HR Guidelines | Example

Messrs G Owen & Co

Human Resources

This is a guide to the human resource issues that occur most frequently in [INSERT NAME OF ORGANISATION]. Please note that for further details and all other Human Resource issues, you will need to consult the [Insert Title of Line Manager] and consult the [Insert title of most Senior Manager, i.e. Director] where appropriate.

Staff Recruitment

1. Ensure that you have clarity about the necessity of the post and that there is money in the budget to pay for the work.

2. The job description should always be reviewed due to developments over time. You could use the template in the public folders as a guide. The [INSERT NAME OF ORGANISATION] introduction included in the template does need to be used however, to ensure that we are all saying the same thing.

3. If the post is a new post, you will then need to send the job description to the [Insert title of most Senior Manager, i.e. Director] with justification as to why the post is needed and the proposed salary scale. The [Insert Title of Line Manager] will then send this to the [Insert title of most Senior Manager, i.e. Director] to have the post and grading ratified.

4. All posts are advertised via the [INSERT NAME OF ORGANISATION] bulletin, [INSERT NAME OF ORGANISATION'S] website, the job centre and the charity job website. Jobs that are to be advertised are placed in the national UK press or the local press.

5. The [Insert Title of Line Manager] is the central contact point for all staff recruitment

all recruitment must be organised centrally rather than by regions. In his/her absence, contact the [Insert Title of title of the most senior Manager, e.g. Director]. Send a hard copy of the job description and job ad form (signed by the Manager) to the Administrator who will then organise approving signatures from the Line Manager and the [Insert title of most Senior Manager, i.e. Director] and forward it to Human Resources. Please do not send the job ad form to Human Resources yourself. Due to the need to get approving signatures, deadlines are not always under our control. Please allow at least 10 working days between the date you send the advertisement to the Administrator and the date that you want the advertisement to appear.

6. The [Insert Title of Line Manager] will then receive requests for application forms and will liaise with you and organise interviews, offer letters etc.

New Starters

[Insert Title of Line Manager] will send a starter pack to the new starter. This will include, for example, the staff handbook, health and safety information and relevant forms. It will include a Notification of New Starter form, which will need to be completed on the first day of employment, and sent back to [Insert Title of Line Manager or other person responsible for regularising pay, e.g. Treasurer], otherwise the new member of staff cannot be paid.

Probationary Reviews

1. All staff are appointed subject to a six-month probationary period which may be extended only once. Managers must ensure that the probationary review is carried out before the end of the period otherwise, the individual will be deemed to have successfully passed their probationary period.

2. If you wish to extend the probationary period. If you wish to confirm the person in post, please send a copy of the probationary appraisal form to the [Insert Title of Line Manager] who will then send a letter to the individual confirming the successful completion of their probationary period. Please do not send a copy to [Insert Title of Line Manager] as they do not keep them on file.

Managing Staff

1. New staff must be inducted into their role. If you require guidance on this, please contact headquarters.

2. Individuals should receive supervisions every four / six / eight weeks

whichever is more appropriate.

3. An annual appraisal should also be completed. Following completion of an annual review, please send a signed copy to the Line Manager.

Changes in Circumstances

Whenever an employee’s condition of service changes, the manager should complete a Change in Circumstance form. This would apply to the following changes:

a) salary regrading

b) Increase/decrease in number of hours

c) Additional responsibilities/acting up

d) Change in cost centre

e) New project/change in project address

f) Change in job title

Under “Special Instructions” please indicate for example, if an increase in salary is for a specified period.

This form would then need to be sent to [Insert Title of Line Manager].

Changes to Personal Details

If staff change their name, home address, telephone number, emergency contacts or bank details, please inform [Insert Title of Line Manager] immediately.

Resignation Procedure

1. Staff who resign must give their manager written notice of their intention.

2. As soon as the manager has been informed, they should send a copy of the employee’s letter of resignation and a completed Notification of Termination of Employment Form to [Insert Title of Line Manager].

3. After completion of the employee’s last working day you should also send a Notification of Leaver form to the above.

4. Staff who resign should be offered an interview by their [Insert Title of Line Manager] using the leaving interview form.

For HR Advice generally visit the Institute of Personnel Development:

The Employment Act 2002

includes Regulations to encourage Employers and staff to resolve disputes in the workplace. The Regulations, (see below), introduces minimum procedural standards for handling disputes.

Minimum grievance procedures comes into force on the 1st October 2004 and will automatically apply to all disputes, unless the employer has identical, or better procedures already in place. Employers who do not follow them will have Tribunal awards against them increased 10-50%, and dismissals will be considered automatically unfair.

The procedures state that:

Employees must set out their grievance in writing and send a copy to the Employer.

The Employer must then hold a meeting with the Employee to discuss the grievance.

The Employer must then advise the Employee of its decision and of the Employee’s right of appeal.

The Employee must advise the Employer if s/he wishes to appeal and a further meeting must then be arranged. The Employer must then tell the Employee of their final decision.

Similar procedures are being introduced to cover disciplinary hearings and there will sanctions against Employers who fail to comply with these.

Managers should be trained in ‘conflict management skills’ so they can intervene and defuse disagreements before they escalate, and where a dispute cannot be avoided Employers should consider using ‘mediation’ with an independent third party trying to broker an agreement. Some Employers train members of their own staff as ‘mediators’ but the Centre for Effective Dispute Resolution

(CEDR)

and Acas

can also provide these services for those without the expertise.

Further information can also be found on the Department of Trade & Industry web site at: