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HR records encompass a wide range of data relating to individuals working in an organisation, which may be stored in a variety of media, such as computer database or paper files. There and advantages and disadvantages to both media

Ultimately the type of data HR collects depends on the business needs and industry. In order for HR to present relevant data they must have a clear understanding of the organisational plan and senior management must provide some insight as to what information they need.

The report will discuss the CIPD HR Profession Map and how the framework and standards within it define a HR professional. The professional areas, the bands and the behaviours will be outlined and the two core professional areas as well as two behaviours will be evaluated to explain how they uphold the concept of ‘HR Professionalism.’ Examples from the knowledge and activities in band 2 will be used in support.

| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)

There are various legislative acts and regulations that instruct on how we are to record and store HR data, I will briefly summarise 2 of them.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.

Below you will find an overview of some of the data that the HR function within British Gas Business collects. Within this report I will identify two reasons why British Gas Business needs to collect HR data, and the current methods in which we store the data. I will also briefly touch upon some key legislation which if compliant, will reduce any financial or legal risks to the organisation.

Both quantitative and qualitative data was collected from the survey. Using the quantitative data the Human Resource Manager Debbie Horner posed questions that varied from the numbers one through five. One was the worst rating and five was the best. Utilizing this data the human resource manager was enabled to gain a more clear

3. Why is job analysis often referred to as the “corner stone” of HR activities? (2 Marks)

The map has a form of a cycle and consists of 10 professional areas and 8 behaviours which are hierarchically split in 4 bands of professional competence. The behaviours are positioned on the edge of the cycle (map) and describe the way HR professionals should carry out their day-to-day activities. Professional areas of the map are built of 2 core areas and 8 professional areas. Insights, Strategy and Solutions and Leading HR are positioned in the middle of the map. They represent core areas of HR profession that are vital to all HR professionals. Manny CIPD reports showed that success of HR professionals depends on their capability to understand business of organisation in general (mission, vision, strategy and context of the industry) and their competence to lead (leading themselves, others and leading issues).

HRIM databases can be beneficial for top management development of business strategies. He gives an overview of database entries of an HRIM system. Items range from “address specifications” over “educational degree” and “pay change reason” to “performance increase in %” and specific skill functions. As an advantage entries can be used to forecast average labor costs and supply of internal human resources. But an integrated and intranet based HRIM system has advantages for almost every section of employee in an organization. HRIM systems can give rights to specific user groups with a certain job position. As a health and safety manager for instance you can access and analyses with the help of statistics an increase or decrease in injuries. Tasks can be more accurately assigned to people with the right skills which in turn improves the efficiency of workflow and the job satisfaction since employees do not have to work in a field they are not specialists in (Stone, 2008).

The Human Resources Information System, “is a framework that gives you a chance to stay informed concerning every one of your workers and data about them. It is generally done in a database or, in a progression of between related databases” (Human Resource Information Systems, n.d.). It’s very important for an HR director to be knowledgeable of this information, because maintaining a business will produce a ton of data, both identified with the business and identified with your representatives. You should have the capacity to outfit and secure this data in a framework for several distinct reasons. First and foremost, you don 't need classified data about your association or workers getting into the wrong hands. Also, a human asset data programming (HRIS) framework is a savvy decision on the grounds that it will diminish the measure of paper produced, arrange your information, streamline procedures, and help your organization 's primary concern. (Human Resource Information Systems, n.d.)

HR Functions are important to an organisation it helps to increase employee performance to their highest level according to their role.

"This presents an interesting dilemma: The asset which is most important is the least understood, least prone to measurement, and, hence least susceptible to management." He goes on to commend the co-authors of The HR Scorecard for three specific contributions: their development of causal models which illustrate the relationship of HR value drivers with business outcomes and thereby take the Balanced Scorecard to the next level of sophistication; their research on the drivers of highperformance organizations to provide a framework to decision-makers with which to formulate and implement strategies for human capital growth; and finally, their insights into the competencies required by HR professionals, competencies which can enabler an organization to deliver on the promise of its measurement system. In essence, the co-authors of The HR Scorecard identify and explain linkages - indeed the interdependence -- between and among people, strategy, and performance. Only by understanding these linkages and their independence can decision-makers in any organization (regardless of size or nature) accurately measure the nature, value, and impact of human capital on the bottom line. Moreover, decision-makers can then make much more accurate measurement of each individual in