HR policies should be based on the unique needs and characteristics of the organisation and its workforce.
Consider the type of policies that may be relevant during the course of the employment life cycle:
Beginning employment
An organisation might have a policy setting out its criteria for selection, together with policies for new joiners on topics such as inductions and referral payments.
During employment
Reward
Policies might address areas such as how jobs are graded and how performance is rewarded; together with provisions for aspects of compensation packages, such as pensions/additional voluntary contributions and other benefits and allowances.
Health, safety and well-being
Policies might cover a disparate range of topics from prevention and management of work-related stress to handling hazardous materials.
Employee relations and general HR issues
As well as disciplinary and grievance policies, examples include: time off and leave for trade union activities, holidays, secondment, volunteering, parental or caring duties (such as maternity or paternity leave), communication, involvement and other employee behaviours, including employee voice and harassment and bullying.
Learning and development
Issues that might be covered by policies in this area would include courses and secondment opportunities, talent development, payment of professional fees and so on.
Other issues
Other policies that organisations may want to consider include diverse areas related to the wider business needs (for example corporate responsibility or anti-bribery measures) or those associated with technology and new ways of working (the use of social networking sites, for instance).
Ending employment
There are many reasons why employment ceases, from voluntary resignation to dismissal, redundancy or retirement – some or all of which might be covered by formal written policies (for example, including information on notice periods or the nature of redundancy consultation).
Managing equality, inclusion and diversity
Equality, inclusion and diversity should run through all aspects of an organisation's policies. In the UK, discrimination on many personal characteristics, such as gender or race, is unlawful at all stages of the employment life cycle, while managing inclusion and valuing diversity is central to good people management and makes good business sense. Good practice suggests that an overarching equality and diversity policy should expressly inform the organisation's vision and values. The issue might then also be incorporated into many other policies (for example, recruitment and selection and reward).
Beyond the organisation
HR policies may need to extend to partnering arrangements such as joint ventures, outsourcing, strategic alliances or public-private sector commissioning models. It's advisable to consider where common policies may need to be applied or reviewed in light of new organisational arrangements. Find out more about our Beyond the organisation research.
