Elements in an HR System

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People In Aid - [email protected] / www.peopleinaid.org Evaluating Training and DevelopmentCompilation of these notes was funded, in part, by ECHO and DCI. Page 1 of 4

April - 2004 HR Information Note

InformationNoteBasic Elements in a HumanResource System

Contributors:Duncan Trotter -International HRD Advisor - SCUK

Ben Emmens - People In Aid

1. Organisational Structure:

Organisational structure refers to the way theorganisation is designed to divide work, shareinformation, make decisions and achieve goals.

a) Is the organisational organogramavailable to all staff members?

b) Is it accurate and up-to-date? When wasit last updated?

c) Is the structure suitable for enabling theprogramme to implement its strategy?

d) Does it clarify management /communication lines?

2. Job Design:

Job design is the process by which new jobs

are created to carry out specific roles in theorganisation or existing jobs are modified tomeet more effectively the requirements of theorganisation.

a) How are existing jobs designed?b) Have existing jobs been analysed

recently?c) Have recent developments in job design

been taken into account (eg keyperformance areas?)

d) Does job design take account of issues

arising from strategy plans in relation toways of working?

3. Job Descriptions:

Job descriptions are formal documents thatspecify the roles and responsibilities of aparticular job and describe the skills,knowledge, attitudes and experience of asuitable postholder for that job.

a) Do they exist for every job?b) Are they up-to-date and accurate?

c) Is the format appropriate (does it followthe organisation's guidelines)?

d) Do they have performancestandards/key result areas?

e) Do they include common core areas aswell as specifics e.g. documentation,sharing learning etc

4. Recruitment Policy:

A recruitment policy is an official statement ofthe purpose, values and principles of staffrecruitment in an organisation, which all staffare expected to follow.

a) Is there a local policy for recruitment?b) Are the responsibilities and

accountabilities clear?c) Is the policy appropriate to the needs of

the programme and the 'market'?

5. Recruitment Procedures:

An official statement of the detailed process andpractices which all staff are expected to follow inthe recruitment of new staff.

a) Is there appropriate documentation?b) How is the use of any procedures

encouraged?c) Are responsibilities clear and

understood?

d) Is there a detailing of minimumrequirements for the post?e) Is there adequate use of assessment

tools?f) Are there suitable standard letters for the

various stages?g) How long do recruitment procedures

take (start to finish)?h) What are the average recruitment costs?i) Are the procedures followed?

j) What problems are encountered inrecruitment?


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6. Staff Induction:

A learning process by which new staff are'socialised' into an organisation by finding outabout the structure, functions, roles andresponsibilities, norms, rules and procedures ofthe organisation. One of the key purposes ofinduction is to enable the person to play anactive role in carrying out their responsibilitiesas soon as possible after they startemployment.

a) Is there an established procedure?b) Are there suitable induction materials?c) Is there sufficient accountability for

induction?d) Who does the induction?e) How useful is the current induction?f) How could the present system of

induction be improved

7. Staff Induction:

A process where managers work withindividuals and teams to achieve workobjectives through joint planning, problemsolving, monitoring and evaluation.

a) Is there a working supervision system?b) What methods are used for supervision?c) Who is responsible for record keeping

and how is this done?

8. Staff Review:

Staff review is the process of ensuring that eachstaff member:

Regularly receives feedback on theirperformance and the progress they havemade towards achieving plannedobjectives;

Agrees objectives and plans for the nextyear with their supervisor;

Identifies, with their supervisor, needs forsupport, learning and development;

Has a regular opportunity to plan for theircareer development.

a) Is there a working system?b) What approach is used and do staff feel

some ownership of the process?c) What is the perceived purpose?d) What recording system is used?e) Is documentation adequate?f) Is there sufficient information?

g) Are the review meetings handled wellenough?h) Does staff review relate to job

descriptions?

i) What mechanisms are used for follow-up?

j) How is the timing linked to planningactivities and the planning/budget cycle?

9. Career Path Planning:

The process of providing support and guidanceto staff to enable them to make longer-termplans for their future employability.

a) Do staff members have an opportunity todiscuss their career plans?

b) Do staff know of and actively participatein this process?

c) Are staff given help with CVdevelopment?

d) What problems are encountered incareer development?

e) How could the process be improved?

10. Training And Staff Development:

The process of ensuring that staff haveadequate opportunities to:

Understand and be committed to what theorganisation is trying to achieve;

Take responsibility for their own learningand continuous development;

Work with staff, partners and beneficiariesin ways which promote learning andparticipation;

Assess, plan and review work to increaseeffectiveness and achieve high standards;

Manage financial and other resourceseffectively and demonstrate accountability;

Learn from experience and share thelessons inside and outside the organisation.

a) How is needs analysis done?b) Are training programmes related to

individual, team, and organisationalneeds?

c) What methods are used?d) How equal is access to training and

development opportunities?e) How is follow-up carried out?f) What records are kept?g) What evaluation methods are used (of

impact as well as activities)?h) Is there suitable accountability?i) Is the budget adequate?

j) Are external as well as internal trainersused for training?

k) What role do managers play in the

training and development of their staff?


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11. Management Development:

Management development is an attempt toimprove managerial effectiveness through alearning process.

a) What experience is there ofmanagement development?

b) Who has access to managementdevelopment opportunities?

c) How is planning for managementdevelopment carried out?

d) How are needs analysed?e) How are cross-cultural issues taken into

account?

12. Reward:

The systems and procedures which determine

staff grading, salaries and other benefits whichare part of the conditions of service for staff.

a) Is there a policy on the level at whichgrading and salaries are established?

b) Is there an objective system of jobevaluation / salaries administration?

c) Are internal relativities in order (range ofsalary or grade)?

d) Are external relativities in order(comparability with other agencies)?

e) What other non-financial benefits areprovided (e.g. loans, health care)?

13. Human Resources Function AndBudget:

The systems, resources and procedures whichcreate a framework for the fair and effectivemanagement of staff.

a) Who has responsibility for the overallmanagement of the human resourcesystems?

b) Are enough resources devoted to human

resource management?c) Is there representation of the human

resources function on the managementteam?

d) What is the level of awareness amongmanagers of human resourcemanagement?

e) Who controls the budget for humanresources?

14. Human Resource Planning:

The process of: Determining the human resource needs of

the organisation;

Ensuring that the organisation creates thecorrect number and type of jobs to meetthese needs;

Recruiting the right kind of people (in termsof skills, knowledge and attitudes) and fordeveloping existing staff to ensure that the

organisation can achieve both its currentobjectives and its longer-term strategicgoals.

a) How suitable is the current level ofstaffing?

b)b. What forecasting techniques for futurestaff needs are being used?

c)c. Is there a relationship with country andregional strategy planning?

d)d. What constraints exist in achievingdesirable levels of staffing?

15. Staff Personal Records:

The system of records on all aspects of staffing.

a) What information is kept in staff records?b) How complete are staff records?c) Is the format suitable (including language

used)?d) What use is made of staff records?e) Who has access to staff records?f) Are records computerised?

16. Organisational Culture:The term used to describe the outward signs ofthe values, beliefs, norms and habitual 'way ofdoing things' of an organisation.

a) What type of culture prevails in theorganisation?

b) How well is the culture serving what theorganisation is trying to achieve?

17. Planning And Managing Change:

Change is a fact of life, so no organisation canafford to ignore change without jeopardising itsexistence. The effectiveness of anyorganisation will depend on how aware it is ofchanges and how well it responds to these andbrings about other changes that help it toachieve its overall goals.

a) What experience has there been ofmanaging major change initiatives (e.g.restructuring)?

b) Have managers had specific training on

change management?


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18. Job Satisfaction:

a) What mechanisms exist formeasurement of job satisfaction?

b) What level of identification with theorganisation is there among staff?

c) What are current levels of jobsatisfaction among staff?

d) What are the causes of satisfaction ordissatisfaction among staff?

e) How could job satisfaction he maintainedor improved?

19. Information Sharing And Communication:

In order to function effectively, any organisationmust ensure that staff have access to theinformation they require in the right form, at theright time. This requires mechanisms for

coordination, communication, problem solvingand feedback.

a) What mechanisms are there for sharinginformation and encouragingcommunication between staff(individually and in groups/teams)?

b) How adequate are the mechanisms forinformation sharing?

c) How is information about keyorganisational and programmedocuments shared?

d) What are the main gaps in informationsharing?

20. Staff Relations:

This refers to the formal relations which existbetween staff and their managers in anorganisation.

a) What is the staff relations atmosphereand record like?

b) Who has accountability in theorganisation for staff relations?

c) How adequate are procedures forgrievances and discipline?d) Is there a staff association and, if so,

what role does it play?

21. Staff Health:

Employers have an important role to play inensuring a healthy workforce. Ensuring that theworkplace is healthy is one way of contributingto this; providing a staff health programme aspart of a 'reward' or 'benefit' package is another.

a) Are there appropriate healthprogrammes for staff?

b) What is the coverage of healthprogrammes?

c) Are employees' computer practiceshealthy (e.g. work station, breaks fromVDUs)?

22. Staff Safety And Security:Employers have a responsibility to ensure, asfar as is possible, the safety and security of theirstaff in the performance of their duties.

a) Are there any procedures for staff safety(vehicles, accidents, fire, earthquake,and so on)?

b) Who has accountability for staff safety?c) What is the safety record like?d) Are there procedures for ensuring the

security of staff during civil disturbancesand other emergency procedures (e.g.flood or earthquake)?

23. Statistics Gathered:

Gathering and monitoring data on staffingissues can help identify or clarify problem areas.

a) Does the organisation have statistics onsuch things as staff turnover,absenteeism, internal promotion /external recruitment ratio, salary as aproportion of project cost, etc?

b) What do these statistics reveal?c) What is the current gender mix of the

staff group?d) How do these statistics compare with

other NG0s?

24. Retrenchment Practices:

This refers to the reduction of staffing byplanned termination of employment.a) What, if any, policies does the

organisation have on termination of staff

employment?b) Are exit interviews conducted? If so, howis the information used?

25. Social Interaction:

Encouragement and facilities provided to staff tomeet informally and develop relations.

a) Is there a staff newsletter?b) Are social gatherings of staff organised

through work?c) What social or recreational facilities does

the organisation provide, if any?

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