HR policies are continuing guidelines on the approach the organization intends to adopt in managing its people. They define the philosophies and values of the organization on how people should be treated, and from these are derived the principles upon which managers are expected to act when dealing with HR matters. HR policies therefore serve as reference points when human resource management practices and procedures are being developed and when decisions are being made about people. They help to define "the way things are done around here".
HR procedures spell out precisely what action should be taken in line with policies in areas such as discipline, capability, redundancy and grievances.
WHY HAVE HR POLICIES AND PROCEDURES?
Policies help to ensure that when dealing with matters concerning people an approach in line with corporate values is adopted throughout the organization. They serve as the basis for converting espoused values into values in use – enacting them. They provide frameworks within which consistent decisions are made and promote equity in the way in which people are treated. Because they provide guidance on what managers should do in particular circumstances they facilitate empowerment, devolution and delegation.
Procedures are needed to spell out what must be done when dealing with certain employment matters as well as how to do it. They thus ensure that consistent and justifiable decisions are made in line with HR policies.
HR POLICY AREAS
Overall
An expression of the values and beliefs of the organization on how employees should be treated with particular reference to equity, consideration, organizational learning, performance through people, the quality of working life and working conditions.
Equal opportunity
The intention of the organization to provide equal opportunities for all.
Managing diversity
Recognizes individual differences and spells out the need to manage them and avoid bias.
Age and employment
Age should not be a factor when considering people for appointment, promotion or training.
Promotion
Promotion from within is the general rule but external recruitment is also necessary.
Work–life balance
How employees will be able to work more flexibility in accordance with their needs.
Employee development
The commitment to providing opportunities for continuous learning and development.
Reward
The commitment to equal pay, internal equity and valuing people according to their contribution.
Employee voice
The intention to give employees a voice in matters that concern them.
Employee relations
The rights of employees to join a trade union and to be represented by it.
New technology
The intention to inform and consult with employees on the implications of new technology.
Health and safety
How the organization intends to provide healthy and safe systems of work.
Discipline
The rights of employees to be treated according to the principles of natural justice.
Grievances
The rights of employees to raise grievances with their manager.
Redundancy
The intention to avoid involuntary redundancy as far as possible.
Sexual harassment
A statement that it will not be tolerated and what steps can be taken if it does occur.
Bullying
A statement that it will not be tolerated and what steps can be taken if it does occur.
Substance abuse
How the organization will deal with substance abuse.
Smoking
The policy to eliminate or restrict smoking on the organization’s premises.
AIDS
How the organization will deal with anyone who has AIDS.
E-mail
Guidelines to employees on the use of e-mails and the Intranet.
IMPLEMENTING HR POLICIES
The aim should be to implement policies fairly and consistently. Line managers have a key role in doing this. As pointed out by Purcell et al* ‘there is a need for HR policies to be designed for and focused on front line managers’. It is they who will be largely responsible for policy implementation.
Members of the HR function can give guidance but it is line managers who are on the spot and have to make decisions about people. The role of HR is to communicate and interpret the policies, convince line managers that they are necessary and provide training and support which will equip managers to implement them.
HR PROCEDURES
The main HR procedures deal with:
Grievances – the main stages through which a grievance can be raised eg, immediate manager, more senior manager, and senior manager.
Discipline – the procedure for dealing with disciplinary matters fairly and in line with the principles of natural justice, the stages of the procedure eg, informal warning, formal warning, disciplinary action, and the right to appeal.
Capability – the procedures for ensuring that performance expectations are defined and people are given feedback, support and training in meeting these expectations; the procedure for informing employees of any shortfall and the areas where improvement is required, the steps they should take to improve, the help they will be given, and what happens (disciplinary or other action) if they fail to improve, having been given a reasonable opportunity to do so.
Redundancy – the procedure for informing unions and individuals of possible redundancy and the steps being taken to avoid compulsory redundancy, how, if unavoidable, employees will be selected for redundancy, and the entitlement to redundancy pay.
