safety. These cover how the organisation intends to provide healthy and safe places and systems of work.
22. Harassment policy. Such a policy would include; definition of harassment, a statement that such an act is not tolerated and is gross misconduct, definition of the role of managers in prevention and handling of harassment complaints, confidentiality of information, provision for counseling services and a set of procedures for handling harassment cases.
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