Human Resources compliance: purpose and risk

HR professionalism and conduct

• model behaviour and styles
• impartiality and objectivity
• consistency and discretion
• emotion and pastoral care
• confidentiality

Inclusive workplaces

• inclusion and recruitment
• gender, race, disability, age, religion and sexual orientation
• flexibility: health, family and care
• promoting and retaining diverse talent
• awareness of bias
• bullying and harassment

Collecting, using and retaining data

• what is employee data?
• storage and access
• how you can, and cannot, use personal data
• employee rights to privacy, access to data and consent

Performance, development, commitment and reward

• how HR can drive performance
• the pitfalls of a performance management process that is not adhered to
• recognising good performance
• development needs: conversations and actions
• underperformance or misconduct?

Complaints, grievances and investigation

• HR impartiality
• evidence and reasonableness
• when informality becomes formal
• encouragement, correction or termination
• appeals

Business change, HR and pragmatism

• staff communication
• identifying the HR issues in a reorganisation or acquisition
• consultation; purpose and requirements
• distinguishing between individual and collective consultation and approach to both

Difficult issues

• firm management or bullying?
• misconduct or capability?
• overlapping processes
• multiple grievances
• reasonable adjustments: duty and options
• difficult conversations: approach and preparation
• long-term absence and mental ill-health
• subject access requests

Making a difference (group discussion)

• what the best HR people do: from a compliance perspective