FOUNDATION CHRP CL&D

ASSESSMENT: Recording, analysing

and using HR information (3RAI)

Recording, analysing
and using HR
information
3RAI_F203A_HR_June
Contents/Index Page
Page 1 Recording Assessment Front sheet
Pages 2-3 Assessment activity template
Page 4 Title of assignment sheet
Pages 5 Introduction
Pages 6-10 Assignment Proper
Page 10 Conclusion & Recommendations
Page 11 Appendix & pdf documents
Pages 12-20 samples of HR records
Page 21 References, sources etc.

Michael Francis Redhead

FOUNDATION CHRP CL&D ASSESSMENT

Recording, analysing and using HR information (3RAI)

3RAI_F203A_HR_June – Core Unit Assessment – Version 3 June 2012

Student name: Michael Francis Redhead

CRITERIA PASS/REFER COMMENTS

LO1: Understand what data needs to be collected to support HR practices

1.1 Explain why an organisation needs to
collect and record HR data.
1.2 Identify the range of HR data that
organisations collect and how this
supports HR practice.
LO2: Know how HR data should be recorded and stored
1
2
2.1 Describe different systems for recording
and storing HR data and the benefits of
each.
2.2 Explain legal requirements relating to
the recording, storage, and accessibility
of HR data.
LO3: Be able to analyse HR data and present findings to inform decision-making
3.1 Analyse and interpret HR data.

3
3.1
3.2 Present findings in a clear, concise, and
meaningful manner to inform decision-
making within an organisation.

ASSESSMENT OUTCOME PASS/REFER

Students should please note that the above Assessment Outcome for this Unit is
provisional and is subject to Internal EHWLC verification (IV) and external CIPD
Verification (EV).

Tutor: Date: Tutor’s signature:

Michael Redhead 3RAI-Recording, analysing and using HR information Page 21

3RAI F203A (HR)
CIPD Assessment Activity Template
Title of unit/s Recording, analysing and using HR information

Unit No/s 3RAI (HR)

Level Foundation

Credit value 2

Assessment method Written

Learning outcomes:
1. Understand what data needs to be collected to support HR practices.
2. Know how HR data should be recorded and stored.
3. Be able to analyse HR information and present findings to inform decision-making.

Both activities should be completed. Assessment

Criteria
Activity 1
You have a new HR Director, they have requested that you review the
organisation’s approach to collecting, storing, and using HR data and
produce a briefing note on your findings. Within your note, you should cover
the following:

 At least two reasons why the organisation needs to collect HR data

 At least two types of data that is collected within the organisation and 1.1
how each supports HR practices
 A description of at least two methods of storing records and the benefits 1.2
of each
 A statement of at least two essential items of UK legislation relating to 2.1
the recording, storage and accessibility of HR data
2.2
Activity 2
Using your own organisation information or the CIPD Survey Reports
http://www.cipd.co.uk/hr-resources/survey-reports to identify a specific area
of data. Analyse the data and present your findings in a way that will assist
an aspect of decision making in the area of data selected. Your analysis
should be presented in a report covering:

 An introduction to the HR area being investigated.

 An explanation of how you analysed and interpreted the data.
3.1
 Your findings, presented so that they enable decision making.
3.2
Evidence to be produced

Activity 1
Briefing note of approximately 500 words.

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Activity 2
Report of approximately 500 words.

Assessment guidance
Unit title and No: Recording, analysing and using HR information – 3RAI

Credit value: 2 credits

Generic guidance:

The assessment activities for this unit should equate to approximately 1,000 words.
The activities can be done in the context of the learners’ own organisation, one they are
familiar with, or using a case study.

We would normally expect students to refer to UK and European law. For programmes
delivered outside of the EU students must refer to their local legal requirements. In the
absence of local requirements students must refer to European law.

Assessment Criteria guidance:

AC 1.1 and Learners should include at least 2 reasons why organisations collect HR or
1.2 learning and development data.

Learners should identify at least 2 types of data and explain how each
supports HR or learning and development practices.

AC 2.1 Learners should include at least 2 methods of storage, and the benefits of
each.

AC 2.2 Learners must refer to legislation relating to data protection and freedom of
information.

AC 3.1 and Evidence of analysing HR or learning and development data to inform decision
3.2 making, with findings presented pictorially (e.g. charts, graphs and diagrams)
and supported by an explanatory statement.

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 Title of report: Recording, analysing and using HR information

Centre: Ealing Hammersmith and West London College

Module Name: 3RAI (HR)

Submitted by: Michael Francis Redhead

Tutor: Sue McEvoy

Date: 25th September 2013

CIPD Membership Number:

Word Count = 1200

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Introduction

The Organisation is a start-up tertiary Private Limited Company, non-domiciliary supported living
Agency. Being a start-up company it is imperative that Information Services (IS) and the collection,
collating, analysing, storage analysis and usage thereof is optimally conducted and communicated,
effective communication being the foundations for any organisation’s publication of its policy,
strategy in reaching its employees, stakeholders and interested parties. good two-way communications
is required to keep all interested parties informed of policies, plans and to illicit valid, valued
reactions and input to management ‘s proposals and action. Valerie Anderson (1) points out that all
organisationally –based HR investigative enquiries make use of qualitative data which is only
effective when thought is gone into how it is going to be managed and analysed thereby ensuring
consistency in methodology in data-gathering and analysis processes. Inaccurate collection can impact
the results of a study and ultimately lead to invalid, misleading results and vary in evaluation impact
along a continuum from quantitative methods and at the other end are Qualitative methods.

Information Collection can be either Primary or secondary, for our purposes focuses on Primary
Collection:

 Observation
 Interviewing
 Mail surveys
 Experimentation
 Simulation
 Projective techniques
categorised as:
 Strategic- for consumption by the board of directors, to inform the company’s direction.
 Tactical –used by middle-management to determine budgetary demands
 Operational – periodical update, (monthly) to ensure the business is operating within budget

Gower (2) acknowledges that IS technology is continually advancing, becoming redundant quickly
and recommends a methodology, (quantitative or qualitative) be established to ensure correct choices
in its design, development and implementation, to ensure optimum Process control, Logistics,
Financial, Communication, Resource management, Marketing , Sales and Service delivery systems to
fulfil two important functions:

 Operational information – task-orientated

 Management Information -identifying when things are not working optimally, need
improvements, change or redundancy.
The Quantitative data collection methods rely on random sampling and structured data collection
instruments that fit diverse experiences into pre-determined response categories, producing results
that are easily summarized, compared, and generalized.

Qualitative data collection methods play an important role in evaluation by providing information
useful to understand the processes behind observed results and assess changes in people’s perceptions,
usually used to improve the quality of survey-based quantitative evaluations by helping generate
evaluation hypothesis; strengthening the design of survey questionnaires and expanding or clarifying
quantitative evaluation findings.

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 Regardless of the data involved, qualitative data is time-consuming with thorough, accurate and
systematic recording of any potentially useful data observing the efficient, effective and ethical
principles.

Different ways of collecting data are useful for different purposes, each having advantages and
disadvantages, influenced by collection method, questions being investigated, resources, and timeline
amongst others.

1.1 Why organisations need to collect and record HR data

Martin, Whiting and Jackson (3) points out seven reasons:

 satisfying legal requirements
 providing informed decision- making
 recording contractual arrangements and agreements
 keeping contact details of employees
 providing documentation in the event of a claim against the organisation
 providing information for consultation requirements
 for due diligence should a business transfer ,
other reasons include:
 accurately accessing levels of productivity and performance
 monitoring absence levels, employee turnover, sickness, accidents, lateness, discipline etc.
enabling timely and appropriate responses
 organisational record-keeping, induction, recruitment and selection procedures/ results,
terminations, equal opportunities issues, training and development

The three most important reasons for our organisation are:

Legal Requirements

Provision of information to make credible decisions.

The old adage goes “knowledge is power”, and, Martin, Whiting and Jackson (3) adds “knowledge
and information are the lifeblood of good decision-making for organisations.” The provision of
information on such vitals as Absenteeism, Change Management, Customer Service Surveys, Staff
Surveys and Feedback, can prove to be the “life” or “death” and remains key to the underlying
purpose of HR Professionals.

Recording Contractual Arrangements and Agreements

Recorded agreements are binding, necessary for clarity, and, for legal enforceability.
1.2 The range and type of information collected by HR Professionals which we shall be collecting
within our organisation to support good practice and have a service which is fit for purpose, will
be some of the following:

Payroll Absenteeism Records Performance Records

Time and Attendance Training- Learning and Development Candidate Selection Records and systems
Records
Health and Safety Records CRB checks Medical Records and Certificates amongst
others
(See sample forms in appendix table 5)

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Since successful HR Planning attempts to relate an organisation’s current and future requirements to
the suitability of the available workforce, ethos and resources, the above are key in establishing and
aligning HR Policy to overall Corporate Strategy, Identity, goals, culture and priorities. Our
organisation’s approach will be a balance of “Soft|” HR with “hard” HR to maintain and achieve a
valued organisational culture conducive to sustained business growth whilst maintaining a loyal and
productive workforce and Stakeholders.

Health and Safety Records

Valerie Anderson (1) noted statistics provided by HSE of employees injured at work in 2001-2002
were grossly underestimated by flawed legal reporting requirements so only 43% of employee injuries
were reported.

Absenteeism Records
The CIPD Absence Management Annual Survey Report 2012 utilised below highlights this.

Training and development Records

With a view to maintaining and keeping our talent base at the optimal level we shall be ensuring that
all training needs are identified, rationalised, discussed and fulfilled within the company’s budget and
have already investigated, are sourcing and putting in place training programmes and opportunities
which are cost effective though providers such as LearnDirect, Vision2 learn, local free providers,
The Job Centre and other such agencies to provide necessary training as attached:

Candidate selection Records and Systems /Exit Interviews and Retention Ratios. It is vitally
important that these are kept for obvious reasons including legal challenge and possible tribunal
proceedings and has been so noted by our organisation.

2.1 Haines and Petit (1997) defines “HR Information Systems, (HRIS), as a system used to acquire,
store, manipulate, analyse, retrieve and distribute pertinent information about an organisation’s human
resources”. There are numerous such systems, and, although older, well –established organisations
may still have paper-based items such as original job-applications, contracts of employment, letters
etc., systematically filed for security, Charles Leatherbarrow (4) points out the increasing necessity
for information becoming more systematic, factual and information-based. Taylor (5) (2008)
encompassing Parry and Tyson (2007) goes further highlighting the reliance of computerised
information-systems enabling HR Practitioners to improve planning-monitoring, psychometric-
testing, employee-development, absenteeism, turnover and pay which :
 provides a reliable basis for strategic decision-making
 supports services to line managers and provide guidance and advice to Line -managers
 is easily backed-up, transferable, accessible and portable as below:

Whichever system is utilised the fundamentals remains the same:

http://www.acas.org.uk/media/pdf/c/a/Acas_Personnel_data_record_keeping-accessible-version-July-
2011.pdf
 Accuracy, reliability and consistency
 Confidentiality
 Economical
 adaptability

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with consideration given for computerised or manual, location, document design and security, (see
link below).
Our approach to encryption

2.2 As already stated, legislation play a vital role in data collection, analysing and usage. Key pieces
of legislation to be noted are:
 The Data Protection Act 1998, * (see table below for protected rights)
 The Freedom of Information Act 2000,
 The Health and Safety Act, amongst others.
 Privacy and Electronic Communications (EC Directive) Regulations 2003 (SI 2003/2426)
 The Regulation of Investigatory Powers (Acquisition and Disclosure of Communications
Data: Code of Practice) Order 2007 (SI 2007/2197)
 The Data Retention (EC Directive) Regulations 2009 (SI 2009/859)
 Data Protection Directive 95/46/EC
 Privacy and Electronic Communications Directive 2002/58/EC

The Data Protection Act.

The organisation is under a legislative duty to ensure that all information held is confidential,
privileged, and securely stored, (see ICO recommendations in Table 4 below), and has a further duty
to register a nominated person as its Information Officer with The Information Commissioner’s
Office. Failure to do so can lead to financial sanction. Whilst the employee may have access to
inspect, view and challenge information being held on them, dissemination to third parties are strictly
monitored, only sanctioned with the employee’s explicit written consent.
 Practical guide to IT security (pdf)
 Guide to data protection: information security

Freedom of Information Act 2000

Sections 45 & 46 concerns the discharge of Public Authorities functions under Part 1, and the
management of records, firstly the act establishes the right of any person making a request to a public
authority to be informed in writing whether or not the authority holds the information sought and if it
will supply that information, (subject to specified exemptions), and secondly it requires them to make
available information they hold and to publish a publication scheme which sets out the categories of
information they intend to make readily available. Any information imparted must be efficiently and
effectively stored and recorded. This is particularly cogent with regards to Local Authorities, Housing
Associations, Medical Centers, etc…

3.1 As the organisation is in its infancy, I have chosen to use CIPD report “cipd Annual Survey
Report -Absence Management 2012” (8) for analysis.
https://www.simplyhealth.co.uk/shcore/sh/content/pdfs/cipd_survey_2012.pdf

As previously stated Absence Management is essential in providing HR Planning in relations to the

organisation’s current and future requirements and adequately linking the suitability of the current or
available workforce with current and projected productivity. The causal impact absenteeism has not
only on the culture, structure, moral, individual performance, staff- retention, staff- turnover and
obvious financial planning and financial resources is instrumental.

Analysis of the report showed the following: (as illustrated in chart and table–form below)

 absence levels – average employee absence showed a continued falling trend over the
previous two years, largest reductions being in private services and the public sector, but, with
high variations across organisations. Public sector absence were at their lowest since records

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 began, absences was greater in public and non-profit sectors, with manual workers having on
average one day more absence than non-manual workers.
 length of absence – short term absences of up-to seven days accounted for two-third
 cost of absence – less than half of employers monitored cost of absence, with the public sector
and larger organisations more likely to do so, where reported cost were falling.
 occupational sick pay – was provided by most surveyed, with variations in the period
occupational sick pay was provided amongst organisations
 causes of absence – minor ailments primary cause of short-term absence, long-term absences
most commonly due to stress, acute medical conditions, mental ill health, musculoskeletal
injuries and back pain
 work-related stress- two-fifths of employees reported an increase
 managing absence- almost all surveyed had a written absence/ attendance management policy
 the statement of fitness to work – universally used across all sectors, but, only one-tenth
believed it helped reduce absence levels
 Employee well- being – gradual increase in employee well-being strategy, over 50%, with
access to counselling- services and employee assistance programs, with success varying
considerably across sectors, spend levels virtually unchanged.
 Employee absence and the recession – two-fifths of public sector organisations reported
redundancy strategy over the short-term and a marked increase of employees attending work
ill over the last year.
 abolition of Default Retirement Age was negligible, except to increase flexible- working
practices.

I choose to concentrate on three aspects of the report

 Average level of employee absence over three years 2010, 2011, 2012
 Average level of employee absence over sector breakdown
 The effect of workforce size
analysed in chart-form below.

Average level of employee absences, by sector for all, manual and non-manual employees tables below

Analysis revealed that most organisations record their annual absenteeism rates, recognising its
importance and fundamental impact on the business and there was a small rise in reporting, with public
sector more likely to do so 94% , private services: 73% , manufacturing and production and non-profits
86%. The charts and table s identifies clear falls in the levels of absenteeism across all platforms with
an on- average decline of one day per employee, but with wider variations in the public sector where the
drop was 1.2 days on 2011, 1.7 days on 2010, and 1.8days on 2009 and was at its lowest since records
began, results mirrored in the private sector.

Comparative analysis showed the annual absence cost per employee decreasing annually, but, with
considerable variations across organisations, and, reporting thereof showed little change from previous

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years- (2012: 40%; 2011: 42% ; 2010: 45%; 2009: 41%) –in my opinion, the trend could be down to
available knowledge, limited resources, apathy, inertia, or ignorance.
The public and non-profit sectors reported higher costs of absence than the private sector due partly to
long-term absence and their more generous sick pay schemes. This would be of particular concern to
any HR professional, and a causal link should be identified and embedded into future strategy including
Absence Management Policy, Employee Wee-being Strategy, organisation culture and value structure,
and Presenteeism strategy.

Conclusions
Different ways of collecting and evaluating data are useful for different purposes, and each has
advantages and disadvantages. Various factors will influence choice of a data collection method: the
questions you want to investigate, resources available to you, your timeline, and more, and if one is
not careful and through, the collection of any such data could quite easily be tainted by
unprofessionalism. (http://dmc.umn.edu/evaluation/data.shtml.

HR Professionals should always follow Professional Ethics and “Good Practice” policies in the
recording, storing and analysing of HR information if that information is to prove useful in strategic
planning, culture development and organisational value.

Recommendations

In order to collect data that is relevant and useful for any strategic and meaningful analysis a
number of question needs to be asked and reconciled before our data collection can begin.
We must decide on the purpose for collection, the type of information that is required, the
methodology to be employed and the impartiality of the collector/ researcher. Once we have
resolved such necessaries we must be confident of all the current legislation, practices,
directives and industry standards relevant to go practice.

With reference to the analysis of Absenteeism, more organisations of all structure and make-
up must make a concerted effort to understand the importance of “the annual absence cost per
employee” of employee absence if the organisation is to truly understand and remedy
Absenteeism and replace it with a culture of Presenteeism where well-being and contributions
of employees are recognised and valued.

Lastly and very importantly thought must be given to the storage and security of the collected
data, so a relevant, on-going, frequently up-dated policy must be in place with reference to
data collection.

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Appendix -Supplementary Information

Table of Statutory retention period with reference to data held by employers.

ICO recommendations: What security measures should I take to protect the personal
data I hold?

The Data Protection Act 1998

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 Table. 5 Examples of some HR records (adopted from ACAS template
Induction checklist

It is good practice to let the new starter have a copy of this list – this enables them to follow what is
happening and will act as a reminder of anything missed or that needs particular attention. It should be
the responsibility of both management and new starter to ensure that all relevant items are properly
covered during the induction period.

Name …………………………………………………date of starting………………………………….

Induction completed (signature of new starter) …………………………………………………………

Date Carried out by Comments

Reception
 Received by
 Personnel documentation and checks completed:
 P45
 NI number
 Swipe/security card

Introduction to the company

• Who’s who
• History
• Products/services/markets
• Future plans and developments

Terms and conditions of employment

• Written terms and conditions issued

• Contract of employment issued
• Hours, breaks, method of payment
• Holidays
• Clocking on/flexitime/reporting procedures
• Probationary period
• Period of notice
• Sickness provisions
• Pension provisions

Equal opportunities policy and worker development

• Training provision
• Further education/training policies
• Performance appraisal
• Promotion avenues

Worker/employer relations
• Trade union membership
• Other worker representation
• Worker communications and consultation

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• Grievance and disciplinary procedure
• Appeals procedure
Date Carried out by Comments

Organisation rules

• Smoking policy
• General behaviour/dress code:
• Telephone calls
• Canteen/break facilities
• Cloakroom/toilets/lockers
Health and safety

• Awareness of hazards – any particular to type of work

• Safety rules
• Emergency procedures
• Clear gangways, exits
• Location of exits
• Dangerous substances or processes
• Reporting of accidents
• First aid- to include First aid Officer
• Personal hygiene
• Introduction to safety representative

Welfare and worker benefits/facilities

• Sports facilities
• Protective clothing – supply, laundry, replacement
• Medical services
• Savings schemes (including share options)
• Transport/parking arrangements
• Company discounts

The job

• Introduction to manager/supervisor
• Requirements of new job
• Standards expected
• Co-workers
• Supervision and work performance appraisals

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Table 5 –Sample HR documents collected

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Table 5 –Sample HR documents collected

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Table 5 –Sample HR documents collected

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Table 5 –Sample HR documents collected

Michael Redhead 3RAI-Recording, analysing and using HR information Page 21

Table 5 –Sample HR documents collected

Michael Redhead 3RAI-Recording, analysing and using HR information Page 21

Table 5 –Sample HR documents collected

Michael Redhead 3RAI-Recording, analysing and using HR information Page 21

Table 5 –Sample HR documents collected

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 References
No Author/ Fig Title Edition Publisher Year

1 Anderson, Valarie Research Methods in Human Resource 1st Edition CIPD Publication 2004
Management

2 Edited by Dennis Lock The Gower Handbook of Management Fourth Gower Publishing 1998
Edition Limited

3 Martin Malcolm, Whiting Human Resource Practice 5TH Edition CIPD Publication 2010
Fiona and Jackson Tricia
Haines and Petit (1997) as The International Journal of Human Resource Routledge 2009
cited by Bandarouk, T.V. Management
http://www.informaworld.com/smpp/
and Ruel, H.J.M
title~content=t713702518

4 Leatherbarrow Charles, Introduction to Human Resource 2nd Edition London, CIPD

Fletcher Janet & Currie Management- a Guide to HR in Practice Publications
Donald
5 Taylor, S, People Resourcing 4th Edition CIPD Publications

6 Armstrong, Michael A handbook of Human Resource 10th edition Kogan Page, 2006
Management Practice
7 cipd in partnership with Annual Survey Report -Absence CIPD publications 2012
simplyhealth, Management 2012

8 Finn, J., & Jacobson, M. Just Practice: A Social Justice Approach Peosta, IL: Eddie 2008
to Social Work. bowers publishing.

9 Jacobson, M., Pruitt Toward Reconstructing Poverty 2009

Chapin, K., & Rugeley, C.
(2009).
10 Russ-Eft, D., & Preskill, H.
Knowledge: Addressing Food Insecurity
through Grassroots Research Design
and Implementation. Journal of
Poverty, 13(1), 1-19.
Evaluation in Organizations New York: Basic
Books

Table 1 cipd Retention of HR records, CIPD Cipd, internet 2013

Resources Factsheet
Table 2 ICO Guide What security measures should I take ICO 2013
to protect the personal data I hold?
Table 3 Internet source The Liberty Guide to The Data Internet source 1998
Protection Act 1998
Table 4 ACAS website Examples of some HR records sample HR records 2013

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