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“Human Resources Procedure”

The procedures that govern the human resources management processes, in the D&I system, are developed to achieve the D&I objectives.

These procedures integrate the actions envisaged in point 8 of 30415 considering the D&I needs expressed by the workforce and the D&I risks and opportunities identified within the D&I Framework.

The procedures for human resources management regulate the following processes:

The workforce planning process allows the organization to pursue the D&I objective of representativeness.

The organization that identifies the current and future supply and demand of the workforce undertakes workforce planning that allows it to balance its composition taking into account the demographic data and the distribution of internal power through the assignment of roles.

The compensation phase of the human resources management process is intended to achieve the D&I objective of pay equity.

By the term remuneration the organization means:

The fixed amount, such as wages and salary, for carrying out the work for an agreed period of time plus variable payments such as overtime
Salary contingent on performance
Incentives, bonuses and commissions

Recruitment, in the entire human resources management process, focuses on the objective of impartiality.

The hiring phase is a phase that allows the human resources manager to iron out any imbalances, identified in the previous phases, regarding:

  • The representativeness of the workforce compared to the population (gender, ethnicity, age, spirituality)
  • The distribution of power between roles (managers, officials, employees and workers)
  • Staff remuneration compared to labor market standards (same sector)
  • Remuneration within groups

The insertion phase of the human resources management process is functional to the objective of empowerment which consists of the growth opportunities offered by the organization.

Onboarding is managed by the human resources manager, it allows the organization to help people achieve success in their roles and groups, address their needs and requirements and encourage inclusive behaviours.

Organizational learning and development activities focus on improving individual, group and organizational performance through strengthening knowledge, skills and capabilities. The D&I objective pursued is that of empowerment.

The staff performance management process, governed in this procedure, establishes how the organization pursues the D&I objective of impartiality. Performance management involves setting individual behavioral and performance expectations and holding people to account for achieving them.

Impartiality must be present when defining and evaluating performances.

The rotation planning process pursues the D&I objective of impartiality. In this phase of human resources management, the human resources manager leads certain people to occupy crucial roles with high responsibility in the organization and in the D&I system such as:

  • Responsible for Communication Manager
  • Responsible human resources
  • Administration manager
  • Recruiting manager
  • Production manager
  • Head of MarketingProcurement manager

The workforce mobility process is connected to the D&I objective of accountability. This mobility concerns the transfer of personnel from the current workplace to other workplaces for missions, projects.

The workforce planning process allows the organization to pursue the D&I objective of representativeness.

The organization that identifies the demand and supply of the current and future workforce undertakes workforce planning that allows it to balance its composition taking into account the demographic data and the distribution of internal power through the assignment of roles.

Mockup-Label-30415

They also regulate the measurements to which ISO 30415 gives great importance.

Statistically, they summarize position and dispersion data essential for evaluating D&I results such as:

  • The statistical distribution of gender, ethnicity, age and spirituality characteristics
  • The statistical distribution of roles and salaries (gross annual)
  • The statistical distribution of advancements in the hiring and onboarding phase
  • The general performance framework and the individual performance frameworks

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