Abstract
This chapter defines administration and payroll as a fundamental and necessary piece of basic human resources and HR process design. This section is designed to help both the learner and practitioner understand how each step of a process or procedure comes together into a larger systematic process with multiple connections, interactions, and typically many stakeholders. The stakeholders in the process can either be upstream or downstream. This section helps to highlight for the reader how even the simplest process has many steps and the potential for many unintended consequences if not planned correctly.
Involving the key stakeholders in the development and implementation of the process helps to ensure that all relevant information is shared appropriately with each key stakeholder who may need it. This chapter also shares the perspectives of many stakeholders and helps the learner to understand and see the impact an effective human resource organization can have on the business. This chapter is divided into multiple sections. The sections of this topical chapter include “Repeatability and Sustainability”; this section discusses the importance of building repeatable and sustainable work practices and processes. Every business process designed and developed should be repeatable and able to be sustained over time. This point is particularly true when an individual involved in the process leaves the organization or takes on a different responsibility. If a single person is removed from the process, the expected output from that process should not stop as well. The step or responsibility should be taken over by a new person or automated, thus ensuring the process can be sustained. The next section is “Process Mapping” followed by a guide for building a successful work instruction.
Similar content being viewed by others
References
Block P (2000) Flawless consulting: a guide to getting your expertise used. Jossey-Bass/Pfeiffer, San Francisco
Brook Q (2009) Six sigma and minitab – a complete toolbox guide for all six sigma practitioners. QSB Consulting Ltd, Hampshire
George ML, Rowlands D, Price M, Maxey J (2005) The lean six sigma pocket tool book. McGraw-Hill, New York
Goldratt EM (2004) The goal: a process of ongoing improvement. The North River Press Publishing Corporation, Great Barrington
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Appendices
Appendix
Revision history
Version | Publication date | Description |
---|---|---|
1.0 | May 8, 2006 | First draft review document |
2.0 | May 10, 2006 | Final review document |
This work is confidential and a property of Company XYZ. It is not to be disclosed to anyone not authorized to have it and to be disclosed outside of Company XYZ without appropriate authorization from Division X Human Resources.
Introduction
In an effort to document, map, improve, and communicate this process to the Division X community so that the process is followed in a consistent manner, an in-depth review of the new hire process is necessary.
Issue/Opportunity Summary
Within this documentation, you will find the discussed documentation for the new hire orientation process. Please take the opportunity to review this documentation and make any updates or changes you feel more accurately address the new hire orientation process. Any updates and changes will be discussed and addressed during our next session.
Participants
Attendees to at least one of the focus sessions:
Participant name | Functional area | |
---|---|---|
John Sample | Quality services | JohnSample@company.com |
Fred Expert | Tool and die | FredExpert@company.com |
Michael Manager | 5-3/4 line/paint line 2 | MichaelManager@company.com |
Jason Linelead | Small parts stampings/custom | JasonLinelead@company.com |
Curtis Helper | Building 17 – purple cell | CurtisHelper@company.com |
The team/group was assisted by the following HR staff:
Name | Functional area | |
---|---|---|
Charles Facilitator | Human resources | CharlesFacilitator@company.com |
Session Objectives
The objective of this session is to help the organization develop a robust and value-added orientation process and to shorten the learning curve for new team leaders and help them be more effective in their day-to-day activities.
Scope of Process
The process begins with:
-
The candidate is made an offer of employment with the company.
The process ends with:
-
The new team leader has the tools he/she needs to be successful in his/her role.
Current Issues Identified
Identified issues detail any problems or shortfalls in the current process. The purpose of this area is to identify areas that are currently an issue.
No structure | Done on the fly |
---|---|
Two to three weeks to get setup with e-mail, phone, and systems | No checklist |
Not consistent | Benefits need to be explained in more detail |
Recommendations for Improvement
Consistency | Structure |
---|---|
Have an agenda and stick to it | Plant tour |
Label areas in the plant | Product training along with definitions and meanings of commonly used terms, i.e., jams, backbends, etc. |
Job shadowing | More content |
Checklist | Be able to work on the line |
More detailed safety training | Contract training (like the lunch and learn sessions) |
Opportunity to give feedback (fill out a survey at the end of orientation where suggestions can be made) | Length of orientation should be between 2 and 4 weeks |
InterFlex training | Explanation of benefits |
Plant tour |
Section I
Scope
-
Our process begins with:
-
The candidate is made an offer of employment with the company.
-
-
Our process ends with:
-
The new team leader has the tools he/she needs to be successful in his/her role.
-
Session Objectives
-
Document and map current process.
-
Identify shortcomings of the current process.
-
Update and document revised process.
-
Develop action plan.
Barriers
A barrier is a condition that may prevent us from achieving our stated goals.
Session Deliverables
What do we hope to accomplish as a result of this session?
-
Brainstorming discussion documented
-
Action plan developed/revised process
Brief History of Circumstance
History of how circumstances progressed
The current new hire orientation process is not conducted consistently.
Recommended and Needed/Required Training
Product knowledge training | Conflict resolution |
Job-specific training | Formal structured InterFlex training |
Formal detailed safety training | Collective bargaining agreement (like the lunch and learn sessions) |
Sexual harassment | Need updated team leader training guide (electronic, disk, and on G:/drive) |
Nice to Have Training
Career development |
Materials Necessary
Items or materials needed to help implement the process or which should be included in the policy/procedure:
Orientation presentation included in package | Benefit presentation included in package |
Code of conduct | Orientation on Company XYZ University |
Corporate card information | Globe smart information |
Harassment policy | Information on business cards |
Summary of benefit plan expenses |
Action Plan
What actions will be taken to improve the situation and achieve the objectives? What needs to be done first? Who will do what and when?
Who will be responsible? | What action will be taken? | Target date |
---|---|---|
C. Example | Document session findings and e-mail to participants | May 8, 2006 |
Participants | Review documents, make changes, and e-mail back | May 11, 2006 |
C. Example | Update documents and add process flow and checklist | May 15, 2006 |
C. Example | Review new process and documents with HR staff | TBD |
Survey results attached:
Hard copies of the results can be obtained from human resources.
Attachments:
Rights and permissions
Copyright information
© 2015 Springer-Verlag Berlin Heidelberg
About this entry
Cite this entry
Hughley, C.W., Hughley, M. (2015). Administration and Payroll: Essentials of Human Resource Process Management. In: Zeuch, M. (eds) Handbook of Human Resources Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-40933-2_137-1
Download citation
DOI: https://doi.org/10.1007/978-3-642-40933-2_137-1
Received:
Accepted:
Published:
Publisher Name: Springer, Berlin, Heidelberg
Online ISBN: 978-3-642-40933-2
eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences