| 1.1 Portfolio
10 Human Resource Management | |
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| 1.1.10 Human Resource Management: | | Application Service Provision (ASP) includes knowledge of the law and regulation to help corporations comply with their obligations. Human Resource Management, Health, Safety and Environmental Management are topics where the ASP may be able to provide a simple auditable solution. | | FIRST DRAFT TO BE EXPANDED. |
| Health and Safety Policy: | | Directors and Senior Managers are personally responsible for the (documented) company Health and Safety Policy. | | The Policy must include: | | 1. Commitment statement. | | 2. Roles and Responsibility. | | 3. Arrangements. | | The Director appointed to be responsible for Health and Safety must be provided with adequate resources to do the job, may take on specialist advisers and must ensure that all staff receive adequate training. This is an on-going task where evidence of continual activity is required with access to current best practice information and retaining as needed. Each Manager needs a checklist prepared for their own workplace that is periodically reviewed and revised as needed - the audit trail is critical as evidence of activity. |
| Accident Book: | | Mandatory in every workplace - follow up must be within 10 days. Reporting of Injuries, Diseases ad Dangerous Occurrence Regulations 1995 (RIDDOR) must be available for inspection by HSE. | | Slips and Trips should also be added - good practice to discover any common place or circumstance such as wet or dark. |
| Thermal Comfort: | | Too hot and too cold are a common complaint that must be acted upon if 10% of the staff make the same complaint. Check and record; air temperature; radiant temperature; floor temperature; air movement; metabolic rate; personal protective equipment and what people have reported (in detail). | | Slips and Trips should also be added - good practice to discover any common place or circumstance such as wet or dark. |
| Fire Extinguishers: | | Maintenance records are mandated. Training is mandated. Document where they are and when they are stolen-moved. |
| Executive Situation Report | | Executives may receive an Executive Situation Report () from time to time where ADA needs to report where executive action is recommended. ADA will automatically undertake as many taks as is possible, but where delays or bottlenecks are detected, an E3 message will be sent. | | ADA is able to measure all sales data in the CRM, to monitor Key performance Indicators (KPI) and to report what needs to be done. Each sales dashboard shows KPI and commissions so progress can be continually reviewed. | | ADA monitors all authorized people tasks to ensure that data is complete and correct. ADA works for authorized people to send emails and do other tasks according to what has been scheduled. | | ADA uses the account receivable schedule to ensure that no billing event can be overlooked. ADA eliminates the need for finance data entry so data transcription errors are avoided. | | ADA monitors all sign-in procedures to ensure that authorised people have no problems and criminals are blacklisted. People are assigned talents so ADA can grant them access to certain data using selected functions. |
| Evidence | | ADA is provided so Executives can document how they want their business to be run and then ADA rules ensure the defined mission is followed. | | Executives have an objective to maximise staff productivity - ADA delivers of this objective by generating all business spread sheets and ensuring that the cost and time to manually create spread sheets is eliminated. | | Executives have an objective to increase staff effectiveness - ADA delivers of this objective by generating Key Performance Indicators (KPI), showing dashboard progress counters and helping to make sure data is complete and correct. | | 001 Ltd could . |
| Welcome: | | To welcome a new person to the business, a few hours should be invested in an induction self-study guide so that person can quickly become effective by learning terms, abreviations and what everybody does. While a person may be assigned to just one department, it can be valuable where they understand the work done by all other departments. It takes the active cooperation and colaboration of all departments to treat a client in the way that the business wished to treat that client, so by understanding the work of all departments, each person is able to make a positive contribution. |
| Scorecard: | | Every person has a scorecard that can be viewed as a summary of what they have done. Every person has targets and goals that may be personal career ambitions or short term delivery goals. | | Open and Transparent targets and goals enable each person to continually view what they are trying to do and what they have done on their daily dashboard. Because this information is always available to them, it cannot be overlooked or forgotten and it provides a continual motivation to focus on what needs to be done. |
| Talent Management: | | The team as an integrated set of employees is the most valuable asset that the business owns. People have talent and skills to undertake authorized tasks in the most efficient and productive way. Growth of talent according to personal wishes and the opportunity for people to do more is managed as part of HR talen management. Where a persons career aspirations are being met, where additional training is being provided and where the person is successful in what they are doing, is likely to maximise retention. | | Talent management may include flexible working, subcontracting and and expansion of the business into new terrotories and countries. People can grow when their personal ambitions can be accomodated and the business can grow where those ambitions are cost effective to the business. The culture of the business is defined by its talent and this can become wider than a 9-5 office environment. |
| Vehicles: | | Where a company have plant and equipment, that plant and equipment must be free from damage and safe to use. This demands that adequate records are maintained to prove that daily/weekly checks are undertaken by a trained person. A simple online form can be used to record the findings in real-time with a clear audit trail that proves that the notes were made contemporary with regular inspections and not 6 months in arrears. | | Executives and Managers have a duty of care to have vehicles of any kind checked daily and/or weekly. Inspection of oil levels, tyre pressures and other factors must be recorded, together with repairs and maintenance work. |
| Energy Usage: | | Every company must have an energy policy or environmental statement as demanded by the Climate Change Levy and Carbon Reduction Commitment Order 2010 (see Environmental Agency). New buildings and maintenance to existing buildings may be subject to Building Regulations Part 1, Energy Performance of Buildings ( Certificates and Inspections) Regulation 2007 and Town and Country Planning Act 1990.. As a minimum, it is worth having a written policy that a building has considered these regulations and plan to make improvements that comply. |
| Manual Handling of Boxes: | | Wincanton were sued for injury by an employee for having to pick up empty wooden pallets. The case was dismissed because Wincanton could prove that the person had been trained to only lift 50% of the pallet at a time. Risk assessment had been documented and it was well established practice for one person to stack pallets in the way specified. Wincanton had training videos showing how the pallets should be moved and stacked - videos proved consistency of training and duty of care. | | Take note - videos provide compelling evidence that adequate training has been provided. |
| Health and Safety (Display Screen Equipment) Regulations 1992: | | Computer screens are dangerous equipment where risks must be documented and procedure laid out to ensure they are professionally set up and maintained. |
| Orientation and Induction: | | Start at the begining with a new empoyee arriving, both the company and the employee can benefit from first class orientation and induction. Orientation is an opportunity for the business to get all the health, safety, terms and entitlement details entered and signed, followed by a tour of the building. Induction is an opportunity for the person to learn about all departments and what everybody does. |
| Orientation Agenda: | | A typical orientation agenda may include: | | 1. Health and Safety review is an obligation that is best got out of the way up front. | | 2. Payrole data entry of banking and HMRC forms can be completed before anything is overlooked. | | 3. Terms and Conditions of employment such as dress code, hours of working, lunch arrangement, holiday entitlement etc can be presented. | | 4. Structure and History of the company is a welcome break from the legal stuff and begins a cultural statement. | | 5. Physical Tour of the building will restate the department structure and introduce key members of team. | | 6. Privacy and Security review is an obligation so people can get in and out of the building, are assigned business equipment (computer and phone) and granted access rights to certain applications. | | 7. Targets and Goals can be entered as round up of the orientation session where what is expected can be restated with actual targets and goals. | | 8. Skills and Talents with clearances and qualifications to undertake appointed tasks - evidence that adequate training was provided on a regular basis. |
| Induction Agenda: | | A typical induction agenda may include: | | 1. Sign In security layers to their computer, telephone and applications. | | 2. Their Profile may be reviewed for completeness so corrections can be made before anything is done. | | 3. Training is a self-study session of reference information about their job duties and what others do. | | 4. On-The-Job training with a mentor will ensure that people get up to speed as fast as possible. |
| Lighting Policy: | | Every place of work must have a lighting checklist available for audit - the position of lights can create a health and safety hazard. Workplace Health, Safety and Welfare Regulations 1992 provide the requirement, but this also has environmental considerations. | | Is suitable lighting provided for the range of tasks to be carried out and to move around in all areas? | | Has provision of emergency lighting been provided? | | Are arrangements for cleaning and repair satisfactory? | | Are (computer) screens free from glare with curtains or blinds provided where needed? | | Has desk laps been provided to staff who need them? | | Are staff trained and encouraged to switch lights off when not in use? |
| Fire Alarm: | | Record every test and outcome. |
| HSE Inspection: | | Health and Safety Executive are now charging for their time and advice - if a material breach of the law is uncovered. |
| PAT: | | Portable Appliance Tests (PAT) are mandatory - Executives have a duty of care that must be formally documented. |
| Risk Assessment Training: | | Maintenance records are mandated and will reduce the liabilities. |
| Protecting Young workers: | | Young workers policy applies to people on part time work experience who cannot be trusted to go near any machinery. |
| Strategy: | | * Training and evidence of that training is critical. | | * Policy documents and evidence of regular review is critical. |
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