Administration and Payroll: Essentials of Human Resource Process Management

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.

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	E-mail
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	E-mail
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: