You would not argue against the benefit of having a regular health assessment. Accepted it takes time to arrange and attend, you may not like what you hear but if it’s accompanied by a list of suggestions that you can make to improve your health and wellbeing you would be unwise not to act on that advice. Conversely you may be pleasantly surprised with what you are told; you’re doing Ok.
How often do you adopt the same reasoned approach to assessing how well your HR function is performing? When was the last time you invested the time to step back from the day to day HR activity and ask yourself how effectively your department is operating, when was it last reviewed in totality? The answer is probably very infrequently – if as often as that.
The two most common reasons for this not to happen are that it’s too time consuming to do, or you don’t know where to start. Having worked at a senior level in HR for nearly 40 years I understand both points. But as we know a reason must not be used as an excuse.
This is why I have developed The HR “all you can view” Review. It’s a face to face HR review that will allow us to consider key HR areas in your business and identify both best practice and areas where change is both recommended and required.
THE HR “All you can View” – A BUFFET STYLE APPROACH TO REVIEWING HR
Choose as many or as few areas and only pay for those reviewed
HR Reviews typically look at all of your policies, practices, procedures and methodology to identify good practice, and more relevantly highlight areas of concern where remedial action is required.
I’m a great believer in such reviews as they can help spot possible future issues and address them before they become a problem.
But you don’t necessarily require all areas of your HR function to be reviewed so why pay for something you don’t need?
That’s why I have developed my “All you can View buffet style approach to reviewing HR functions.
Much as would be the case in a restaurant you choose from the menu – in this case 16 HR areas – and only pay for the number of areas that you want to be reviewed.
So how would undertaking an HR View work for your business, how long would it take to complete and what outcomes can you expect?
A starting point is an initial meeting to discuss your current HR practices and procedures and to determine the areas that you wish to be reviewed, and why.
We will then arrange a date to meet. It’s likely that we will need three to four hours for this meeting, in advance of which I will send you a list of documents that you will need to make available for me to look at.
Following the meeting you will receive a comprehensive report which considers each of the areas reviewed. This will identify:-
- Where remedial action should be taken
- Where action is recommended to be taken
- Where good practice has been identified and can be applied elsewhere.
We’ll then meet again to review and discuss my report and recommendations and agree a plan, with realistic timescales for action.
Finally, I will arrange for us to meet again three months later in order that we can review progress and discuss any changes that may be required.
THE SIXTEEN “BUFFET” AREAS TO CHOOSE FROM
The method by which future vacancies are identified, how the recruitment process is managed, and the overall recruitment experience viewed from the candidates’ perspective.
2. ON BOARDING & INDUCTION
The interaction with the candidate between an offer being made and their commencing and where responsibility for managing new hires sits in the company.
3. TERMS & CONDITIONS of EMPLOYMENT, POLICIES & PROCEDURES
A review of the key contractual documentation and HR policies and procedures and how employees are notified of changes.
4. EMPLOYEE RELATIONS & EMPLOYEE ENGAGEMENT
An opportunity to review the relationship the company has with its employees, how matters raised are responded to and the overall level of engagement that exists.
5. JOB DESCRIPTIONS
Consider – Do they accurately reflect the duties that you want undertaken and do they actually serve any value? When were they last reviewed?
6. REMUNERATION & EMPLOYEE BENEFITS
A review of how remuneration and benefits are determined and offered. How is “take up” measured and consideration of whether the right packages are being offered.
7. EMPLOYEE WELLBEING
What consideration is given to employee wellbeing and how is this communicated and managed? What support is available to employees?
8. EQUALITY & DIVERSITY
How does the company manage and monitor maters of equality and diversity?
9. DATA ANALYTICS
Are you making the most of the HR data available to you and are your HR systems GDPR compliant? Where can HR data add value to the companies decision making?
10. PERFORMANCE REVIEW
A review of the effectiveness of the appraisal process, if you have one, how this is managed, how appraisals are undertaken, and how action points identified are followed up.
What method/s are used to train employees to undertake new tasks and where does the responsibility for this sit in the company? How is training effectiveness managed?
12. LEARNING & DEVELOPMENT
How learning and development needs for personnel at various stages of their careers are identified, met and reviewed? What opportunities exist for career progression?
13. MANAGING PEOPLE
A broad look at how well people management issues are dealt with. Specifically, consideration of the competencies required to manage people and deal with people management issues.
14. EXITING THE ORGANISATION
How does the company communicate news of leavers? How are leavers managed after their resignation and post termination?
How is absenteeism reported and managed? How much absenteeism is there and how much does it cost per year?
16. HR INTEGRATION
How effectively are the HR systems and processes integrated with other business systems and procedures? How frequently is integration reviewed?