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    Sarah Gatehouse.

    Fujitsu General Australia

    "
    In 2016 we rolled out intelliHR, and in 2017 we had our best financial year yet. That makes a massive statement to show how valuable an investment in people and technology can be."

  • Sarah Gatehouse

    Sarah Gatehouse.

    Fujitsu General Australia

    "With the implementation of intelliHR, the improvements in our culture are clearly visible. intelliHR is a tool that helps with our strategic cultural goal of being a great place to work, with improved engagement, communication and goal management now well on track."

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    Sheldon Commercial Interiors

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    Since starting regular staff check-ins through intelliHR, we discovered how much more capability one staff member had than we initially thought. We have since assisted his career progression and conducted a remuneration review. The outcome was a happy employee feeling valued and appreciated. Without intelliHR prompting us to address this in real-time, we could have lost this valuable employee.

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| 5 min
The office return: 10 things you should consider
All from our HR Community. It feels a bit like the end of an epic movie with HR as the main character. We’re coming back to a new world of work. Except we’re missing...
| 5 min
Compliance: A dry topic, but it ain’t fun getting it wrong
Compliance – it’s something that doesn’t exactly spark the flare or excitement behind one’s eyes the same way that ‘culture’, ‘engagement’ or ‘wellbeing’ does for those that have taken on the HR title in...
| 5 min
How to build a culture of health and safety compliance
Recently, we covered all the key reasons to make health and safety a priority in your organisation, but how can you put this into practice? Today we’re sharing some actionable tips to help build...
| 5 min
Why you should care about health and safety compliance
Ah, workplace health and safety. Is it exciting? No. Is it important? Yes. Should every leader in your business care about it? Definitely. Maintaining a safe and compliant workplace is not just the responsibility...
| 5 min
5 Common compliance mistakes and how to avoid them
Even if you have great compliance policies in place, using the wrong tools to implement them can undermine your efforts. The good news is, compliance management doesn’t have to be hard or even time-consuming...

The office return: 10 things you should consider

All from our HR Community.

It feels a bit like the end of an epic movie with HR as the main character. We’re coming back to a new world of work. Except we’re missing our Master Yoda to guide us.  

It’s strange, like revisiting a childhood home to see the new owners have renovated it. Familiar… but completely different. That’s what the office has become as we stage our return with the shutters of lockdown rolling back up. 

If you’re like any of the 150+ HR teams in our community, you may be wondering: “How do we do this?” No one prepared you for the workplace post-pandemic or the office return. To help you with this, we put together some considerations our community is making. 

Here are 10 things our community is considering:

  1. WFO only when necessary
  2. Team-based returns
  3. Prolong Remote Work
  4. Sanitation stations
  5. Use-based cleaning
  6. Maintaining Distance
  7. Physical set-ups
  8. Limit-room Capacity & Office Maximums 
  9. No Visitors
  10. Regular communications

 

  1. WFO – Only when necessary.

There is the temptation for all us craving social interaction to come back to the office. But the current situation is still uncertain. We’re seeing HR teams considering their own restrictions around an office return to ensure it is only when necessary (eg. inadequate remote set-up). Why run the risk if you don’t have to?

 

  1. Team-based office returns – full teams only.

As our CEO Rob says – “Collaboration happens either when everyone is in the same room, or no one is.” 

When staging office returns, we’re trying to keep teams who work together… together. Whether that be in the office, or a zoom-room. This makes sure no one misses out.

 

  1. Keep the office shut

Lockdown laws are easing, but perhaps you shouldn’t. Many HR teams in our community are prolonging remote work if possible, keeping the office shut entirely. Removing the option and the risk. 

  1. Sanitation stations

Dispersed throughout your workplace, with a mandatory sanitise upon entry policy. Think hand sanitiser, anti-bacterial wipes, paper towel and most importantly, some easy to understand instructions. (try using an image of people washing their hands) 

 

  1. Use-based cleaning

You use it, you clean it. This includes work stations, shared spaces and any office kitchenware.  

 

  1. Maintaining Distance – 1.5 m

Distancing rules still apply in the office. Whilst we could all use a hug, enforcing distance is part of HR’s obligation to keep their employees safe. 

 

  1. Physical Set-ups

Increase the physical distance between workstations and say goodbye to hot-desking.

 

  1. Limit room Capacity and Office Maximums

To keep our people safe, we are limiting the number of people in the office and in each room. It’s easy to forget maintaining a physical distance. Creating forced distancing is a great way to safeguard your people. 

We’re trialling these limits:

  • 1 person per 4 square metres.
  • 1 person in each small room
  • 2 people in each mid-sized room

 

  1. No Visitors or external parties

You can keep your people safe with your policies and office returns. But you can’t ensure visitors follow the same rules and understand your precautions. To protect your team it’s safer to continue holding all external meetings via zoom and not the office meeting room.

 

  1. Regular communications and feedback

Keep your people physically separated but emotionally connected. Regular communications and feedback are important in keeping the cultural workplace together. Communication is the glue. Especially during this increased period of isolation. 

Our HR community automates its employee feedback. So no one ever forgets to check in on their team. Plus, HR leaders can see in a click who needs immediate attention with our wellness analytics. Sound interesting? You can find out more here.

 

I know returning to the office can be confusing. If you have any questions, we’d be happy to answer them. You can ask us in the pop-up chat window in the bottom right-hand corner of this page.

 

 


Compliance: A dry topic, but it ain’t fun getting it wrong

Compliance – it’s something that doesn’t exactly spark the flare or excitement behind one’s eyes the same way that ‘culture’, ‘engagement’ or ‘wellbeing’ does for those that have taken on the HR title in their workplace. But the thing about compliance is, it’s a non-negotiable. 

Compliance is the thing that needs to get done, so that other more exciting or fun parts of HR can actually take effect. 

How can you expect to increase engagement and wellbeing across your workforce, if you’re workforce can’t legally work? Or, why innovate the onboarding experience if your employees don’t even know what’s required to do their role, or complete their responsibilities safely? 

Compliance has always been the bug-bear of any individual working in the HR realm, and similarly, has contributed to why HR is sometimes seen as the ‘police’. The truth is, HR does have a duty of care, so they kind of have to be. But it does pose a few questions when HR compliance is boiled down, and one in particular: Can HR Compliance be engaging? 

In short, no. Or at least, probably not. Compliance isn’t fun, but it is something we all have to do. So let’s change the question from ‘Can HR Compliance be engaging?’ to ‘How can we make HR Compliance more engaging?’. With this in mind our approach to compliance has been built around a neuroscience principle called ‘Cognitive Ease’ – in essence the easier we make something the more likely we are to complete it.

 

“A general “law of least effort” applies to cognitive exertion. The law asserts that if there are several ways of achieving the same goal, people will eventually gravitate to the least demanding course of action.” 

― Dr Daniel Kahneman, Nobel Prize Winner for Behavioural Sciences

 

HR Compliance encompasses a vast ocean of procedures and processes, but for this specific topic, let’s focus on HR compliance tackling one of the most valuable areas of compliance (and one of the hardest) – Employee Data Management.

 

Employee Data Management Compliance

Employee data management is a large component of what makes up HR compliance, and something that is very difficult to nail. When we consider employee data management, we don’t just mean having a ‘central file’ on an employee with their basic personal information, contract and position description (and maybe a few performance mishaps here and there) – we mean the lot. It’s having complete visibility and accessibility across what makes up an employee’s journey in your business, from contracts to training records, qualifications to policy acknowledgement, and performance records to job mobility and movements. 

It’s data that is needed in your business for it to function effectively, with the peace of mind that everything that needs to be tracked for legislative purposes is, and everything that we should be tracking for development and business acumen purposes is also. 

What makes HR compliance hard though, is how the data is collected and managed ongoing. A lot of this data can come from the employee themselves or sources outside of the HR department, increasing complexity of capture and the room for error. Despite this, HR needs to keep oversight and control over all of it. So how can we achieve this? Great compliance coverage requires a coordinated and rewarding effort from HR and individual employees, and the ultimate answer to achieving this is to create a great employee experience. If HR can put the processes in place to make compliance checks quick, easy  and rewarding experience for their team, in effect reducing the cognitive load required to complete them, then we know this will increase the chances of successful completion. This is why intelliHR makes it easy to seamlessly integrate compliance into user-friendly processes, and support configuring these with a few clicks to the needs of any company or industry. 

 

Tips to make your HR Compliance more engaging

1. Weave into the onboarding experience

The collection of employee data, depending on your industry, can sometimes be a non-negotiable. For instance, things like police checks, certifications, working with children checks, etc. may impact whether a person is legally allowed to work in your business. Given that this data is held by the actual owner, a challenge arises between making sure that employees have an effective, simple and positive onboarding experience without introducing tedious administration needed to start in their role. 

 

Companies are combating this administration by using self-service platforms to collect data in their onboarding process. This allows them to automate the delivery of requirements to an employee, while enabling staff to take ownership of their own onboarding when it comes to compliance.

 

Think of your employee’s onboarding experience like a 30/30/40 rule: 30% compliance and documentation needs (such as policies, uniform orders, qualifications), 30% training and set up (courses, IT checklists, payroll set up) and 40% company brand and culture (buddy programs, welcome messages, social activities). 

Typically, we tend to do the 30% straight upfront, which can lead to employees first interaction with the business being quite dry, but it doesn’t necessarily have to be all at the start. Figure out what compliance requirements you need to qualify at what stages of an employee’s onboarding, then start spreading out the 30% across the entire onboarding journey. For example, you need someone’s Blue Card before day one, but do you need to have them sign off on 20 policies on their first day?
 

2. Use best of breed tools targeting user experience and industry best fit

Software can not only help employees with what they need to start in their role, but also keep the right people up to date on whether a person is compliant or not from their first day. HR and compliance tools have come along way, with a bigger focus on the user’s experience and effectiveness of what the tool is attempting to serve. Traditionally, we’ve seen large players in the HR software scene attempting to try and meet the needs of all of HR. Unfortunately the reality is – those tools usually evolve out of one specific feature, meaning it’s great at handling one or two areas of HR, but terrible at handling others, and in the world of budget constraints around HR, we need to start considering the move away from monolith HR platforms and instead embrace an ecosystem of best of breed tools. 

The power of integrations and middleware is enabling HR tools to better connect between one another, meaning that more and more companies are switching over to an ecosystem of 4 – 5 industry best fit tools across recruitment, learning management, core HR, payroll and timekeeping needs that actually ends up costing the same as an all-in-one product. The benefit? Your users are getting a seamless experience, and your business can opt for industry best fit solutions connected through integrations and middleware. Having users interact with different pieces of software was a taboo topic in the past and something that HR professionals have educated companies away from, but with the recent integration advances, it’s time to start considering whether just trying to adopt a single one size fits all tool in your business is actually robbing your team and business of much needed capabilities and employee experience.

 

3. It is Critical to Process map what you need, and why

If you decide to head down the road of ecosystems, there’s a critical step that needs to be done before introducing topics around integrations into your environment – Process mapping. Whether you have one tool or multiple in your business, these are operating around pre-existing processes within your business. A lot of times, HR introduces tools into their environment without first mapping out the process. Why do we ask for this employee’s contact information both at the start of recruitment and also when they start on their first day? Why do we ask for photocopies of their qualifications if we don’t actually need them for their role? Do we need this data at a later stage? Why do we ask for this at this point in time? All of these questions and more need to be mapped out using design thinking methods to produce an understanding of everything that occurs within a process and why. 

Compliance process mapping can help uncover who owns a particular stage of a process when it comes to qualifications, policies, training needs and can help with both replicating or evolving an existing process into new software, but also identify areas of change and steps that are duplicated. Typically, there is a lot of crossover between HR, IT and Payroll when it comes to things like onboarding and compliance. Mapping out all the needs by each department, when they occur, where the data comes from and who owns each process will strengthen any individual or shared process. The most important part about process mapping? Asking why you need something. If you can’t attribute the piece of data to a need in the business, chances are it’s a nice-to-have and was introduced natively. Keep it simple!

As we mentioned before, Compliance is not a fun topic – it’s nothing exciting. The fun part of compliance is when you don’t see or feel it. So aim for that, and make compliance so easy, with such a well executed employee experience that it will be practically invisible in your environment, but as a result effective. Fun, eh?


How to build a culture of health and safety compliance

Recently, we covered all the key reasons to make health and safety a priority in your organisation, but how can you put this into practice? Today we’re sharing some actionable tips to help build a culture of health and safety compliance and avoid the common traps we discussed previously.

 

Get visibility on your compliance coverage

Before starting with any of these tips, you want to ensure you have the tools in place to spot gaps on your health and safety compliance, and measure improvements. By having a compliance dashboard in place, you can see things like outstanding policy acceptances, or mandatory qualifications that are missing or expiring soon. You can even track CPD points and skills present in your team to see what professional development is required. Within intelliHR’s qualification tracking, we’ve recently added Mandatory Job Requirements, allowing you to monitor requirements across different areas of the business. For example, a medical centre with office staff, doctors and nurses could set up different licenses, certifications or training needed for each group, and easily track that everyone holds what they need for the business to stay compliant (and safe). 

 

Ensure managers lead by example

We know that workplace injuries are more likely to occur in teams where the manager does not value or prioritise safety procedures, so naturally, leaders need to act as an example to their direct reports and not only uphold all health and safety policies but also demonstrate positive attitudes towards them. Any negative or dismissive comments about them can influence team members to start taking these measures less seriously. 

So this is a great idea in theory, but how can we enforce it? One tool we’ve developed to help with this is the 3-Stage Safety Survey Feedback Process.

  1. If a team member spots a potential hazard, they can complete a survey that then alerts their manager and the safety manager, reporting the concern at both a team and global levels 
  2. Safety incidents can be recorded, with a follow up workflow to ensure next steps are taken. This stage also reports the issue at both a team and organisation-wide level.
  3. Managers can also write safety-related diary notes, capturing the details and potential costs involved. This can later be used to establish a performance improvement process if needed.

 

Set expectations in onboarding

Just as a new starter’s manager will set the tone for their safety habits, it’s crucial that the onboarding process supports this and communicates your safety culture from day one. Onboarding is the perfect opportunity to set all your people up for success and make sure they have the right knowledge of any health and safety expectations from day one – and we don’t just mean getting them to sign off on policies. Communicate why health and safety is important to your organisation and let them know it’s a priority for everyone in the business.

 

Make policy updates engaging and easy to understand

It’s no surprise that many policies can get put off, ignored or skim read because they are wordy and difficult or inconvenient to read. Now often this is necessary, but there are ways that policy updates or onboarding checks can be made more engaging. For example, a form design could be used to attach a video explainer or imagery to policy updates that can then be sent out and accepted by all relevant staff electronically. Not only does it make obtaining and tracking acceptance a breeze, but it’s much more engaging and digestible for staff too. Yes, they still need to read the full policy and sign off, but with the visual cues or video included, you can be more confident knowing they have actually engaged with and understood what’s expected of them.

 

Communicate the reasons behind safety measures

Another common reason for health and safety measures to get ignored is that people may pass them off as unimportant if they don’t understand the reason behind them. So as leaders in the business, it’s our job to communicate these reasons and position the importance of any safety measure where the reasoning may not always be obvious. For example, a worker on his first day at a mine site might not see the big deal in having three days of facial hair growth – but once he’s told about the health impacts this could cause when his face mask can’t seal effectively – he’ll be much more likely to stay clean shaven from now on!

 

Demonstrate zero tolerance for breaches

If you’re in an industry where the risk of injury is prevalent and safety is absolutely paramount – this can be a good way to set an example. If health and safety policies are blatantly disregarded you may want to consider progressing this into performance management and improvement process straight away, to send the message that this is taken seriously. This should be a formal process that the team member owns, and is in no way about “punishing” the person but empowering them to be safe at work and help you find out what happened. Perhaps they were just following instructions, or a certain rule made it impossible to complete an essential task. This way, you can ensure any missteps are stopped in their tracks but also help people improve on their own adherence to policies and gain vital learnings about potential gaps in your processes. Engaging a formal improvement process allows you to achieve this while still laying the foundations for further performance management measures if problems persist. 

 

So there you have our tips on building a culture of health and safety compliance in your organisation. We work with a lot of customers in industries where this is absolutely paramount to their people’s wellbeing, so we’re always getting feedback and looking for ways to make safety and compliance simple. If this is something you want to improve in your business, check out our latest features here or get in touch to see how intelliHR could help you. 

 


Why you should care about health and safety compliance

Ah, workplace health and safety. Is it exciting? No. Is it important? Yes. Should every leader in your business care about it? Definitely.

Maintaining a safe and compliant workplace is not just the responsibility of the OH&S Officer or the HR Manager alone. It needs to be prioritised by every leader in the business, so they can lead by example and pass these values onto their team members. In this way, everyone can cooperate on building a truly safe workplace, one where safety is top of mind, safety processes are shared and applied, and safety feedback from every team member is encouraged and used to support continuous improvement.

So why is it so vital for the whole organisation to get on board? Today we’re exploring what can happen when a safety culture isn’t created and supported and safety compliance is not a priority – and the far reaching impacts that this can have upon your team and organisation.

 

A poor safety culture can curtail your compliance efforts

When you work so hard to put important policies in place, you want everyone in the business to not just accept, but actually follow them. Otherwise, your efforts could be rendered futile. Maintaining a culture where safety is taken seriously and prioritised by everyone in the business helps ensure safety policies are actually adhered to. 

This starts with all leaders in the business leading by example, helping their team to follow suit. Studies examining the relationship between safety culture and staff injuries found the biggest predictor of workplace incidents was the attitudes of managers towards safety.

We also know that organisations are more likely to see workplace incidents occur when process compliance across the business is poor. So making policy delivery and acceptance as straightforward and convenient as possible is key.

If you’re the one reading this, chances are you already know the importance of prioritising workplace health and safety, but if you need some pointers to help others in the business take it just as seriously as you do, read on.

 

A poor safety culture can jeopardise your people’s wellbeing and morale

Okay, so this may be obvious, but the safety risks go much further than just the individual affected.

Before we even consider the financial and legal ramifications of not prioritising WHS compliance in your organisation, the main concern here is looking after your people and ensuring they get home safe from work each day.

A serious workplace injury (or worse) obviously takes a huge toll on not just the individual affected and their family, but the ripple effect continues beyond this, spreading low morale and inciting safety concerns across their peers too. 

Naturally, this can lead to absenteeism, losses in performance and efficiency, and ultimately, to attrition as people seek safer jobs elsewhere.

 

A poor safety culture will expose your business to risk

Beyond this, leaving gaps in your compliance can obviously have serious legal or regulatory ramifications. 

But just how bad can it be?

Multiple states in Australia now have industrial manslaughter laws in place, holding businesses liable if it’s found their gross negligence led to death. In Queensland, for example, the offence carries a maximum penalty of 20 years’ imprisonment for senior officers and $10 million for body corporates. 

Earlier this month, industrial manslaughter charges were handed down to a company and its directors under section 34C of the Work Health and Safety Act 2011 (Qld). The auto recycling business was found to have negligently caused death after one of their forklifts reversed into a pedestrian. 

By keeping health and safety compliance at the top of organisational priorities, the opportunity for events like these to occur can be diminished.

 

A poor safety culture can impact your bottom line 

Further to the examples above, not only can lapses in compliance lead to an array of fines and penalties, but an array of indirect costs too.

According to Safe Work Australia, employees who claim for a serious injury are absent from work, for 12 weeks, on average, and around one quarter of serious claims in Australia require more than 12 weeks off work. 

The productivity losses and increased sick leave costs in this time are huge, especially when you consider the flow on impact to other staff picking up extra work and reducing their usual capacity.

Poor WHS was also found to impact on a company’s ability to compete in their market, attract greater public scrutiny and decrease shareholder value. The latest figures from Safe Work Australia show work-related injuries cost employers $1.6 billion a year. 

WHS interventions are commonly seen by managers as an expense required to avoid financial penalties, but to the contrary, these measures act as a proactive investment in building a productive and profitable workplace.

 

So how can you make workplace health and safety a priority and get everyone on the same page? In the next blog, we’ll be looking at how to build a culture of compliance in your organisation.


5 Common compliance mistakes and how to avoid them

Even if you have great compliance policies in place, using the wrong tools to implement them can undermine your efforts. The good news is, compliance management doesn’t have to be hard or even time-consuming if you have the right tools on hand. Today we will explore five potential compliance mistakes that could happen to any organisation, and most importantly, the ‘best practice’ tips to avoid them in yours.

 

1. Employing a staff member with an expired license or qualification

Ensuring employees have the right licenses or other qualifications to do their job is usually top of mind when a new employee starts in the business, but over time, keeping track of hundreds of expiry dates is a significant and challenging task. Sometime expiries slip through the cracks exposing your organisation and team to unnecessary risk.

 

Consider this scenario:

Your children’s charity based in Queensland, Australia requires all staff to hold a valid Blue Card. Recently your CEO’s Blue Card expired and now your organisation and the CEO herself are facing penalties. If this information is revealed to the public, it could cause huge damage to your charity’s reputation and cause your donors to withdraw funding.

 

The solution: A Qualifications Dashboard

The Qualifications Dashboard allows you to have visibility over every staff member’s Blue Card or any other mandatory qualifications required to do their job safely and legally. You will be notified when these qualifications are close to expiring, allowing time to ensure renewals are organised before it’s too late.  

One intelliHR customer went from managing 900 staff members’ Blue Cards on a spreadsheet to a fully automated online process that allowed staff to take ownership of keeping their own qualifications up to date with appropriate system oversight. This helped everyone in the organisation gain greater visibility over any compliance gaps and in turn, drastically reduced risk across the business by ensuring no expiry date goes unnoticed.

 

2. Losing grounds to terminate an employee

While we must all adhere to Fair Work Laws, adherence can be rendered meaningless without sufficient records. No one wants to be forced to retain an employee who is causing deliberate damage to the organisation or the people around them, but this can happen if there is no evidence to support your grounds for their termination.

 

Consider this scenario:

An employee has been caught bullying a team member on three separate occasions. Your disciplinary process deems this to be cause for termination. The employee’s manager has delivered a verbal warning to the offending staff member each time, but the HR team was not notified, no diary notes were made and no written warnings were issued. The manager decides it’s time to finally terminate the offending employee and goes to HR who informs them that firing the staff member now will be deemed unfair dismissal as there is no documented evidence. By the time enough evidence has been gathered, the situation has escalated and the victim is forced to take stress leave.

 

The solution: Centralised Diary Notes

Ensure managers and other appropriate team members can simply and quickly record diary notes in a central, secure, online location so everything is documented, time-stamped and easy to find when you need it. This will also help you see when an employee needs to be escalated in the performance management process.

 

3. Missing a Visa expiration date

Allowing staff to remain employed beyond their visa expiration can have very costly consequences for employers and the staff member themselves. While many cases of employing illegal workers are deliberate, it could happen to anyone if a key date is missed. If your organisation employs multiple staff on visas it can become difficult to constantly stay on top of everyone’s work rights and expiration dates, but the right tools can help.

 

Consider this situation:

You employ a new staff member on a 400 visa for a special project with a three month timeline. Two weeks out from the planned completion date, extreme weather conditions cause a delay and the project manager makes a call to extend the project by another two months. The project manager isn’t aware of the staff member’s visa status and the HR team isn’t notified about the project extension. By the time the project is completed this worker has overstayed their visa by 60 days and the organisation is at risk of a serious fine.

 

The solution: A Compliance Dashboard

The Work Rights section within your intelliHR compliance dashboard will help you track all employees working on a visa and be notified when expiries are approaching. This way when it’s time for an employee to be off-boarded or their visa renewed, you will have full visibility.

intelliHR has helped multiple customers move their manual visa processes into an automated and streamlined approach. These organisations are now able to clearly see which visa-related tasks needed to be completed, and whether the staff member or employer is responsible. Better visibility over key dates and tasks to be actioned drastically reduces risk for these organisations and their people keeping it top of mind when it needs to be.

 

4. Inconsistent policy dissemination

Occasional updates to policy or the introduction of new policies is unavoidable, and sometimes the changes can cause confusion. What’s important is that everyone receives the same message, in the same way, and there is a record of its receipt and actioning.

 

Consider the following situation:

Policy changes are being made but there is currently no consistent way to distribute and communicate the changes to everyone in the business. You have tried incorporating policy updates into the morning meetings but employees who are absent miss out on the information and there is no record of the policy changes being communicated or received. As policy changes are communicated verbally, those attempting to relay the information are describing the changes differently and staff are misinterpreting what they need to do, resulting in inconsistent procedures.

 

The Solution: Policy Management Workflow

Using an online policy management tool will ensure the right policy updates are delivered to all relevant employees in a consistent way, with a record of understanding and acceptance. This way, you can send out a pulse to all staff containing the updates and ask them to confirm their understanding by clicking a button or ask questions if there is any confusion. You will also be able to see who hasn’t completed their acceptance and follow up accordingly.

 

5. Falling short on CPD points

Many industries including finance, insurance, health, accounting and law, require staff to maintain a certain number of Continuing Professional Development (CPD) points in each reporting period. When staff aren’t held accountable to achieving their CPD requirements, sudden panic can ensue at audit time.

 

Consider this scenario:

Your sales team has mandatory CPD requirements to fulfil each year, which are recorded in a static spreadsheet. With nothing to notify or remind employees to undertake required training, the spreadsheet is ignored for most of the year. As you start preparing for your EOFY audit, you realise the whole team is short on CPD points, forcing you to issue everyone with 20 hours of courses to complete in the next two months. The team now loses hours of productivity from their day as well as their own personal time just to get all the training completed. This results in reduced morale, lower sales figures, and leads to potential retention issues.

 

The Solution: Centralised Training Records

With a central online record, employees can enter and keep track of their own training throughout the year. Managers and the HR team will also have visibility over training undertaken by each team and individual, allowing them to identify training gaps and ensure sufficient training is being completed each quarter.

 

If you’d like to find out how we solve these challenges for our clients, just reach out to one of our HR Experts.

We hope these tips have helped you check for potential gaps in your compliance processes and ensure your organisation can avoid making any of these mishaps in the future. Did we forget anything? Let us know in the comments.