Recording, analysing and using HR information
The new HR Director has requested a report that shows a review of the organisation’s approach to collecting, storing, and using HR data. The findings will explain reasons why the organisation needs to collect HR data. The types of data that is collected within the organisation and how each supports HR practices. A description of the methods of storing records and the benefits of each. A statement of two essential items of UK legislation relating to the recording, storage, and accessibility of HR data.
1) Two reasons why the organisation needs to collect HR data
It is essential for organisations to keep up to date and accurate records to ensure efficient forward planning, remain competitive and provide a good service to their employees and customers. There are number of reasons why an organisation needs to collect HR data, these could be to:
Satisfy legal requirements
• provide relevant information in decision making and for consultation requirements, future development/planning
recording contractual arrangements and agreements
keep employee contact details.
• The organisation needs to be able to provide information in the event of a claim being made against the organisation.
• For due diligence in the event of an organisational transfer
Government departments’ including HMRC can demand information from the business on how many people are employed, what they are paid, what they have been paid over a number of years, and how many hours they have worked. The working time regulations and national minimum wage act each require specific records relating to hours of work and pay details.
Employment protection rights demand that we keep records to protect ourselves, as employers, from claims that we have discriminated against or unfairly dismissed employees. Health and safety legislation demands that records are kept of accidents, exposure to hazardous substances, what training has been provided, and much more. Employers must be able to demonstrate responsible management of health and safety issues.
2) Two types of data that is collected within the organisation and how each supports HR practices
1. Organisational Development
CIPD define organisational development as ‘planned and systematic approach to enabling sustained organisation performance through the involvement of its people’.  One of the challenges in the delivery of organisational development work is that it not just what you do, but also the mindset that is brought to bear on the work.
Amongst other areas, in practice the HR teamwork with the business development team to develop a performance management system that properly aligns individual and organisational goals (business aims/objectives and individual key roles and key performance indicators).
The relationship between organisational development and HR
It is the underlying characteristics of organisational development work that helps to see the commonality across the different areas of organisational development and the link to HR.
Organisational development work:
• contributes to the sustained health and effectiveness of the organisation
• is based upon robust diagnosis that uses real data from organisational, behavioral and psychological sources
• is planned and systemic in its focus, that is taking account of the whole organisation
• practitioners help to create alignment between different activities, projects and initiatives
• involves groups of people in the organisation to maximise engagement, ownership and contribution.
2. Measuring and managing Labour turnover
Labour turnover is becoming more important as a measure of organisational effectiveness. Keeping records of labour turnover is almost exclusively the responsibility of personnel and HR managers.
Employers need to collect both qualitative...
References:  CIPD http://www.cipd.co.uk/hr-resources/factsheets/organisation-development.aspx
ACAS ‘Personnel data and record keeping’ Booklet
PATTERSON.MG, WEST.A.W, LAWTHOM.R, NICKELL.S (reprint 1998) Impact of People Management Practices on Business Performance The Institute of Personnel and Development.
MARTIN.M, WHITING.F and JACKSON.T (2010) Human Resource Practice. 5th edition. The chartered institute of Personnel Development.
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