HUMAN RESOURCE POLICIES AND PROCEDURES

LESSON 5

HUMAN RESOURCE

POLICIES AND PROCEDURES

CONTENTS

5.0 Aims and Objectives

5.1 Introduction

5.2 HR Policies and Procedures

5.2.1 Why Introduce HR Policies and Procedures?

5.2.2 How Should We Introduce Policies?

5.2.3 What Policies Should We Have?

5.2.4 Who Develops of HR Policies and Procedures?

5.3 HR Policies and Procedures: Which to Consider?

5.3.1 Beginning Employment

5.4 Let us Sum Up

5.5 Lesson End Activity

5.6 Key Words

5.7 Questions for Discussion

5.8 References

5.0 AIMS AND OBJECTIVES

After reading this lesson you will be able to:

 Understand what is HR policy and procedure and

 Know the need of the HR policy and procedure.

5.1 INTRODUCTION

HR policies and procedures are a written description of rights

and responsibilities. They provide guidance for managers and others

when deciding what to do in a particular circumstance. Strategies

give directional choices; policies and procedures provide practical

advice.

5.2 HR POLICIES AND PROCEDURES

5.2.1 Why Introduce HR Policies and Procedures?

Organisations introduce HR policies and procedures for very

different reasons. These can include:

 the need to comply with existing or new legislation,

including Government directives and case law

 a desire to develop a more formal and consistent

approach to meet their needs as they grow and develop,

for example, with regard to flexible working

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 to support their general management strategy

 to follow the latest developments in effective people

management, for example, wellness

 dealing with internal change

 complying with head office / parent-company rules, for

example, regarding the use of mobile phones

 to keep up with competitors, for example, policies may be

reviewed in order to attract or retain employees,

particularly in a tight labour market.

Each organisation will need policies and procedures that are

adapted to suit their own purpose and to fit with their sector, culture

and structure.

Introducing an HR policy and procedures doesn’t indicate that

the organisation previously had no provisions in place. It reflects a

desire to formalise arrangements in certain areas of people

management and development for the reasons suggested.

5.2.2 How Should We Introduce Policies?

 Assess / audit what is already in existence, both formally

and informally

 Research and benchmark against other organisations’

practice, particularly in the same sector or location

 Consult with staff representatives and unions

 Establish steering groups / working parties

 Set realistic timescales

 Pilot draft policies

 Communicate policies to staff, for example, through

briefings and / or workshops for staff and managers

 Give specific guidance to managers.

 Introduce the policies as part of the induction process

 Have a continuous review process.

The culture of the organisation and the complexity of the

policies will influence how a policy is introduced. For example, when

it comes to communication, hard copies could be given to employees

or put on notice boards, or ‘soft’ copies circulated by email or placed

on an intranet. The communication process should be tailored to the

organisation.

It is important for policies to be:

 linked to business strategy, with a definite purpose for

their creation

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cies and Procedures

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 complementary – working together to reinforce the

company image

 flexible – able to adapt to changes in strategy and

direction

 open and transparent

 suited in tone to the culture of the organisation

 developed through the involvement of employees and

interested stakeholders

 communicated to all employees

 easily understood, written in plain English and containing

no jargon

 accessible – in a format employees will use

 practical and enforceable, with logical implementation

 supported by managers, including support from senior

managers.

5.2.3 What Policies Should We Have?

The type of organisation will dictate what policies are to be in

place. As companies grow and develop, they need to introduce

policies to ensure a consistent and fair approach – and to avoid

wasting time by having crises dealt with in an ad hoc way.

Several studies into performance at work has identified 11

policy or practice areas that are crucial to effective people

management and development:

i. recruitment and selection

ii. training and learning / development

iii. career opportunities

iv. communication

v. employee involvement

vi. teamworking

vii. performance appraisal

viii. pay satisfaction

ix. job security

x. job challenge / job autonomy

xi. work-life balance.

Studies has shown that by adopting ‘bundles’ of HR

practices, employers are likely to improve business performance.

Many employees have substantial discretion as to how to do their

jobs. It is more likely that they will use their discretion positively if

they feel that they are being fairly treated. The research found that

adopting positive HR polices alone wasn’t enough – the policies

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needed to be translated into practice to influence employees’

behaviour. This translation and implementation by line managers is

critical to the way in which employees respond to go ‘the extra mile‘,

for example, staying late to finish a project or going out of their way

to deal with a customer problem.

There are some policies that organisations need to have in

order to comply with legal requirements; others are to promote good

practice.

5.2.4 Who Develops HR Policies and Procedures?

There is a variety of ways an organisation develops policies

and procedures, but it often takes place as organisations increase in

size. Line managers responsible for developing and implementing

policies should be committed and have the necessary expertise. The

key to success is having the right people in place to bring the

policies and procedures to life.

Size of

organisation Typical scenario

Small HR policy and procedure development is often

added on to the existing duties of an employee,

especially those who have an interest in

developing and an aptitude for skills in people

management and development.