I would like to know the Best HR Practices adopted in your company or which can be adopted which will have a change in the organisation. Please do let posted some materials on Best HR Practices or some innovative practices which makes the employees feel that the HR dept is functioning at its core in quality.
Thanks,
From India, Bangalore
6Thanks,
From India, Bangalore
The concepts expressed apply to all employers. Many of the concepts involve legal or regulatory requirements and should be addressed immediately to prevent or reduce liabilities associated with non-compliance.
· HR Responsibilities - Determine how your company's HR responsibilities should best be handled. All employers are faced with a broad range of HR responsibilities, but there is no one, single best way to address them. Typically, your company's size, operating budget, business type, and philosophy play a big role in determining how your HR responsibilities should be organized and assigned. Possibilities range from a totally-outsourced HR function (usually appropriate for small, start-up companies) to an internally staffed full- or part-time HR function. For many small employers, a "team" approach is recommended; one that combines an internal administrator/coordinator with a HR Practice Leader.
· Employee Records - As an employer you are required to establish and maintain a wide range of employee-related records. As a starting point, individual personnel files are required for all employees. Recent legal developments and court decisions indicate that personnel files should be kept in two separate folders. The standard set of records, i.e., information related to the individual's employment, job performance, and training, and a separate folder often called a "Confidential," "Classified," or a "Security" file for each employee. The latter file contains health, medical, confidential financial, workplace investigations, and other sensitive information pertaining to the employee. A separate binder should be maintained in which all employment eligibility verification forms are alphabetically filed. You also are required to develop and maintain confidential employee EEO information. Other record-related responsibilities include appropriate security, an appropriate files management system, and a HR-related database.
· Employee Handbook - An employee handbook in which your company's employment policies are published is highly recommended. A copy of this handbook should be made available to all your employees. There are a number of basic policies you should include in all handbooks. Other policy statements, although not required, may be appropriate given your company's particular circumstances. Only include those policies that fit your circumstances, however, since policies create obligations that impact both you as the employer and your employees. More is not necessarily better in this case.
· Payroll and Benefits - As an employer you have several options ranging from a traditional in-house payroll system to a fully outsourced payroll service. Responsibilities for employee benefits also include a wide array of choices. Most employers find that engaging the services of a professional consultant or benefits broker is the best first step toward making cost-effective choices from the large selection of benefits possibilities that exist today. As with the option to outsource payroll services, benefits administration is another candidate for outsourcing.
· Compensation Plan - Some employers fail to develop a compensation plan that fits their company and employees, believing instead that good pay decisions are simply market-driven. As your company grows, the lack of an organized approach to compensation based in sound compensation practices will invariably result in lower morale and higher turnover. Either or both situations can cost your company dearly. Even small companies benefit from a basic compensation plan that links employee pay to performance, i.e., results.
· Recruiting - Generally, small companies rely on "word of mouth" recruiting to find qualified job applicants. Although not altogether a waste of time, this form of recruiting can lead to spotty results. Even a small employer should develop a staffing or recruiting plan that serves as the basis for its staffing activity. Ineffective recruiting and selection can create major costs and lead to a significant potential for litigation.
· Training - Training is often overlooked by employers or is the first expense cut when economic conditions slow down. A modest investment in training can create significant returns for you as an employer by signaling that your employees are important, which in turn builds employee loyalty. Remember, some training is mandatory and should not be ignored since the consequences can be costly.
· Employee Communications and Feedback - Successful companies realize the power of effective employee communications programs, which always include a feedback loop of some kind. When supported from the top, effective, two-way communication helps ensure that employees clearly understand your company's direction and goals, what is expected from them in their jobs, and the current condition of the business -- regardless of economic climate.
Requesting employee feedback through an annual survey or other means of input helps create the two-way element of effective communications. It also tests for the clarity of purpose desired in successful organizations. Employees' opinions and feelings are vital for developing effective programs and policies which positively affect retention, innovation, and increased productivity. At the same time, it molds a culture that can lead your company to becoming an employer of choice.
From India, Ahmadabad
· HR Responsibilities - Determine how your company's HR responsibilities should best be handled. All employers are faced with a broad range of HR responsibilities, but there is no one, single best way to address them. Typically, your company's size, operating budget, business type, and philosophy play a big role in determining how your HR responsibilities should be organized and assigned. Possibilities range from a totally-outsourced HR function (usually appropriate for small, start-up companies) to an internally staffed full- or part-time HR function. For many small employers, a "team" approach is recommended; one that combines an internal administrator/coordinator with a HR Practice Leader.
· Employee Records - As an employer you are required to establish and maintain a wide range of employee-related records. As a starting point, individual personnel files are required for all employees. Recent legal developments and court decisions indicate that personnel files should be kept in two separate folders. The standard set of records, i.e., information related to the individual's employment, job performance, and training, and a separate folder often called a "Confidential," "Classified," or a "Security" file for each employee. The latter file contains health, medical, confidential financial, workplace investigations, and other sensitive information pertaining to the employee. A separate binder should be maintained in which all employment eligibility verification forms are alphabetically filed. You also are required to develop and maintain confidential employee EEO information. Other record-related responsibilities include appropriate security, an appropriate files management system, and a HR-related database.
· Employee Handbook - An employee handbook in which your company's employment policies are published is highly recommended. A copy of this handbook should be made available to all your employees. There are a number of basic policies you should include in all handbooks. Other policy statements, although not required, may be appropriate given your company's particular circumstances. Only include those policies that fit your circumstances, however, since policies create obligations that impact both you as the employer and your employees. More is not necessarily better in this case.
· Payroll and Benefits - As an employer you have several options ranging from a traditional in-house payroll system to a fully outsourced payroll service. Responsibilities for employee benefits also include a wide array of choices. Most employers find that engaging the services of a professional consultant or benefits broker is the best first step toward making cost-effective choices from the large selection of benefits possibilities that exist today. As with the option to outsource payroll services, benefits administration is another candidate for outsourcing.
· Compensation Plan - Some employers fail to develop a compensation plan that fits their company and employees, believing instead that good pay decisions are simply market-driven. As your company grows, the lack of an organized approach to compensation based in sound compensation practices will invariably result in lower morale and higher turnover. Either or both situations can cost your company dearly. Even small companies benefit from a basic compensation plan that links employee pay to performance, i.e., results.
· Recruiting - Generally, small companies rely on "word of mouth" recruiting to find qualified job applicants. Although not altogether a waste of time, this form of recruiting can lead to spotty results. Even a small employer should develop a staffing or recruiting plan that serves as the basis for its staffing activity. Ineffective recruiting and selection can create major costs and lead to a significant potential for litigation.
· Training - Training is often overlooked by employers or is the first expense cut when economic conditions slow down. A modest investment in training can create significant returns for you as an employer by signaling that your employees are important, which in turn builds employee loyalty. Remember, some training is mandatory and should not be ignored since the consequences can be costly.
· Employee Communications and Feedback - Successful companies realize the power of effective employee communications programs, which always include a feedback loop of some kind. When supported from the top, effective, two-way communication helps ensure that employees clearly understand your company's direction and goals, what is expected from them in their jobs, and the current condition of the business -- regardless of economic climate.
Requesting employee feedback through an annual survey or other means of input helps create the two-way element of effective communications. It also tests for the clarity of purpose desired in successful organizations. Employees' opinions and feelings are vital for developing effective programs and policies which positively affect retention, innovation, and increased productivity. At the same time, it molds a culture that can lead your company to becoming an employer of choice.
From India, Ahmadabad
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