Overview of the Unit
This cipd level 3 unit increases the student's understanding of the critical function that reliable information, whether manually or electronically processed, can play in the human resources (HR) or learning and development roles (L&D). The unit is structured to manage all areas of data management, including but not limited to human resource planning, hiring and selection, performance and compensation management, absence management, disciplinary and grievance mechanisms, and electronic records management for L&D. It covers the legal implications of collecting, storing, and using personnel information and teaches students how to document data and information and how to interpret, evaluate, and communicate information succinctly and clearly in a suitable format in order to bolster decision-making and promote L&D solutions for individuals and groups within a firm.
Objectives of the Unit
This unit is designed to assist the learner in the following ways:
Recognize which data to collect in order to sustain human resource activities.
Understanding of how and when to collect, organise, and store human resource data.
Conduct an assessment of human resource knowledge and communicate findings to aid in decision-making.
Determine the various methods by which an entity should acquire and maintain data.
Recognize why data collection and recording are necessary.
Demonstrate how various types of data benefit both human resource practise and the management team.
Describe data recording systems, data management strategies, and storage system advantages.
Justify at least two legal criteria for the collection, storage, and access to human resource data.
Discuss and provide recommendations on how data can be evaluated.
Discuss several methods for visually displaying data in a variety of forms.
Why is it necessary for an organisation to collect and record human resource data?
It is critical for a business to capture and keep a variety of data about its employees. The company requires personal information on its employees in order to conduct business activities such as paying employees directly into their bank accounts, setting pay rates, and maintaining records of staff contacts or those of their next of kin in the event of an emergency (Bohlander & Snell, 2006). Additionally, precise and relevant data is required to assist the organization's strategic and operational decisions in support of the organization's aspirations. Customer feedback, knowledge and expertise, regulations and legislation, and employee turnover are all examples of important data in this scenario (Ibarra, & Crawford, 2002). Customer input is critical in developing future strategies for staff development activities. Knowledge and expertise aide a business in its efforts to develop new products and services, as well as novel methods of market penetration. Employers may be required by regulations and legislation to maintain specific records, such as data on equality and diversity, for public bodies. Employee turnover data may aid in decision-making on adjustments to reward structures, induction processes, and other pertinent activities. All personnel data and information kept by an organisation are legally protected and may be obtained and retained only for specific purposes and for as long as they are necessary for the organization's activities.
How the Process of Collecting, Analyzing, and Using Human Resources Data Relates to the Role of Human Resource Professionals
In human resource management, human capital refers to the individuals who work for an organisation and the aggregate expertise, knowledge, talent, and capacity for creativity that they possess. Human capital reports provide qualitative and quantitative data on a variety of organisational elements, such as employee engagement and turnover (Martin, 2019). With this data, the firm can pinpoint the most effective human resource management initiatives for accelerating business performance. In general, an organization's value is determined not just by tangible assets such as land, equipment, and money, and intangible assets such as goodwill, but also by human capital, which is increasingly emerging as a critical component of an organisation in today's knowledge-based economy (Martin, 2019).
As the challenges of retaining and improving workforces continue to mount for human resource practitioners, human capital management has emerged as a vital function for human resource departments. Currently, the majority of firms need employees to complete numerous forms that collect information on their education levels, marital status, bank account information, legal names, social security numbers, and beneficiaries for benefit programmes (Bohlander & Snell, 2006). Human resource departments collect data that is critical for identifying the quantity and mix of skills in the current workforce, analysing trends in staff attrition, and forecasting future performance levels and employee engagement (Martin, 2019).
The collecting of human resource data enables the preservation of employee profiles, which in turn enables the payment and compensation of employees. Human resource departments collect data in order to preserve records for regulatory compliance and legal liability purposes (Bohlander & Snell, 2006). The government requires many businesses, particularly larger ones, to preserve employee records in order to ensure compliance with certain legal regulations. As human resource departments are tasked with the responsibility of ensuring employees' wellbeing, collecting HR data may aid in reducing accident rates, minimising absence, and increasing the diversity profile.
This unit is intended for individuals who are pursuing or have begun a career in human resources or learning and development.
Are assisting Human Resources / Learning & Development and desire to increase their awareness and skills.
Without a specialist role within an organisation, assume responsibility for HR / L&D decisions and activities.
Protect the integrity and security of data and information technology by enacting legislation.
Collect and evaluate data in order to aid in strategic decision-making.
Learning Objectives
After completing this course, the student should understand what data to collect to assist with human resource operations, how to capture, organise, and store human resource information, and how to analyse human resource knowledge and present arguments to aid in decision making. These qualities are not taught in the traditional sense; rather, they are based on specific personal or organisational goals rather than academic theory. Units are evaluated through the examination of narratives based on written work that are substantiated by facts. Prior to awarding the qualification, evidence is gathered in a variety of formats and is incorporated into a portfolio that is examined by experts and verified by external CIPD verifiers.
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