2. Human Resource Policies
Human resource policies are systems of codified
decisions, established by an organization, to
support administrative personnel functions,
performance management, employee relations
and resource planning.
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3. Purpose
• HR policies allow an organization to be clear with
employees on:
– The nature of the organization
– What they should expect from the company
– What the company expects of them
– How policies and procedures work at your company
– What is acceptable and unacceptable behavior
– The consequences of unacceptable behavior
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4. Human Resource Policies
• Each policy should include all the elements needed
for easy revision and effective implementation:
– Carefully researched policy language,
– Thorough analysis of underlying management
issues, and
– Comprehensive legal documentation with clear
explanations.
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5. Human Resource Policies
• Identify the important policy issues for your
organization. Consider:
– current laws
– funder requirements
– any collective agreements that affect your
organization
– issues that address important concerns and
support what your organization represents
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6. Human Resource Policies
• Analyze about each potential policy:
– How have we handled this issue in the past?
– Does the size of our workforce justify having a policy
about this issue?
– Are we willing to invest the time it takes to keep the policy
up to date?
– What do we hope to accomplish with this policy? What
are the outcomes?
– Will this policy foster something our organization believes
in ?
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7. Human Resource Policies
• Drafting the policy :
– Policy name
– Effective date of the policy and date of any revisions
– Approval status
– References
– Purpose of the policy
– Main policy statement
– Definitions of any key concepts or terms used in the policy
– Eligibility or scope
– Positions in the organization responsible for implementing and
monitoring the policy
– Procedures for carrying out the policy
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8. Functions of HR Department
• Workforce Management
• Recruitment and Selection
• Training and Development
• Compensation and Benefits
• Performance Management
• Labor Relations
• Personnel Administration
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10. Workforce Management
Encompasses all the activities needed to maintain a
productive workforce:
•Payroll & benefits
•HR administration
•Time & attendance
•Career & succession planning
•Talent management
•Learning management
•Performance management
•Forecasting and scheduling
•Workforce tracking and emergency assist
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11. Time and attendance
• Should include Work timings ,lunch time, travel time,
waiting/idle times overtime ,relevant legislation, local
agreements and the contracts of individual employees –
including work-life balance guidelines.
• Different types of leaves of absence should be included :
– Medical Leave of Absence
– Parental Leave of Absence
– Family Care Leave of Absence
– Personal Leave of Absence etc
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12. Succession Planning
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• Objectives
– To identify replacement needs
– To provide opportunities for high potential workers
– To increase pool of promotable employees
– To support implementation of business plan
– To guide individuals in their career paths
– To encourage the advancement of diverse groups
– To improve ability to respond to changing environmental
demands
– To improve employee morale
– To cope with the effects of downsizing, attrition,
retirements
13. Succession Planning
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• Assess the potential vacancies in leadership and
other key positions
• Assess the readiness of current staff to assume the
positions
• Develop strategies to address these needs based on
the skill gaps
21. Training and Development
• The field concerned with organizational
activity aimed at bettering the performance of
individuals and groups in organizational
settings.
• The objective is to make sure the availability
of a skilled and willing workforce to
an organization
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22. Training and Development policy
structure
• introduction/definitions/scope (purpose and reach of policy)
• cultural/philosophical (values, vision, ethos, guiding principles, etc)
• legal (health and safety, discrimination, etc)
• people (where people stand in organizational priorities, input, care, etc)
• methods (career development, succession)
• systems/tools (training manuals, knowledge and information
management
• process/operations (how T&D relates to operations)
• financial (planning, budgets, prioritization, etc)
• responsibility/authority (how T&D is managed, enabling voluntary and
extra T&D)
• social responsibility (CSR, ethics, environment, sustainability, diversity)
• review and measurement (accreditation, qualifications, independent
audit, etc)
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24. Compensation and Benefits
• Employee benefits in kind are various non-wage compensations provided
to employees in addition to their normal wages or salaries.
• Some of these benefits are:
– HRA
– LTA
– Medical Reimbursement
– Insurance (health, dental, life etc.)
– Conveyance
– Retirement Benefits
– Profit sharing etc.
• The Compensation policy should state the proportion of fixed and
variable components.
• The policy should be formulated considering the tax implications.
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26. Performance Management
• A formal system for evaluating employee
performance can help the employer identify and
correct performance problems, plan employee
career development, assess readiness for transfer or
promotion, determine compensation, and improve
productivity by communicating goals and
expectations to employees.
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27. Policy Structure
· Performance Appraisal
· Frequency of Appraisals
· Informal Discussion
· Significant Events
· Supervisor Training
· Factors to be Appraised
· Supervisors’ Recommendation and Documentation
· Action Plan
· Performance Goals
· Employee’s Opportunity to Comment
· Final Review
· Timing of Evaluations
· Accurate and Fair Evaluations
· Negligent Evaluation and Performance Review Defamation
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29. Grievance Redressal
• Objective
– To create a work environment, which would be
free of hostility and try breed in a work culture
which propagates a free and open thought
process, encouraging growth and harmony free
from encumbrance of force.
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31. OBJECTIVE:
• The objective of Code of Conduct is to create a
safe equal and ambiguity less work
environment.
• It is just as essential that employees act in a
professional manner and extend the highest
courtesy to co – workers, visitors, customers,
vendors and clients.
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32. Policy
• various policies like dress code, use of
company communication, open door etc
• clear in definitions and terms
• the operating authority and the consequences
of violation of policy
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33. Advantages of Good HR Policies
• Curbing litigation
• Communication with employees
• Communication with managers and
supervisors
• Time Savings
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? (for example, if an organization has a "family first" philosophy, it might want to have family-positive policies, such as flexible work hours
List other policies and documents related to this policy
what groups of employees are covered by the policy)
he more flexible the working time models and the more complex the staff scheduling becomes, the higher the requirements for correct time management becomes. As time recording and accounting of working times are closely connected to scheduling, the integration of time management into the entire process is the logical consequence
Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted.
You should not say medical allowance - its medical reimbursement. when u r saying allowance it is taxable.
cut off legal threats from current or ex-employees simply by creating—and applying—a fair and comprehensive set of personnel policies
A good, written human resource policy manual can be an enormously effective tool in disseminating employer expectations regarding worker performance and behavior
Formal policies can be helpful to managers and other supervisory personnel faced with hiring, promotion, and reward decisions concerning people who work under them
save companies significant amounts of management time that can then be spent on other business activities, such as new product development, competitive analysis, marketing campaigns, etc
he establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behaviour and document displinary procedures, is now the standard approach to meeting these obligations.
