British Gas Business Essay

A check of the British bobble subscriber linees current approach to collating, storing and using HR entropy within the government activity.FindingsBelow you will find an overview of some of the entropy that the HR function within British bluster Business collects. Within this delineate I will identify two reasons why British Gas Business needs to collect HR data, and the current methods in which we pedigree the data. I will withal briefly touch upon some key legislation which if compliant, will write out either financial or sanctioned risks to the organisation.AbsencePerformance appraisals, Learning and Development (L&D) activity Employee Engagement results equivalence/Diversity To meet legal requirementsRecruitment Contractual informationEmployee educationAccurate personnel records will help the organisation in some(prenominal) ways increasing the efficiency of recruitment, training and development, and promotion. They can also will the raw data to monitor eq ual opportunities issues and the legal requirements placed on whole organisations ACAS Online 30th November 2014. One of the areas where there is need for collation of data is we are fit to track volumes of employees before long being performance managed within the organisation to thusly further identify whether this is a behavioral or skill issue where further training is required. This then helps us to confine our learning programmes moving forward and tailor the content around any shortfalls which may have been identified through Training Needs outline (TNA) within performance management.Another area that the HR function collates data for is for Absence. This is one of the longest-running causes of serious concern to managers. Unapproved absence from work causes a inner circle of problems to managers and involves the organisation in significant extra costs. (Currie et al, 2010, p.293). All absence data within each argumentation unit (and then business wide crosswise Brit ish Gas) is centralised using the data animal Absence Manager. This helps us to track against our performance and resourcing for people and establishwhether recruitment or redundancy plans would benefit the long precondition strategy of the organisation.The kind-hearted Resource function currently use an Information System (HRIS) which runs alongside our main rush transcription called SAP. Within SAP all channel managers have access to view employee information (direct reports only), process secondments or mull over role changes, and change manage details. The benefit of this is that the data is easily cordial and is consistent in line with any people movements within the business. alongside this system there is also a requirement for some funding to be stored manually. This is then kept for 6 geezerhood, regardless of whether that individual is mute in employment with British Gas Business. This is beneficial for any corroboration which requires employee signatures o r verification. This could be disciplinary living to any learning that has interpreted place.Using the internal HRIS British Gas Business complies with the Privacy and electronic Communications Regulations 2003, which covers the security and confidentiality of the retention of data. We do this by ensuring that access to the HR online system is done only registered through authorised access and then a further password security check. British Gas Business also ensures that it keeps written documentation for no longer than 6 years in line with the Principles of the Data Protection Act 1998 (DPA).Once documentation reaches this age we contract to a disposal company to safely chuck out of all confidential waste. The HR function also complies with all cogitation Access Requests (SARs) which is governed by the Freedom of Information Act 2000 (FOI Act). nodes are able to place requests in writing to access all information held astir(predicate) them or their business on the organisation s systems. The customer pays a one of earnings of ten pounds and they are then issued with the information within 40 long time of their request.Key FindingsBritish Gas Business is fully compliant with all key legislation in collecting and storing data within the organisation. I see no risk, financially or strategically from the methods we are currently using.BibliographyWebACAS. (2014). force-out Data. Available http//www.acas.org.uk/index.aspx?articleid=717. Last accessed 30th November 2014. BooksCurrie, D (2010). world to Human Resource Management. 2nd ed. London Chartered Institute of Personnel Development. 293 Introduction Activity 2 compendium of absence data for the guest Care function of British Gas Business from high direct reported case volumes, to understanding the gender split of the absence recorded. epitomeBy analysing the data collated from our absence records, we can establish abbreviates to enable the organisation to look to implement preventative measures to reduce overall long term absence levels. key findingsAbsence from the British Gas Business Customer Care function is currently at its highest levels since 2010. The average number of eld taken as absence within the short term unwellness (STS) criteria (under 20 consecutive days), has growingd from 4.6 to 5.5 days per employee per rolling 52 weeks. The increase in long term unhealthiness (LTS) registered within the organisation has change magnitude by 0.8% over the past 4 years.LTS cases for 2014 are split into the side by side(p) reasons for absence and then subsequently by gender for all try out (Work related) / Mental Illness reported absences.Of the 45 LTS tensity (Work) related cases registered in 2014, 23 were for male employees. This shows us a change in trend from previous years.For the first time in over 4 years we can see the greater proportion of stress (Work) /mental infirmity related absences is now reported by the male employee population.conclusionsIn 2011 Bri tish Gas Business began its journey in implementing a new billing system. We can see a noticeable trend in the years following on from thestart of this journey, with the volume of work induced stress related absences reported within the function. Throughout the function we have also seen a high natural attrition in the leadership team up in 2014. This means that we now have less experienced leadership population who are progressing our people through their long term sickness absences.RecommendationsIdentify potential learning gaps through Training Needs Analysis (TNS) Test and Play drop in sessions for all employees Full surveil of the learning documentation and the online learning environment Wellbeing events throughout the system change timeline to be ran throughout the function i.e. exercise programmes, healthy eating, seaworthiness checks, stop smoking programmes. Engagement temperature checks amongst the employee population Team leader workshops in identifying stress and s upporting employees Review the benefits package for the leadership population to reduce churn Validation of the process within the leadership teams from day 1 of absence registered, through the fruition of policy outcomes Wellbeing days across function for all levels to understand support toolsreferences DataBritish Gas Business Absence Manager Data sample from 2010 2014. Accessed on the seventeenth November 2014. British Gas Business HR Function Team leader Exit data 2014. Accessed on the 19th November 2014.