Human Resources compliance: purpose and risk

Course Info

Length: 1 Week

Type: Online

Available Dates

Fees

  • Nov-04-2024

    1,550

  • Dec-02-2024

    1,550

  • Jan-20-2025

    1,550

  • Feb-17-2025

    1,550

  • Mar-17-2025

    1,550

  • Apr-21-2025

    1,550

  • May-19-2025

    1,550

  • June-16-2025

    1,550

  • July-21-2025

    1,550

  • Aug-18-2025

    1,550

  • Sep-15-2025

    1,550

  • Oct-20-2025

    1,550

  • Nov-17-2025

    1,550

  • Dec-08-2025

    1,550

Course Details

Course Outline

5 days course

HR and the law
 
  • the employers duty of care and employee rights
  • contracts, terms and conditions
  • health and wellbeing
  • policies and procedures
  • powers of the employment tribunal
  • powers of regulators
  • vicarious liability and reputational risk

 

The HR role - compliant enabler
 
  • business relevant HR
  • organisation values, culture and ‘the moral conscience’
  • support for senior management
  • support for line managers: different models
  • influence and giving internal advice
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

Course Video