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Human resource planning, records and statistics

This is the backbone of a good records system. If both the contents and the layout
are designed carefully, it can provide valuable information quickly and easily.
Whether this record is a simple index card, a visible edge card or a computer file
depends on the number of employees and the amount of detail required.
The record should contain concise information of a sort common to most employees,
such as age, education, qualifications, training and marital status. It is used primarily
for statistical exercises or for the speedy retrieval of information; for example,
the record may be used to produce an age distribution of all management employees
in order to assist with management development plans, or, alternatively, the cards
may be used to discover French speakers or all those with ‘instructor’ training. The
personal record does not replace the need for a personal dossier for each employee.
The nature and purpose of personal information kept by employers now has to be
carefully considered for a number of reasons. For example, to keep information that
could be used in order to discriminate on grounds of sex or race may be illegal.
Atypical personal record card will look like the one shown in Figure 17.3.
Personal dossier
This should contain all documents relating to an individual employee. These may
include
• copies of letters of offer and acceptance
• application form
• copy of engagement form
• various reports and correspondence
• performance appraisals
• changes of conditions, e.g. salary increases
• records of company property issued to the employee
• disciplinary measures.
The dossier is usually retained for a period of time (a year or two) after an employee
has left, to assist in case of queries.
Employment requisition
This is a document produced by the heads of departments (in larger organizations)
requesting authority to recruit a replacement or an addition to staff. The nature of
this form varies considerably and depends on the degree of authority of individual
heads of departments. In some cases, for example, heads of departments will need
no special authority so long as the person to be recruited will be within the laiddown
staff establishment or within authorized budget levels. On the other hand,
there are chief executives even in some large organizations who insist on personally
authorizing the recruitment of all new staff whether they are replacing leavers or
exceeding the staff establishment. A typical form is shown in Figure 17.4.


 

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