http://policies.iu.edu/policies/categories/human-resources/employment/records.shtml

1. Indiana University creates and maintains human resource records for its Academic, Staff and Temporary employees, Retirees, and COBRA participants to fulfill legal requirements, fiscal requirements, and administrative needs.  It is necessary to have a well defined management, retention, and disposal policy to ensure that these complex and sometimes competing requirements and needs are satisfied.

2. The purpose of this policy is to establish accountability for human resource records management and retention, to reinforce safeguards against unauthorized or accidental disclosure of confidential records, to establish the length of time certain categories of human resource records are to be maintained and stored, and to establish appropriate records disposal practices.

Policy Statement

1. It is the policy of Indiana University to comply with applicable laws and best practices with regard to the management, retention, and disposal of its human resource records in order to document its management decisions; provide historical references of employee, participant, and university-initiated transactions and events; demonstrate regulatory compliance; and enhance its operational efficiencies.

2. Indiana University’s Human Resource Records a. Indiana University’s human resource records are the collection both paper and

electronic communications and documents related to the employment of an employee stored under the person’s name or identification number, including but not limited to: forms, letters, memos, reports, lists, e-mails, etc. The records serve as the historical record of information pertaining to an employee from date of hire to separation, and contain some pre-employment and post-employment information.

b. There are four categories of records that make up the human resource records: i. Personal records includes records related to personally-identifiable

information, such as name, date of birth, home address, emergency contact, social security number, etc.

ii. Personnel records include records covering employment, position classification, wage or salary, employee relations, performance management, training, organizational development, attendance and paid time-off usage, etc.

iii. Benefits program records include records covering benefit plan enrollments in such plans as health care, retirement, investments, tuition benefit, and voluntary plans, as well as beneficiaries in these plans where applicable.

iv. Medical records include all medical certifications, physician statements, and related information that describe the health and medical history or condition of an employee or an employee’s family members. These include ADA and FMLA forms and correspondence, disability documents, claims for medical services, doctors’ notes, workers’ compensation records, injury or illness reports, and drug screening results. (Not an inclusive list.) They do not include attendance reports from such systems as TIME or ePTO that simply record what category of paid time-off to which an absence from work is charged.

c. University Human Resource Services, the campus Human Resources Office, and the employing school or department maintain the university’s human resource records

in paper and/or electronic files. Paper records containing confidential information are kept in locked offices or cabinets or drawers with access controlled by the keeper of the record. Electronic records containing confidential information are maintained in a secure environment per University Information Technology Services policies.

d. Under the Health and Insurance Portability and Accountability Act (HIPAA) and the Americans with Disabilities Act (ADA), employers are required to protect medical records as confidential information to be kept separate from other business records. Medical records are not to be maintained with other human resource records, although they may be stored in the same locked cabinet.

e. A supervisor may keep records related to an individual employee to track work in progress and performance related information, and typically includes documents of ongoing work such as notes of conversations, assignments, and status reports. A supervisor’s records maintained by employee name or identification number are considered part of the official university human resource records.

f. Grievances and complaints filed by or against an employee, and notes, statements, and other information gathered as part of an investigation of a workplace incident, grievance, or complaint are to be maintained separately and are not considered part of an employee’s personnel records.

g. As a public institution, Indiana University’s human resource records are subject to the provisions of Indiana Code 5-14-3, Access to Public Records. Under this law, none of the University’s human resource records have to be produced except for:

i. The name, compensation, job title, business address, business telephone number, job description, education and training background, previous work experience, or dates of first and last employment of present or former employees of the university;

ii. Information relating to the status of any formal charges against theemployee; and

iii. The factual basis for a disciplinary action in which final action has been taken and that resulted in the employee being suspended, demoted, or discharged.

h. Any request citing Indiana’s Access to Public Records law shall be sent to the University Counsel’s office for their attention, before any response is made. Any court subpoena for records referenced in this policy shall be sent to the University Counsel’s office for their attention before any response is made. (This section applies to any request citing Indiana’s Access to Public Records law and court subpoenas for records received by any unit at the University.)

i. All records that are part of an employee’s human resource records shall be made available to the employee or his/her representative.

3. Safeguards Against Unauthorized or Accidental Disclosure a. Until the human resource records are properly disposed, each department of the

university is accountable for securing and maintaining its human resource records regardless of format or location.

b. Each department is accountable for ensuring that employees and others are granted access to confidential human resource records only if such access is essential to the performance of their duties. Further, each department must ensure that those granted access are trained and employ reasonable safeguards to protect the confidential records.

4. Human Resource Records Retention Schedule a. The Human Resource Records Retention Schedule is a comprehensive list of human

resource records covering areas such as benefits, classification and compensation, employee relations, employment, and organizational development.

b. The Records Retention Schedule lists each record, provides a brief description of the record, the primary record value, the highest level of data classification, and

identifies the retention period and the disposal method. These terms are defined in the Definition section of this policy.

c. Human resource records which have been retained beyond the stipulated retention period should be disposed of in accordance with the method in the schedule as early as practicable.

5. Suspension of the Human Resource Records Retention Schedule a. When litigation involving the university or its employees is filed or threatened, the

university has a duty to preserve all records that pertain to the issues involved. Once aware that litigation exists or is likely to be filed, University Counsel will inform the affected departments, who will disseminate this information to the appropriate employees and provide direction as to what records are to be preserved and by what method. So-called “litigation holds” override the records retention schedule that may otherwise call for the disposal of relevant records.

b. No university employee who has been notified by University Counsel may alter or destroy a record that falls within the scope of the litigation-hold notification.

c. Any university employee who becomes aware of litigation or threatened litigation prior to receiving a litigation-hold notification from University Counsel shall inform University Counsel immediately and shall suspend the records retention schedule until specific instructions are received.

Procedures

1. Access to human resource records a. Access to human resource records should be restricted to those whose job duties

necessitate access and to those with designated authority to review the records, such as a supervisor, department manager, or a human resource representative.

b. Upon request, a university employee or his/her designated representative will be provided with timely access to all of the employee’s human resource records, including personnel records, benefit program records, and medical records. The determination of timeliness must reflect any policy or practical deadlines that the employee, representative, or university must meet. Units that need assistance regarding the content of records that can be disclosed should seek advice from a campus HR office.

c. The designated representative must present a written authorization signed by the employee that clearly and specifically describes the records the representative may inspect or copy.

d. If the designated representative is a union representative of the employee, the inspection will occur during times when the designated representative is authorized by university policies to conduct union business and in a manner that corresponds with departmental and university human resource record-keeping policies and practices.

e. At no time during the examination of the employee’s records shall the records be out of the direct supervision of the university record keeper.

f. Contact the campus Human Resources Office to obtain the guidelines for accessing Staff personnel records.

2. Access to confidential information a. Employees whose jobs provide access to human resource records shall follow the

policies and procedures specific to their position for confidential information found in the human resource records and not release it to any person who does not have authorization to receive it. Employees shall not use such confidential information of other employees for personal reasons.

b. Members of the public, which includes persons employed by the university, have access only to the information contained within human resource records that is designated as public information under the Indiana Access to Public Records law.

c. All human resource records shall be made available to the affected employee or his/her representative.

3. Retention of human resource records a. Each human resource record is to be retained for the retention period contained in

the Records Retention Schedule for that record. b. Confidential medical records are to be maintained separately from other human

resource records. c. In departments, when there is a change in supervisors, any personal records and

personnel records as defined in the Policy Statement above, including paper, electronic, and email records, that the supervisor has maintained on his/her employees are to be retained for the duration of the retention period in the Records Retention Schedule and made available to the new supervisor.

d. When a Staff employee transfers to another department within the University, the human resource records located in the original employing department are to be sent to the campus Human Resources Office to be combined with the human resource records maintained in that office.

e. When a Staff employee terminates employment with Indiana University, the human resource records in the employing department are to be sent to the campus Human Resources Office to be combined with the human resource records maintained in that office and retained for the retention period contained in the Records Retention Schedule.

4. Disposal of human resource records a. When the required retention period for a record expires, the senior officer of the

responsible office (UHRS, the campus HR Office, or the employing department) shall initiate and authorize the process for the records disposal.

b. In the event of any dispute regarding the authorization of disposal of the records, disposal will be halted pending review and final determination by the Vice President and Chief Financial Officer in consultation with University Counsel.

c. Records are be disposed of in accordance with the methods specified in the Records Retention Schedule.

Definitions

1. A record is information or knowledge on a specific subject and preserved in a typed, written, or electronic format.

2. A file is a collection of related records stored together in paper or electronic formats. 3. Primary Record Value in the Human Resource Records Retention Schedule refers to

one of four levels: a. Administrative: This is a form or work document that has value as a record of

an active transaction or work document currently in use. b. Legal: This is a form or work document whose use, retention, and /or

dissemination are covered by federal or state laws and/or regulations and university policies.

c. Audit: This is a form or work document whose primary value is aligned with fiscal matters.  It may be thought of as a fiscal version of a legal record.

d. Historical: This is a form or document that lets us understand what the department/school/university did in the past.  There are less of these types of documents than the other value categories.

4. Level of Data Classification in the Human Resource Records Retention Schedule refers to one of four levels, from most sensitive to least sensitive:

a. Critical: Inappropriate handling of this data could result in criminal or civil penalties, identity theft, personal financial loss, and/or invasion of privacy.

b. Limited access/restricted: Because of legal, ethical, or other constraints, this data may not be accessed without specific authorization, or only selective access may be granted.

c. University-internal: This data may be accessed by all eligible employees of the university, without restriction, in the conduct of university business; should be the default classification for all data.

d. Public: Few restrictions on this data, general public may be granted access.

http://www.hr.com/SITEFORUM?&t=/Default/gateway&i=1116423256281&application=story&active=no&ParentID=1119278002800&StoryID=1257198178540&xref=http%3A//www.google.ro/url%3Fsa%3Dt%26rct%3Dj%26q%3D%26esrc%3Ds%26source%3Dweb%26cd%3D6%26cad%3Drja%26ved%3D0CFAQFjAF%26url%3Dhttp%253A%252F%252Fwww.hr.com%252Fhr%252Fcommunities%252Ftaking_a_strategic_approach_to_managing_hr_records__how_to_shift_resources_to_support_hr_initiat_eng.html%26ei%3D9Z4LU-jNPKP8ygP91IIQ%26usg%3DAFQjCNHQp1a9I5MA3e_bsZUyEpArzaCJ7g%26sig2%3DGCQzOP6Qj3bl0_3JOy9gMA%26bvm%3Dbv.61725948%2Cd.Yms

Taking a Strategic Approach to Managing HR Records: How to Shift Resources to Support HR Initiatives

By Alan Brotman, Iron Mountain

Human Resource (HR) departments, much like other functional areas within an organization, face increasing pressure to accomplish more with less. This includes becoming more efficient when handling HR records and employee transactions, both of which continue to grow at unprecedented rates and contain private information requiring secure storage and careful handling.

Human Resource departments must also comply with more stringent regulatory obligations than ever before, in particular those related to the storage and handling of employee records as well as those with broader business continuity and disaster recovery requirements. These state and federal workforce regulations (as well as international ones) are forcing HR professionals to keep more HR records. Together, these issues have challenged HR executives to securely store documents in a cost-effective and compliant manner while maintaining easy access to them.

This article outlines these pain points and how HR executives can successfully manage their records, allowing more time for focusing on more strategic initiatives. When it comes to managing information, HR departments face several pain points.

HR Departments Generate a lot of Paper

During a typical tenure with a company, an employee generates a multitude of documents, not including benefit forms, such as a job application, resume, confidentiality agreement and electronic signature consent agreement—documents that on average amount to nearly 20 pages. Multiply this by the number of employees, whose predominately paper records need to be generated, indexed, maintained and archived by an organization, and it is easy to see how records management presents a major challenge to the productivity of any HR department.

Documents Contain Private Employee Information that Needs Protecting

In addition to managing the sheer volume of records, corporate HR managers must ensure the privacy of employee records, regardless of their format or storage location. Large volumes of HR records containing private and other sensitive data require rigorous and consistent security controls. Implementing a system that ensures efficient information access without compromising security poses a daunting task for companies with distributed HR records. For example, faxing records or transporting them by courier could result in privacy breaches and/or lost documents along what should be a controlled chain of custody.

Most of the Documents are Regulated Since HR documents contain private employee information as well as some of an organization’s most sensitive information, several state and

federal laws exist to protect this data and ensure its privacy. These regulations apply to the protection of both paper and electronic record, and many specify the type of record that companies must keep and for how long.

Documents are Stored across Multiple Locations

Organizations often create, manage and store Human Resource records across distributed locations. These practices are particularly true for multi-national organizations. Mergers and acquisitions can create further records management hurdles for organizations because they require the incorporation of distributed HR records, both active and inactive. These pain points cause several challenges and distract HR professionals from their principle duties and responsibilities.

Security

Corporate HR managers bear the responsibility for managing risk for employee records, no matter the location or format of those records, whether they are paper or electronic. The large volumes of these HR records – which contain private, sensitive data like social security numbers, dates of birth, phone numbers, addresses, and the like - demand a rigorous and consistent approach to security and access controls. These requirements present a significant challenge: Implementing a records management system that is efficient without compromising security (risking non-compliance penalties) across a distributed HR records environment.

Storage Cost

Most HR departments realize the productivity and cost challenges presented by HR records management. It’s estimated that a typical 10,000 employee company handles more than one million employee-related transactions a year, at a cost of between $10 and $50 per transaction.1 Most of these transactions involve an HR record. Storage space required for these files drive costs, either in leasing additional space or occupying existing real estate that could be repurposed for revenue-generating functions.Compliance

The cost requirements of managing large volumes of HR records are exacerbated by a growing number of data privacy regulations and other laws that help increase the volume, type and access requirements for these records. Additionally, distributed record locations and the concurrent need for controlled, authorized access further complicates compliance. Many regulations specify what records organizations must keep and for how long. For example, the Fair Labor Standards Act (FLSA) and Equal Pay Act (EPA) require employment contracts be kept for three years. Other laws stipulate that companies place certain records on “legal hold” for their role in litigation. Easy, Central Access

It goes without saying that organizations need fast access to information for meeting everyday business needs. But having quick access to records also goes hand-in-hand with responding to compliance audits and information requests during legal challenges. Many HR organizations have difficulty creating in-house operations that achieve this level of access without driving up capital costs related to labor, real estate and security .To solve their challenges, HR professionals should consider digitizing HR records and partnering with a vendor who can manage both their paper and electronic records.

Digitizing HR Records

For many companies, the solution to managing large amounts of sensitive information is to begin to digitize their information. In doing so, these organizations seek to control costs, comply with regulations and create central access. The Association for Information and Image Management (AIIM) surveyed businesses on their prime drivers for digitizing paper records and found that efficiency and productivity, followed by concerns about compliance were the strongest motivators.

Partnering with Experts in Hybrid HR Records Management

Hybrid records management services require expertise in managing physical and digital records . Given the complexity of creating and managing a hybrid system, outsourcing the effort may prove the most cost-effective approach. Increasingly, companies are turning to outside partners , who have invested in the latest digital technology and facilities so they don’t have to themselves. Additionally, some of these vendors have a global footprint and may already be storing a company’s physical HR records. These experts can help companies adopt best practices for HR records management and demonstrate consistent, standardized processes when required.

Approaches to Hybrid HR Records Solutions

The experienced service provider can design a comprehensive, economical program for HR records management that combines the right physical records storage and management services with specific, document conversion services that meet the HR department’s secure access requirements. With one provider responsible for both archived and active physical file management, there are significant efficiencies that translate into cost savings.If the provider has a global footprint, standard operating procedures can ensure consistent best practices for records management across the company. The provider analyzes the records where conversion is most cost-effective for the company and can then devise a strategy for making the transformation. There are a number of scanning conversion strategies described below, but the rule of thumb should be: scan what you need only when you need it. Some will also choose to scan large segments of their HR records archive based on their business requirements and cost structure. The experienced provider can advise on the best document conversion strategy.

• Image on demand: A provider can scan records as they are requested.• Selective scanning: A provider can use predictive tools and scan those records with a high likelihood of retrieval.• Abstract scanning: A provider can scan a small subset of high value images within a larger record.• Full digital conversion: A provider can categorize which back-file records need to be scanned and stored in their entirety and which do not. In addition to helping HR departments find the right approach to back-file conversion, the service provider should also help the customer optimize the process for active file scanning and storage in a “day-forward conversion.”In some situations, active records can remain onsite at company headquarters to allow remote access over the Internet and, presumably, also be backed up by the IT department as part of the company’s overall business continuity and disaster recovery strategy. Alternatively, records can be stored in the service provider's hosted digital document repository with 24/7 access via the Internet.

Lastly, more comprehensive service providers also offer temporary or permanent hands-on assistance for managing offsite and onsite records, active or inactive.Conclusion:

Many HR professionals are struggling to protect and manage increasing amounts of employee data in a manner that complies with mounting state and federal regulations. As a solution, more are beginning to digitize HR records and outsource to a vendor capable of managing both paper and digital data. The result of this approach is allowing HR professionals to maintain rapid access to employee data while keeping labor and storage costs more manageable. And with the peace of mind knowing that information is properly managed, HR pros can focus on more strategic initiatives.

Alan Brotman is a 20-year veteran of Iron Mountain and the Information Management industry. As part of Iron Mountain’s Document Management Solutions group, Alan works with customers from every industry to help them transition to electronic records. During his career, spanning management consulting, information technology and document management, Alan has helped HR professionals save money and time with managing their paper and electronic HR records.1. Mullers-Patel, Katharina, PhD., “Human Capital Management: How Top Organizations Drive Company Profits Efficiently”, 2007 ASUG/SAP Benchmarking Study.

What is HR System?

Technology is everywhere in our world. We see it every day in activities such as banking, shopping, flying,

entertainment, or communicating. We live with technology and we are surrounded by it. We cannot escape its influence

and how it shapes our lives. But work organizations are also as dependent on technology as we all are for our daily

activities. Organizations use technology for manufacturing, sales, production, marketing and, yes, for human resources

actions and interventions.

HRIS (Human Resources Information System) or HRMS (Human Resources Management System) is a new world order

for managing human resources in organizations. A world where scientists and practitioners in the

industrial/organizational psychology field have much to say and much to offer in order to promote the effectiveness and

optimization of HR technologies and services. And so, the motivation behind this page is to provide practical advice to

those who compose, manage, and develop human resources in work organizations.

What is a Computerized Human Resources System?

HRIS (Human Resources Information System) or HRMS (Human Resources Management System) is An integrated system designed to

provide information used in HR decision making.

Computers have simplified the task of analyzing vast amounts of data, and they can be invaluable aids in HR management, from payroll

processing to record retention. With computer hardware, software, and databases, organizations can keep records and information better,

as well as retrieve them with greater ease.

* * * * * * * * * * * * * * * * * *

Remind me with the three roles of HR management in organizations

HR management has three roles in organizations; administrative, operational, and strategic roles:

So, how can HR professionals allocate their efforts to contribute value for the organization?

There has been a mismatch between the way HR professionals have allocated their efforts and what contributes value for the

organization. The greatest amount of time and costs of HR management are concentrated at the administrative level. However, HR

management adds the greatest value at the strategic level, and the administrative activities produce a limited value for the organization.

* * * * * * * * * * * * * * * * * *

How can HRIS contribute value to the organization?

An HRIS serves two major purposes in organizations:

1. HR Administrative and Operational Role:

The first purpose of an HRIS is to improve the efficiency with which data on employees and HR activities is compiled. Many HR activities

can be performed more efficiently and with less paperwork if automated. When on-line data input is used, fewer forms must be stored,

and less manual record keeping is necessary. Much of the reengineering of HR activities has focused on identifying the flow of HR data

and how the data can be retrieved more efficiently for authorized users. Workflow, automation of some HR activities, and automation of

HR record keeping are key to improving HR operations by making workflow more efficient.

2. HR Strategic Role:

The second purpose of an HRIS is more strategic and related to HR planning. Having accessible data enables HR planning and managerial

decision making to be based to a greater degree on information rather than relying on managerial perception and intuition. For example,

instead of manually doing a turnover analysis by department, length of service, and educational background, a specialist can quickly

compile such a report by using an HRIS and various sorting and analysis functions.

HR management has grown in strategic value in many organizations; accordingly, there has been an increased emphasis on obtaining and

using HRIS data for strategic planning and human resource forecasting, which focus on broader HR effectiveness over time.

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What are the Uses of an HRIS?

An HRIS has many uses in an organization. The most basic is the automation of payroll and benefit activities. With an HRIS, employees’

time records are entered into the system, and the appropriate deductions and other individual adjustments are reflected in the final

paychecks. As a result of HRIS development and implementation in many organizations, several payroll functions are being transferred

from accounting departments to HR departments. Beyond these basic activities, many other HR activities can be affected by the use of an

HRIS.

 

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How do I choose an HRIS?

It is crucial when establishing an HRIS that the system be able to support the HR strategies of the organization. This requires analyses of

the uses of HR information, both in the HR unit and throughout the organization.

To design an effective HRIS, we advise starting with questions about the data to be included:

What information is available, and what information is needed about people in the organization?

To what uses will the information be put?

In what format should the output be presented to fit with other organization's records?

Who needs the information?

When and how often is it needed?

Answers to these questions help pinpoint to your exact needs.

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In one word; what are the components (functions) that should be be included in our next HRIS?

Simply, look at your organizations' HR tasks, which ones presents more problems? which HR sub-department(s) is/are always the bottle-

neck?

These problem tasks and bottle-neck HR sub-departments are your organizations' main areas that needs to benefit from automation.

* * * * * * * * * * * * * * * * * *

What are the benefits of accessing the HRIS via Internet or organization's internal network?

The Internet has changed everything. The dramatic increase in the use of the Internet is raising possibilities and concerns for HR

professionals. The growth in the use of HR internal networks for obtaining and disseminating HR information is seen in a study of 500

organizations; about 45% of whom are using internal networks or Intranets (an organizational network that operates over the Internet).

Use of web-based information systems has allowed the HR units to become more administratively efficient and to be able to deal with

more strategic and longer-term HR planning issues. Organizations have used these web-based HRIS options in four primary ways:

1. Bulletin boards:

Information on personnel policies, job posting, and training materials can be accessed by employees globally.

2. Data access:

Linked to databases, an intranet allows employees themselves to access benefit information such as sick leave usage, vacation   balances,

salary paycheck, and so on, freeing up time for HR staff members who previously spent considerable time answering routine employee

inquiries.

3. Employee self-service:

Many intranet uses incorporate employee self-service options whereby employees can access and update their own personnel records,

change or enroll in employee benefits plans, and respond to employment opportunities in other locations.

4. Extended linkage:

Integrating intranets allows the databases of vendors of HR services and an employer to be linked so that data can be exchanged

electronically. Also, employees can communicate directly from throughout the world to submit and retrieve personnel details.

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Tell me more about Employee Self-Services?

How often do you hear these questions?

“How many vacation days do I have left?”

“Can I get a copy of my paycheck?"

“What will it cost to add my wife to my medical insurance plan?”

“I moved. How do I update my address?”

Employee Self-Service (ESS) gives employees immediate access to all their personal HR, benefits, and payroll information via the web.

The simplicity of ESS dramatically reduces the call volume to the human resources department and lets HR focus on more strategic

issues.

Here’s a partial list of the HR services that an employee may find on an ESS website:

Input and edit personal information such as address, phone, emergency contact, and so on.

Receive company communications and updates.

View a current or past paycheck.

Select benefits where choices are allowed.

Enroll in training.

View internal job postings based on selection criteria established by the employee (for example, what jobs are available that meet

these criteria: California location, electrical engineering, software engineering, managerial level 3, R&D division)

Time entry, including recording time off.

Review and plan individual development activities.

Access HR policy manuals and use natural language interfaces to ask HR questions (for example, “How many weeks of vacation do I

get after four years of employment?”)

Complete employee surveys.

View the skill requirements of jobs and compare those skill requirements with the individual’s skill profile.

Review personal performance appraisal records and schedules.

Order services and purchase company or other products.

Participate in training delivered via the organization's network.

Link to other sites (for example, some HRIS allow employees to customize their ESS homepage with information from other sites,

such as placing a stock ticker or his or her portfolio on the ESS homepage)

Take diagnostic tests to identify training/development needs.

Submit and track expense reports.

View taxes, social insurance, or other deductions.

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What are other considerations when deciding to have an HRIS?

Budget is always the number one issue

Implementation costs are often difficult to forecast, and systems invariably cost more than anticipated. There are several reasons for this

finding. Cost can increase as organizations begin to realize the amount of change that self-service involves. HR processes often need to

be reexamined and redesigned. Upon close inspection, data in existing systems often prove unreliable or incomplete. The amount of

customization required is usually more than planned. The hardware infrastructure may not be so strong as originally believed. Indeed,

implementation costs often run 150 percent of the cost of the software, and costs often run about 15 percent over budget.

It is important to be realistic in the budget estimates and to make sure the business case is strong enough so that, if costs are more than

anticipated, the organization can still show a reasonable ROI.

Ease of use is critical

User acceptance is critical to long-term success. The web interface must be designed for ease of navigation and reflect best practices in

website design. Users will compare your website to others with which they are familiar. If information is difficult to find or navigation is

confusing, users will have negative early experiences and be less likely to go to the system for their HR services.

Training those who will be using the HRIS

Training is critical to the successful implementation of an HRIS. This training takes place at several levels. First, everyone in the

organization concerned with data on employees has to be trained to use new recording forms compatible with the input requirements of

the system. In addition, HR staff members and HR executives must be trained on the system. Support and instruction from hardware and

software vendors also are important in order for the organization to realize the full benefits of the system.

Consider security and privacy

Security is always an issue on the Internet, especially when personal information about employees is involved. Controls must be built into

the system to restrict indiscriminate access to HRIS data on employees. Today, the trend is toward “single sign-on” systems that

streamline access and provide a reasonable level of security

http://www.studymode.com/essays/Why-Organisations-Need-Data-1001107.html

Why Organisations Need Data

Organisations need data as a point of reference or to be able to retrieve information whenever it is needed. For example each organisation has to keep accurate records or information of their employees in order to be able to use this information for planning ahead for the business. Also accurate records of employees are kept in order to help the organisation make precise decisions whenever queries arise in relation to each employee on a case by case basis.

Organisations also need data as a legal requirement. For instance in order to be able to make accurate tax returns to the government then the organisation will need to store certain data for each employee. Also for payroll purposes personal details of employees need to be kept. Other reasons organisations keep data is to make it available to employees such information like the organisation structure, company policy and the HR Handbook which is may be useful as a point of reference for employees as well.

Types of data to be collected.

1. Sickness Records: This type of data/report may be collected periodically (monthly or quarterly) and compared or analysed against each employee’s attendance records. This helps the human resources to manage the attendance record of the organisation accurately and inform line managers of the constant attendance offenders in order to discourage further occurrences or for long term sicknesses that need the company’s support.

2.Another type of data that may be useful for the human resources department of an organisation is the contact details for each employee especially home addresses. This is essential if a correspondence needs to be sent out to each employee, such as contracts, payslips, pensions or leave information. It is important for each employee to receive the appropriate communication and not to be ignored.

One method of storing data is electronically. This is the method of inputting data or information

For a variety of reasons, including equal opportunities monitoring, equal pay audits, recruitment planning, assessing skills balance, and to assess their performance against targets such as the percentage of women in management roles (often woefully few).

To show compliance with Equal Employment Opportunity employment laws

In a synopsis of no more than 500 words explain:    • Why an organization needs to collect and record HR data.  You should give at least two reasons. (AC1.1)    • Legal requirements relating to the recording, storage and accessibility of HR data. (AC2.2)Previously, organizations tend to depend on the cultural cliché that Human Resources is merely a department or subdivision.   Although it does acknowledge that it deals with people; this dealing tends to be difficult.   During these times, this is no longer the attitude.   Most companies have established HR solutions and systems that help in meeting the organizational goals and aide in making informed decisions.

First of all, part of the whole HR plan is being able to identify the ultimate goal of the organization.   From the perspective of Human Resources, the most essential factor to be considered in this regard is the organization’s work force; hence, the collection and recording of employee personal data, leaves and absences, salary information and the likes.

HR data collection is imperative to be able to establish a point of reference for the company to be able to measure against it (i.e. employee salary details, salary bell curve he falls in to assess salary review and increments); monitor progress and development (history of performance appraisals and assessment; SMART objectives to be able to consistently conduct accurate performance review periodically); develop and implement initiatives for generic cases (solutions for case to case employee-related complaints/issues/concerns); identify analyzed information to aide the organization in making ultimate sound-decisions both beneficial to the organization and its employees.   These are just few of the many explored reasons why an organization needs to collect and record data.

http://www.i4cp.com/trendwatchers/2012/12/12/five-ways-high-performance-organizations-use-hr-analytics

Five Ways High-Performance Organizations Use HR AnalyticsMining masses of data for performance-improving insights is at once the biggest challenge and greatest opportunity

presented by big data. While this is true for every function in the enterprise, the wake-up call for HR should have been

answered well before now. In fact, i4cp's most recent research on the analytical practices and capabilities of HR

organizations suggests that most are woefully unprepared to do little more with a rapidly rising ocean of data than drown

in it. While many HR organizations are proficient at collecting and measuring activities, few have the ambition or ability to

measure outcomes or identify the factors that most affect results.

i4cp's new report, HR Analytics: Why We're Not There Yet, pinpoints the reasons for these shortcomings and

highlights differences in the strategies and practices of high-performing organizations (HPOs) and low-performing

organizations (LPOs) in addressing five key factors driving effective usage of HR analytics - ambition, skills, data

accuracy, HR leadership's role and level of sophistication.

1. HPOs use HR data to plan and perform better; LPOs seem content to merely report it.

HPOs take a more calculated approach, using data for strategic, long-term planning over twice as much as

LPOs (96% compared to 47%). Far more HPOs (91% compared to 59%) rigorously assess the ROI of

initiatives and programs. Not only is the use of data to make business decisions the marker of an astute

organization, it underscores that HPOs are focused on far more than simply reporting. HPOs actively seek

information that improves the effectiveness of their planning and the performance of their programs and

processes. Low-performing companies do little more than meet minimum requirements necessary for business.

2. Turning data into information is the most pressing analytics challenge and HPOs are better equipped

to meet it.

A common challenge cited by HR practitioners is the difficulty in determining what the data that is gathered

actually means. This was the top data collection obstacle cited by all survey respondents. As Sue Suver, Head

of Global HR at U.S. Steel pointed out, "Data is great if you have it. But without people who know what to do

with it, you're still stuck." Sifting through an expanse of big data to pinpoint trends or uncover stories is a

difficult and time-consuming task. It requires analytical and interpretive skills, which more than half of

respondents from low-performing companies said they seriously lack compared to little more than a third of

those from HPOs. Their experience suggests that companies that can transform data into information, and

information into profitable action, will reap a competitive advantage.

3. HPOs take full advantage of processes, automation and standards to ensure data accuracy while LPOs

rely mostly on manual checking.

Twice as many HPOs reported using company-wide standard definitions as a method for guaranteeing data

accuracy. Both HPOs and LPOs check data reliability, but HPOs use automated processes (68% compared to

38%) to a greater extent, which not only reduces errors, it frees up employee time for more pressing tasks. The

most difficult task of all is setting data standards in the first place. Data councils, which convene

stakeholders to set policy around activities such as data collection, standards, and security, are pivotal

because they enable enterprise solutions and ensure organization-wide consistency.

4. HPOs' HR leaders are highly engaged in using analytics to drive performance; LPOs are content to

supply data to the executive team.

More than twice as many HPOs have HR leaders receiving workforce data than LPOs (81% compared to

33%), which suggests a more robust, analytics-savvy HR department in more successful companies. i4cp's

study indicates that HPOs are moving more aggressively toward the performance advisor role identified in

i4cp's 2012 report, The Future of HR: The Transition to Performance Advisor. HPOs are also using people-

related data and metrics to proactively inform and engage both the senior leadership and line managers on

how to better manage talent and improve business performance. Dominique Ben Dhaou, SVP of HR at SGS, a

global leader in providing verification, testing and certification services, underscores the importance of having a

basis for action regarding data: "If you benchmark or read a report and do nothing with it, it's useless. But if you

transform the data you have access to into solutions for business issues, it has value. When business people

say HR doesn't understand the business, it isn't that - it's that we don't do anything with the information we

have."

5. Predictive analytics are underused for human capital measures - even by HPOs.

Both HPOs and LPOs are still finding their way in developing the skills and technical capability to perform and

use predictive analytics. Few are now using analytics to answer questions such as how many employees are

needed, who is likely to leave, which skills will be in short supply, how changes in workforce cost and

productivity affect the bottom line, and which HR practices directly increase company performance. Predictive

analytics can reduce uncertainty and provide an evidence-based grounding to the decisions of both HR and the

business. Using predictive analytics to understand the true drivers of customer service representative

productivity, i4cp member-company Sprint was able to improve its customer satisfaction by record levels.

The bottom line: HPOs are ahead in the race to connect HR initiatives to business outcomes through data.

The gap between HPOs and LPOs in mining insights from big data to show how HR initiatives and practices generate

hard financial returns is the single-most important difference between the two groups. The ability to close this gap - to

find and use data that can show the impact of HR programs - is one sure way that LPOs can become HPOs. By showing

the actual financial impact of a program or a practice, the relative merit of each can be seen, and strategies and budgets

can be adjusted accordingly. This evaluation of ROI is the key advantage of meaningful HR metrics.

http://smartdatacollective.com/melanie-aizer/60271/stop-collecting-hr-metrics-start-measuring-workforce-analytics

Stop Collecting HR Metrics—Start Measuring Workforce Analytics

Today’s HR leaders face unprecedented challenges in making the most of their human capital investment. Change is the only

constant in today’s business world. Compliance legislation, global competition for talent, outsourcing labor, offshore locations

with remote workers, and an aging population are just some of the unique business challenges faced by organizations today

that were unheard of a generation ago. Successful organizations in today’s market need to re-evaluate and re-invent their

business tools and processes—and most importantly, make organizational changes based on facts with insights into what

changes will keep them competitive and successful.

In order to excel in today’s complex business environment, HR leaders are challenged more than ever to make sound business

decisions with confidence. In order to make those informed business decisions, executive leaders need the right data. This has

created a growing demand for workforce analytics, which are more informative, insightful and accurate than ever before.

However, organizations continue to struggle answering the most important and fundamental question regarding workforce

analytics: What should we measure about our workforce?

The reality is that the most commonly measured workforce metrics do very little to help HR professionals and business leaders

achieve real insight into maximizing their human capital investment. To make better business decisions regarding their

workforce, leaders need to see the connections in their workforce data and examine comprehensive workforce topics.

In order to achieve true business impact, employers should be measuring five critical performance indicators—or workforce

topics, that will positively affect their organization’s productivity and profitability:

1. Critical Talent Retention

2. Recruiting Effectiveness

3. Productivity

4. Compensation and Pay Equity

5. Performance Management

HR Metrics, including time to hire or employee turnover, simply do not get to the heart of how people (and people strategies) are

affecting organizations. To glean these deeper insights, HR leaders need to focus on related metrics that highlight the

connections that drive business performance and productivity

Download this white paper and discover how to:

Measure what matters most. Uncover real insights about your workforce, and drive the necessary changes, that will

keep your organization competitive and successful.

Make the connection between related HR metrics, in order to see “the big picture.” Help understand the contributing

factors and drivers about your workforce, in order to create more effective actions plans.

Stop collecting individual and unrelated workforce metrics. Start measuring powerful workforce analytics to improve

performance and profitability.

--------------------

http://www.hrmagazine.co.uk/hro/features/1077139/how-hr-inform-people-strategy

How can HR use big data to inform people strategy?

The fact the recent HR Tech Europe Spring conference in London focused not on technology but on data tells you just how important the issue is becoming for organisations. Why now? Because the volume of data, the velocity (speed at which it is created) and variety (of data points) are growing exponentially and the speed of technology adoption is accelerating significantly.There are 1.8 zettabytes of data being produced a year – that's 1.8 trillion gigabytes – and this is doubling every two years. And we have 30% adoption of mobile in just five years.Technology analyst John Sumser says the "scale and speed" at which data is being created requires HR to re-examine how it operates and, in particular, how HR teams make decisions.For HR teams, data provides a big opportunity. By understanding broader business requirements and asking the right questions, HR teams can start to collect data that can show the impact of people policies and investment on the business.And by analysing data over time HR will be able to predict future people needs and design and develop the right interventions before there is a problem.Fortunately for the HR function, it has been collecting people data for many years so it is well placed to use this data to make better business decisions.

But simply owning that data doesn't mean it has value. Used badly, data can hide business critical information.For example, aggregated people data – say absence rates – provides a company wide figure but within that there could be pockets of extreme high and low absence that would provide something concrete to act on.In fact, digging deeper into data can reveal the most surprising – and potentially contrary – insights. Recent research from Leadership IQ has discovered that in 42% of organisations, low performers are actually more engaged than high performers. It seems counter-intuitive to say that your least productive performers are the most engaged – and it is.Any business would hope their most productive performers were the most engaged.It was only by putting together these two data sets – appraisal data and engagement data – that the research identified these new and startling insights.The research goes against the perceived wisdom that high engagement correlates with better business performance. It also tells us that we need to be open to insights the data can provide.If we are not, then the data becomes a threat. Can we reasonably base our decisions on instinct and experience alone only for the evidence to tell us something completely different?No. HR teams must use data to provide evidence.But first HR teams must get their house in order by taking the following steps:

Make sure the HR strategy is fully aligned with the business strategy. Only then can you start to understand where the people agenda fits in.

Look at the data you currently collect and see what insights it provides to support the business strategy. Identify the gaps in your data, stop collecting data that is not useable and start collecting the data you need to

help solve current and future business challenges. Bring siloed information together to provide greater insight and value.

That may sound simple but it will take a confident HR director to say that some of the data they have been collecting historically has little impact on the business.Director of the Centre for HR Excellence at Henley Business School, Nick Holley, says HR is quite possibly sitting on employee data that is not necessarily the data required to answer today's key business questions. He says HR teams will need to have self-confidence to admit that data collected in the past was not useful.With an aligned HR strategy and clarity on the people data that exists, HR teams can start to find answers to pressing business questions and start to relate these to people issues.By asking the right questions of the business the HR team can start to identify the data it will require to help answer them.The upshot is that HR teams will need the skills and capabilities to collect, analyse data and share meaningful insights from it to help the business develop.Those skills might not be available within the HR team but they are likely to exist somewhere in the business. So in looking to build big data capabilities, HR teams should consider who else in the business could help them.Big data provides an opportunity to start small – working on individual projects – and build up. This in turn will enable organisations to build up data reporting capabilities.These small steps now will lead to a significant impact on the business in the future.Jeremy Langley (pictured) marketing and business development director, Lumesse

http://www.studymode.com/essays/Recording-And-Analysing-Informaton-972241.html

Recording and Analysing InformatonThis briefing note aims to review the organisation’s approach to collecting, storing and using HR data, looking at the reasons for collecting the data, the types of data collected, the methods of storing such data and two items of UK legislation relating to this.

There are many reasons why HR data needs to be collected within the organisation. Information on employees needs to be kept up to date, such as addresses, next of kin details and medical records. Apart from the obvious reasons for this (if something were to happen to the employee whilst in work), the employee wouldn’t feel very valued within the organisation if important information of theirs were sent to the wrong address because the HR department did not have the correct information or failed to keep it up to date.

Monitoring certain data is also important, recording absence for example. It is essential to know who is there/ not there and the reasons for this. Absence costs the organisation money and managing the data is essential to help this. If certain department has a lower sickness rate, why is this? How could we improve absence figures?

The collection of such data also supports HR practices and helps maintain a level of professionalism. During recruitment, for example, the HR department would support the management by providing information on individuals such as references and qualifications or a previous disciplinary they may have had. This type of qualitative data would show

whether or not a perspective employee could fulfil the role etc.

Quantitative data; statistics such as sales figures, overtime arrangements and budgets could highlight areas of concern. A particular department could be underperforming in their sales figures. Overtime may have to be cut in order to save money. This information would be analysed and passed onto management so action could be taken.

There are two main methods of storing data and records. Electronic methods (computer hard drive, USB etc0 have

http://www.studymode.com/essays/Approach-To-Hr-Data-Collection-Storage-887459.html

Reasons why X collets HR data

X needs to keep certain information in order to:

satisfy legal requirements provide relevant information in decision making and for consultation requirement record contractual arrangements and agreements keep contact details of employees provide documentation in the event of a claim against the organisation

The most important reason for collecting the HR data is to meet the legal requirement. In case of Government Department (e.g. Inland Revenue) demanding information on the number of employees, how many hours they work, their salaries etc X is obliged to provide these data. Furthermore, HR records contain information that can protect the organisation from claims (employee discriminated against or unfairly dismissed). Mainly though the HR data is collected in order to enable the organisation to make decisions related to the organisation and/or employees e.g. human resources planning. …

Types of data that is collected within the X and how it supports the HR practice

Within X there are many different types of data which is collected. Generally these fall into the following 3 ranges: employee records, company data and statutory records.

Personal data is a type of data which consist of the following information: employee name, address, telephone number, next of keen etc. It enables HR to contact employees in case of last minute changes (over the phone) or any contractual changes (letters).

Payroll data consist of a ‘basic pay’ and any ‘additional payments’. It allows HR to e.g. identify who is due for annual increment (X policy) through pay history monitoring as well as incorporate additional payments to the basic (contractual) salary e.g. honorarium or simply monitor number of...

http://www.studymode.com/course-notes/Recording-And-Anyalsing-Data-991129.html

Recording, Analysing and Using HR Information

Human Resources department holds a substantial amount of information on employees and should maintain accurate and up to date records to satisfy legal requirements. Working time regulations and the national minimum wage act require specific records relating to hours of work and pay. Data also provides the organisation with information to make decisions. Knowledge and information enable an organisation to make good decisions. Access to accurate, factual and dependable information can be used for arguments and influence, which can help individuals with their ability to achieve.Some of the data that we currently hold on employees are the statement of particulars (contracts of employment). It is a legal requirement to provide written statements of particulars of employment. Employment problems are less likely to arise when all parties are clear about agreements. Records are needed for reference purposes in case of disputes and for defence if for example claims are made to an employment tribunal. Employment protection rights demand that organisations keep records, to protect themselves from claims that an organisation has discriminated against or unfairly dismissed an employee.

Health & Safety demands that records are kept for accident reporting, Exposure to hazardous substances and training records for training that has been provided. Employers must be able to demonstrate responsible management of health & safety and should be able to provide documentation in the event of a claim.The Storage systems currently used in the organisation are a Paper Based system and Payroll computerised system. We hold individual employee wallets in a lockable, fire resistant cabinet. The benefits to this system are that all data is easily accessible by all members of staff with permission to access HR Records for current employees. Each employee wallet contains;* Emergency Contact* Absence/Sickness Records

Recording, analysing and using HR information

Activity 1

Further to your request for the review of the organisation’s approach to collecting, storing and using HR data please see the briefing note below.

There are a variety 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 requirement, recording contractual arrangements and agreements, keep contact details of employees, provide documentation in the event of a claim against the organisation.

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.

An organisation collects absence data, which is collected and inputted into a HR system, once the data is in the system we can pull off reports which can show trends in sickness, by division or department and analyse the data to see if there are any patterns and look at trigger levels.

An organisation can collect Performance Appraisals and use the data from these forms to see how many appraisals were completed by division or department and see if there are any learning and development needs within the organisation.

There are many methods of storing records they can be stored in filing cabinets which make for ease of access when trying to look at a paper trail on something, records can be on an online database which makes the information easily accessible and you can pull data off the database and create reports which can be run to show certain figures, e.g. sickness, training records, etc.

Making the HR online database accessible via e-HR means that employees can access their own HR record and update some of their personal details i.e

ssignment 2: Recording, Analysing and Using Human Resource Information (3RAI).

Task1

This assignment is based around a retail organisation. This organisation is in the fashion sector, primarily selling ladies fashion (although it does have some lines for men and children). The organisation has 34 stores, primarily based in the Midlands and South of the UK. It tends to employ significant number of students during the holiday period (to help cover staff holidays) and it always employs a number of temporary workers in the busy weeks leading up to Christmas.

Answer the following questions (total of 1000 words):

1. Why does this organisation need to keep employee records (identify at least two reasons?)

Two reasons as to why the above mentioned organisation would need to keep employee records are as follows;

1) To satisfy legal requirements – There are numerous legal requirements regarding the recording of employee records. The key legal requirements that this or any organisation or Human Resources (HR) department would need to be aware of are; Storing records for the Inland Revenue, The Working Time Regulations 1998, The National Minimum Wage Act 1998 and the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR). This list is not exhaustive.

[1]According to Martin et al ‘there is an extensive body of legislation that regulates and controls the management of personal data and information. HR records have to satisfy a number of legal principles’.

2) To provide information to support the organisation in its decision making – By keeping employee records the above mentioned organisation can support the organisation in its decision making in various ways. For example as this organisation tends to employ a significant number of students during the holiday period they would be able to look at records from previous years and perhaps re-employ students who had a good previous record in

Activity 1

Reasons why organisations need to collect HR Data.

It is important for organisations to collect and retain HR data as this will be key for strategic and HR planning. It will also help to have all the information necessary to make informed decisions, for the formulation and implementation of employment policies and procedures, to monitor fair and consistent treatment of staff, to contribute to National Statistics and to comply with statutory requirements.

The key organisational reason for collecting information is to meet legislative and regulatory requirements. Organisations need to demonstrate compliance with the following:

Minimum wageWorking timeTime off for trainingEqualityHealth and Safety

Organisations need to keep accurate records of their employees in order to be able to use this information for planning ahead for the business. Also accurate records of employees are kept in order to help the organisation make precise decisions whenever queries arise in relation to each employee on a case by case basis. Organisations need to collect data in order to comply with regulations such as minimum wage, working time directive and health and safety.

It is also important to keep and track training and performance records on employees to enable management to assess productivity and performance, to help the employee develop with personal development plans, and to help them work to their full potential.

It is also useful to keep and maintain records is for Tax purposes, National Insurance and Pension related information.

It is a legal requirement for organisations to retain data. They need this to be able to make accurate tax returns to the government then the organisation will need to store certain data for each employee. Also for payroll purposes, personal details of employees need to be kept. Other reasons organisations keep data is to make it available to employees, such as information like the organisation structure

http://www.winocular.com/winocular_products/government/Human_Resources_Record_Management.htm

Human Resources

It’s vital to keep your Human Resources department running smoothly, yet the documents, files and information associated with each employee can be staggering - and the filing, organization and storage requirements to manage all of this information almost unbearable.

The solution to this dilemma is our Human Resource Document Management (HRDM) software.  It lets you store, track and retrieve every detail and document associated with your employees –past, present and future.  The advanced SQL design, using our own WinOcular object management engine, makes it the perfect complement to your existing HRMS thus ensuring a comprehensive and seamless fit with your existing information systems.  Stand-alone, or integrated, HRDM is the leading tool for organizing and maintaining documents related to your employees.

How it works:

WinOcular consolidates all different types of information into electronic form and then allows for fast, multi-user retrieval.  The easy-to-use queries take the effort out finding the information later on.   Whether the item of information is an image of an application form or a computer printout from the employee profit-sharing statement, all of this information is organized, managed and archived with the Human Resources Document Management system.

Records for each employee include their name, social security number, department, hire date, termination date and employment status. 

You organize your documents into unique Folders.  Example folders include: Resumes, Medical records, Licenses and Certifications, Performance appraisals, Drug tests, Insurance, etc.  You may create as many folders as appropriate for your needs.

Quick Benefits:

All Human Resource records are integrated into one database Multi-user access Clerical time required to scan and index items is less than half of that required to

manually file and retrieve folders of information Eliminates the burden of paper storage Simplifies Searching for Documents Folders cannot be misfiled or lost Guards against misfiled, misplaced or lost documents Documents secured by document sensitivity and user access levels Designed for Image Archiving technology: DVD, CD-ROM and Network Access

Storage

HRDM gives you control over the Document Management process by providing these primary functions

Data Organization –Locate your Objects (images, scanned documents, .doc files, etc) in unique folders

High-volume scanning tools – Designed for ease of use with automated data capture and batch functionality

Attachments –Link files and documents to employee documents

Image Annotation –highlight or redact areas of each document

Workflow Routing –Distribute files to others and log each step of the process

 Fast-Find and Search tools – The innovative Query-maker makes it easy for even computer novices to create, save and re-use advanced SQL searches

 Security – Ensure privacy with enhanced user access levels and document sensitivity profiles

Combined Computer Resources, Inc. has applied years of experience to develop a Human Resources Document Management solution that works the way you need it to work.  Every stage of the process has been streamlined to reduce effort and maximize your time. 

Our client services team will help you plan the implementation, offer suggestions wherever appropriate and work to ensure that you get the results you expect from a premium product.

The HR details:

Organizing your files, scanned documents and other employee information:

HRDM allows you to build folders to organize all of your data objects (Images, documents, etc).  These are completely user-definable –but might typically include the following:

Medical Files

Insurance

Performance evaluations

Correspondence

Training

Certificates, Transcripts & Diplomas

Resumes

Military records

As many, or as few, as you need, you can add more at any time!

Scanning Optimizations:

Combined Computer Resources, Inc. recognizes that the less work it requires to enter and update scanned images, the more effective your system will be.  To this end, we have overcome the major challenges associated with high-volume scanning with the following four innovations:

Optimized OCR windows

Batch optimizations for automatic indexing by document type, category type and scan date

On-screen view and data update

Multiple-image select and define

The OCR functions allow you to capture specific windows of data and then automatically process the pages based on that info, the Batch optimizations let you run high-volumes of pages through the scanner and have pre-set information assigned to each document.  The on-screen viewing tools let you see the scanned document and manually enter additional information –never forcing you to refer to the original document.  Finally, the Multi-image select tools let you view thumbnails of the documents, select any number of them and then assign similar information –all with the click of a mouse. AttachmentsEach Object (Images, scanned documents, files, etc) can have additional information attached to them.  Thus, when looking up records, you’ll find not only the employee information based on your query, you’ll also find all the additional objects that have been attached to them.  In other words, an image of an employee's evaluation may have a word processing document attached to it with information for future reference.   Image AnnotationHRDM lets you add approval stamps, highlight sections of a document with yellow notes fields, or redact areas of images by hiding them with black or white boxes.  These

annotations ensure that important sections receive the attention they need while private information is securely blocked from unauthorized viewers.  All annotations include public and private access flags to manage the secured viewing rights. DistributionYou can route objects to individual users or a distribution list of users for further action.  HRDM automatically logs every event with a time and date-stamp, ensuring an accurate tracking and event history.   When users receive the object, they can view, annotate or revise the object as necessary–with the distribution manager function logging every activity.  This user-initiated workflow provides an effective way to track and review progress on projects and assignments. Fast Find and SearchRecognizing that school administrators and Principals are busy people who need information quickly and with a minimum of hassle, CCR, Inc. has developed an advanced, yet easy-to-use SQL query tool. Advanced searches are as easy as point-and-click.   In just a few moments, you can find every type of information for any employee –and all the files, images, documents and data that are linked to their record.  The relational database makes mining the data easy, and will save you time and effort. Additionally, users can save their searches publicly for others to use, or as private tools for themselves.  They can even store the results of a search, publicly or privately, and refer back to that information at any time. SecurityMultiple levels of security protect sensitive documents and files from unauthorized viewers.   Each user has a security access level and each document has a sensitivity level.  Depending upon the access level of the user, they will see only the list of documents that is appropriate for their security access level. Your system administrator controls all user names, passwords, security access levels and document sensitivity levels. 

Technical Features:

Variable user defined index fields by subject type Field validation for critical index fields User defined Subject & Document types Powerful queries using index fields in conjunction with Word-In-Text searching Save queries for use at a later time Compatible with ALL Image, file and document formats including word processing

& text formats Microsoft Windows® NT, 2000 and XP operating environments SQL compliant database High Speed Image printing Document archival to File Server, Tape, CD-ROM, DVD-ROM, DVD-RAM or other

optical media

 

http://data-informed.com/4-points-hr-needs-to-know-about-employment-law-data-privacy-and-security/

4 Points HR Needs to Know About Employment Law, Data Privacy and Security

These days, human resources departments are collecting and storing vast amounts of employee-related data. From

turnover rates and workforce characteristics to payroll and employment history, never before have HR professionals had

such unfettered access to personal information.

But while these bits and bytes can help hire new talent, identify skills gaps and measure performance, they also create a

whole new set of challenges for HR professionals: how to comply with global employment laws, maintain data security

and uphold employee privacy.

Lawyers are already banking on a big pay day over HR’s inability to keep payroll records and social security numbers

secure. According to the BTI Consulting Group’s 2012 Strategic Review and Outlook for the U.S. Legal Services Industry

report, data security is primed to exceed most other practice areas in annual number of matters and annual billings per

matter.

Luckily, there are steps HR professionals can take to make sure their valuable HR data doesn’t become cause for a

court date.

1. Know your HR data holdings.

Oftentimes, HR data is scattered across an organization, residing everywhere from payroll repositories to sales

automation systems. However, these moving parts can make it more difficult for HR to put the necessary security and

privacy measures in place.

“For an organization to really ensure privacy, the first thing it has to know is where its data resides,” warns Jerrard

Gaertner, co-founder of Managed Analytic Services Inc., a Toronto-based provider of data analytics, governance and

management services. “According to privacy legislation, you have to know where all this data is, as well how each of

these pieces of information is being processed and used in every instance of the organization.”

For this reason, Gaertner recommends that the first step HR departments take is conducting a complete inventory of

their HR data, making sure not to forget to search cloud-based and onsite backup systems for hidden pieces of personal

information.

2. Take note of geographical differences in the law.

From a global perspective, there’s nothing cookie cutter about the types of personal information HR managers are

permitted to collect and store. In fact, today’s HR professionals are required by law to ensure that “the data they collect,

especially on external candidates who are applying for a job, complies with the laws of that particular country,” says

Susan Van Klink, vice president of product sales and strategy for SuccessFactors, a San Francisco-based human capital

management software company.

For instance, Van Klink says that many Asian countries permit employers to collect age data, such as date of birth, from

job applicants – a practice widely prohibited in North America. HR departments must also be on the lookout for

differences in legislation from “state to state,” warns Van Klink. For example, she says that while it’s long been common

practice for companies in the U.S. to ask candidates if they’ve ever been convicted of a felony, “certain states are now

banning that question and saying that it can potentially cause a bias against that individual in the hiring process.”

Not only must HR departments concern themselves with what questions they can and cannot ask job applicants, they

must also carefully consider laws regarding the storage and archiving of data. “Europe has extremely stringent rules

around data privacy and what you can do with data, how long you get to keep data, and what you need to do with data if

someone doesn’t want you to have it anymore,” says Susan.

Gaertner agrees. “The European Union arguably has the strongest” data privacy regulations, he says. “And Canada is

stricter than the [United] States if you look at an overall average. However, there are some states like Massachusetts

that have very rigorous laws.

3. Control access to data.

Making sure your HR data collection practices are kosher isn’t always about what information you’re collecting. The task

also includes controlling who has access to that information. “In the U.S. and in Canada, we collect data that the

government requires us to collect but at no point is it shown in the hiring process,” says Van Klink. “It’s for the

government to audit to make sure that our hiring processes are fair and that there hasn’t been any undue processing or

discrimination.”

Access provisioning of HR data also applies to various departments of a company. For example, if a sales

representative lodges a complaint against a co-worker, the data storage system must be configured so that an HR

manager can access this confidential data but a sales manager can’t.

4. Share with your employees.

Disclosure is key to any HR data privacy and security strategy. That’s why companies such as Siemens post data

privacy statements on their website to inform employees about what personal data is being collected and for what

purpose. Better yet, many HR departments now require employees to sign off on data collection and usage policies,

acknowledging an understanding of their data privacy rights in the workplace.

http://www.management-advantage.com/products/free-personnel.htm

WHAT'S IN A PERSONNEL FILE? (AND WHAT SHOULD NOT BE)

There are three reasons why proper record keeping is a requirement for employers. The first is simply

that it makes good business sense to have accurate information handy and organized when you want

to use it. The second reason is that most business owners and managers will eventually encounter the

need to produce documentation about employee performance and work history. Having the proper

records to retrieve is vital when the need presents itself. And, the third reason: Some employee

records are required by federal or state governments and must be kept somewhere. Organizing them

by employee name makes access easy.

There are some important cautions to be given about the subject of identifiable employee information.

Generally, state laws permit employees the right to examine their personal employment records. This

simply allows individuals the opportunity to confirm information in the file and identify any specific

information which is believed to be incorrect. Employees are not universally guaranteed the right to

copies of all file contents, however. As the employer, you usually have the right to control the time and

location of these examinations as long as you are reasonable in doing so. The objective, of course, is

to ensure accuracy of information about each person. In most states, ownership of the personnel file

and its contents rests with the employer who maintains it.

Access to information about employees should be strictly limited to those people in your business with

a need to use the information in their jobs. Many states are aggressive protectors of employee privacy

and random or unauthorized access to personnel files can bring on severe penalties. Make sure that

you store personnel files in a secure location and that they are not left unattended even during the

business day. When asked by people outside the company to provide "verification" of certain

employment information about your employees, make it a practice to confirm only the information your

employees have authorized you to release. Employment verifications are usually required to support

such things as mortgage applications, credit applications and the like. Employee authorization should

be in writing and specify the information they wish you to reveal. Tell your employee the policy is

designed for his/her protection.

Job applicants may not have decisions about their applications made based on protected categories

such as race, color, sex, religion, national origin, etc. Therefore having any information on the

application which identifies these categories is inappropriate and may be considered illegal. It is

permissible, and for some employers required, to request demographic data from job applicants. This

information is directed to a location separate from the hiring manager, however, to avoid even the

suspicion of discrimination.

For employees (someone you have put on your payroll), it is necessary to have information in the

personnel file which would be considered illegal to gather prior to the job offer being made. For

example, you need a birthdate to enroll your employee in health insurance and life insurance

programs. As long as such information is used for legitimate purposes, employers will have no

problem.

You may find your state laws further protect against identifying marital status, living arrangements,

medical history, arrest records or other personal characteristics. Another example of information

required of employees stems from the famous I-9 form. Completion of this document is mandated for

every employee hired after November 6, 1986. As the implementation tool for the Immigration Reform

and Control Act of 1986, employers are required to log document numbers which prove the

employee's identify and right to work in this country. Normally a Social Security Card and driver's

license meet these requirements. We suggest you keep I-9 forms in a file separate and apart from

your personnel files. The reason is simple. Many government agencies are authorized to inspect your

I-9 forms if they visit your work location. If you have them in your personnel files, the government gets

to go through your personnel files. Anything they find there can raise additional questions or issues. In

a separate I-9 file, you have the ability to hand the inspecting agent one file folder with all your I-9

forms. No problems can arise from that if you have completed all your I-9s as required. Be sure that

you use the current version of the I-9 Form. Using an outdated version can cost you $1,000 per

document. Errors on the form can cost you up to $1,000 each as well.

Part of being a professional business manager is keeping quality professional records. Take a look at

your organization's practices and find out if you have what you need. If not, plan to get it. It will save

you trouble in the long run.

The federal Health Insurance Portability and Accountability Act of 1996 (HIPAA) requires employers

and health care providers to protect medical records as confidential, separate and apart from other

business records. That means we may no longer retain medical information in a personnel file. Here

are some examples of information you should extract from your personnel files and place in separately

protected files as medical information:

Health insurance application form

Life insurance application form

Request for medical leave of absence regardless of reason

Personal accident reports

Workers' compensation report of injury or illness

OSHA injury and illness reports

Any other form or document which contains private medical information for a specific employee.

RECOMMENDED CONTENTS OF PERSONNEL FILES

Employment

Request for application

Employee's original employment application

Prescreening application notes

College recruiting interview report form

Employment interview report form

Education verification

Employment verification

Other background verification

Rejection letter

Employment offer letter

Employment agency agreement if hired through an agency

Employee Handbook acknowledgment form showing receipt of Handbook

Checklist from new employee orientation showing subjects covered

Veterans/Disabled self-identification form

Transfer requests

Relocation offer records

Relocation report

Security clearance status

Payroll

W-4 Form

Weekly time sheets

Individual attendance record

Pay advance request record

Garnishment orders and records

Authorization for release of private information

Authorization for all other payroll actions

Performance Appraisals

New employee progress reports

Performance appraisal forms

Performance improvement program records

Training and Development

Training history records

Training program applications/requests

Skills inventory questionnaire

Training evaluation forms

In-house training notification letters

Training expense reimbursement records

Employee Separations

Exit interview form

Final employee performance appraisal

Exit interviewer's comment form

Record of documents given with final paycheck

Benefits

Emergency Contact Form

Medical/Dental/Vision coverage waiver/drop form

Vacation accrual/taken form

Request for non-medical leave of absence

Retirement application

Payroll deduction authorizations

COBRA notification/election

Hazardous substance notification and or reports

Tuition reimbursement application and or payment records

Employer concession and or discount authorization

Annual benefits statement acknowledgment

Safety training/meeting attendance/summary forms

Wage/Salary Administration

Job description form

Job analysis questionnaire

Payroll authorization form

Fair Labor Standards Act exemption test

Compensation history record

Compensation recommendations

Notification of wage and or salary increase/decrease

Employee Relations

Report of coaching/counseling session

Employee Assistance Program consent form

Commendations

Employee written warning notice

Completed employee suggestion forms

Suggestion status reports

WHAT SHOULD NOT BE IN A PERSONNEL FILE

Medical Records

Physician records of examination

Diagnostic records

Laboratory test records

Drug screening records

Any of the records listed above in the discussion on HIPAA

Any other medical records with personally identifiable information about individual employees

Investigation Records

Discrimination complaint investigation information

Legal case data

Accusations of policy/legal violations

Security Clearance Investigation Records

Background investigation information

Personal credit history

Personal criminal conviction history

Arrest records

Insupportable Opinions

Marginal notes on any document indicating management bias or discrimination (e.g.: "This guy's too

fat. He'd never make it," or "She's too old for this job.")

HR PLANNING - prezentari

http://www.slideshare.net/jdevors/data-collection-presentation-presentation

http://www.slideshare.net/jeyaganeshn/hr-monthly-business-review-sample-presentation-23062698

http://smallbusiness.chron.com/give-effective-presentation-turnover-reporting-18899.html

How to Give an Effective Presentation for Turnover Reporting

Every state-of-the-company address should include a presentation about employee turnover. Turnover presentations generally are done by a human resources leader or someone with human resources expertise. However, equally important as the actual number of employees who leave the organization is an assessment of why turnover occurs and ways to reduce turnover and increase retention. An effective presentation provides facts, figures, analyses and solutions.

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Step 1

Assemble your turnover data and information and organize the data according to month, department or job role. Construct a multimedia presentation and distribute copies of your spreadsheets and other visuals to meeting participants so they can follow your presentation and

have a take-away from the presentation. The information you present during your presentation may be helpful to department leaders who want something tangible they can refer to when making job assignments, as well as staffing and employment decisions.

Step 2

Calculate monthly, quarterly and annualized turnover. Explain how annualized turnover can be astonishing at first glance for some employers; however, when you look at monthly or quarterly figures, it puts the annualized rate into perspective. For example, if your organization has 20 percent turnover in January, at that point, the projected annualized turnover is also 20 percent because you have just one month's figures. However, if your turnover rates for the first three months of the year are 20 percent, 5 percent and 3 percent, respectively, your annualized turnover drops to 9.33 percent (add 20, plus 5, plus 3, and divide by 3, which equals 9.33). This is the result of significantly lower turnover rates in the second and third months of the quarter, which affect the annual turnover rate. This quarterly turnover rate is a lot easier to digest than a projected annualized turnover rate of 20 percent.

Related Reading: How to Expand on Reasons for High Turnover Rates

Step 3

Prepare analyses of your turnover according to department, position and business sector. Doing so enables meeting participants to recognize patterns that may exist along departmental lines or within leadership roles. A red flag for many human resources practitioners is supervisors and managers whose departments routinely experience high turnover rates in comparison with other departments or company leaders. Some companies even hold employees in leadership roles accountable for improving employee retention rates in the areas they supervise. High turnover in specific departments, month after month, can be an indicator of ineffective leadership.

Step 4

Compare your organization with industry competitors, businesses with similar characteristics or to employment trends in your area. Giving your meeting participants a glimpse of what turnover is like for other companies puts into perspective where your organization ranks. For example, the food and beverage industry typically is known for its high turnover rates. Therefore, if you have data that illustrate a turnover rate that's lower than the industry average, your company must be doing something right to retain its workforce.

Step 5

Show what turnover costs your organization. Cost-to-hire estimates are particularly relevant in presentations on company turnover. For many employers, turnover is an enormous expense. Companies that don't really appreciate the value of programs designed to retain employees see the expense of those programs in a new light when they realize how much it costs to replace employees. Whenever possible, substantiate your presentation with quantitative data.

Step 6

Discuss solutions to employee turnover. Based on your analysis, devote part of your presentation to discussing how the company can reduce high turnover or what the company is doing to maintain low turnover. Reporting numbers is fine; however, providing solutions makes for a more effective presentation. For presentations to small groups, encourage open dialogue about the company's turnover rate. If your presentation is for a large audience, construct a list of questions you anticipate and give the list of questions and answers to meeting participants. Assign a human resources staff member to field questions that participants may have later.