The management team are considering restructuring the organisation to meet new business demands and future trends. It is recognised that different skill sets are redeployment of resources will be needed.
Methodology and Approach
A staff survey was carried out to indicate the level of job satisfaction and motivation. The question contained in the survey were framed around staff and how they feel and how working conditions impact those feelings. It was designed to be confidential so employees would actively complete the survey and be secure in the knowledge that the answers could not be accredited to them personally and as a result the response rate was 75% which is believed to be well above industry standard. Having looked at the survey results I placed them into themes.
Theme 1 Work Life Balance and Job Satisfaction – this data being related to an individual and how they feel.
Theme 2 Working Conditions – these being all those things that impact on staff and could feasible be the drivers for how the staff are feeling and would be indicative of the areas that need addressing.
Theme 3 Value – in a similar vein to theme 1, this theme is primarily based around a more targeted approach to how staff feel and will again provide indications of areas that need addressing.
Taking the data provided a data set was created and the following associated explanations created in order to provide information that might assist the management team to re-organise the workforce.
3.1 Work Life Balance and Job Satisfaction
Figure 2 – highlights that there appears to be an indication that stress is on the way up within the organisation, 29% of employees within the organisation have become increasingly stressed over the past few years and this maybe an indication with regards to restrictions being placed on recruitment increasing the workload of employees. Which could also be an indication as to why a number of employees are looking to move jobs in order to help reduce stress.
The organisation would need to address the issue of workloads first as this would then not only benefit work/life balance but also stress level.
From this data collected it indicates that 70% are satisfied with the level of responsibility and promotion opportunities, 21% are satisfied with pay and benefits. However, no one within the organisation is fully satisfied.
Using the spider graph approach, it can be seen that employees within the Council are supported and valued by their work colleagues and to a lesser extent their line managers. However, they feel there is little or no support from the senior management team, they are not being listened too and the work they are doing is not being recognised by them
The HR function within an organisation is so important, it helps give organisations the data information collected to analyse for them to make informed business decisions.
This Data Management report will outline two reasons why we collect HR data, the different ways to collect and record HR data, and explain how each one supports HR. Explaining two methods of storing records collected and the benefits of each of these. How UK legislation affects HR in relation to recording, storing and the accessibility of HR.
Why organisations need to collect HR data
There are several reasons why we collect HR data, listed below are just a few:
Aware of employee’s personal data
Contractual arrangement details
To meet legal requirements
Performance management, any appraisals, Learning and Development needs
2.1 Below are two reasons why HR collect this data:
2.1.1 To meet legal requirements – by law all organisations however small or large must keep records of certain information. Such as, employees recording their time worked on timesheets. By doing this, we can monitor the number of hours worked to meet the requirements of the Working Time Regulations 1998, so they are not working over the 48 hour per week average limit, unless they have signed out of this agreement. Also keeping National Insurance numbers which will allow employers to submit earnings to HMRC. Makes checks on employees to ensure they are eligible to work in the UK.
2.1.2 Keep employee details up to date – by doing this we can see employee’s sickness, absence, turnover of employees and possible dissatisfaction shown by completing an exit interview. Providing information on Learning and Developing gives an organisation the information it requires on what is needed to fill a certain position, looking, and upgrading qualifications of their employees to be able then to make informed decisions on restructuring the organisation.
2.2 Data types and how it supports HR Practices
Below are two examples of how data can be collected and how they support HR within an organisation:
2.2.1 Disciplinary action details – by keeping records of any disciplinary action taken against an employee this provides factual details of the events that have taken place, rather than guessing what has happened in the future. Assisting management to review records of incidents/occurrences that have previously happened and for them to take them into account when deciding what/if any action will need to be taken against an employee. An employee could be in breach of their contract of employment, or they have broken a rule within the organisation.
Performance Reviews – these contain the information on how an employee is performing within the organisation. It provides overall objectives and goals. They are used to identify low performers and the areas that are needed to develop them further. It can also show employers what potential an employee has and can also be used for decision-making on whether promotions happen or for salary increases.
Another way of supporting HR practice is to complete an employee engagement survey the data can then be analysed, and necessary changes made to improve levels of satisfaction and engagement.
Data storage types and their benefits
Having an effective data storage system is so important within HR as it needs to provide efficiency and effectiveness within an organisation. If data is stored in a practical manner, it can be easily found.
Below are two examples of data storage methods, both have their own advantages:
Manual storage – keeping hard copy/paper files on all employees, such as CV’s, interview notes, contracts, financial information, personal information to include next of kin, performance reviews, grievance, and disciplinary information to name a few. This type of storage is cost effective, easily accessible, and not reliant on IT. You can refer to the original signed copies if this is needed as evidence in a court of law. Also, paper copies are a great if you experience technical issues with IT, such as your organisations computer systems crashing.
Computerised (Human Resource Information System (HRIS)) – recording and storing of information within a HRIS gives a greater flexibility and ease of access. It can run a innumerable amount of reports for management. It allows for information to be shared between agreed management teams and departments, keeping within General Data Protection Regulations (GDPR). It also reduces the need for storage, having a paper-free office, decreases equipment and reduces labour costs.
Legal requirements for recording, storing, and accessing HR data
Two essential items of UK Legislation relating to the recording, storing and accessibility of HR information is explained below:
Freedom of Information Act 2014 – gives the public legal rights to access vast amounts of recorded information, either held on computers, emails, printed or handwritten documents as well as images, video and audio recordings that are held by a public authority, such as a government department, local council, or state schools.
HR data recording within public authorities must have an effective records management system in place so they can advise an applicant if they hold or do not hold the information they are seeking. They also need to ensure that any written request for information is researched and have a response within 20 working days.
When a new employee joins a public authority company, they will need to be made aware that there could be a potential for disclosure of their personal information. FOI training on joining a company would give an employee a better understanding of the obligations under the Act and any exemptions.
4. The Data Protection Act 2018 controls how your personal information is used and stored by organisations. Only being accessible to those within an organisation who need it. You are not allowed to share any personal information unless you have had written consent to do so, and it is not to be kept for no longer than is necessary. Employees legally have the right to know what data is held on them, have access to it, what an organisation is doing with it and the justification for storing it. An organisation should be able to amend, erase or extract information upon request efficiently.
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