University HR Data Report: Recording, Analyzing, and Using Information

This report addresses the collection, storage, and utilization of Human Resource (HR) data within an organization. The report begins with a briefing note that explores the importance of HR data collection, including meeting legal requirements and managing employee absence. It details various types of data collected, such as working hours, tax information, disciplinary actions, and contractual agreements, and explains how this data supports HR practices. The report also describes manual and electronic data storage methods, outlining their respective benefits, and references essential UK legislation like the Data Protection Act and the Freedom of Information Act. Following the briefing note, the report presents an analysis of contractor hiring data within an organization, from January to December 2019. It identifies hiring patterns, trends, and their causes, such as project demands and seasonal peaks. The findings highlight the impact of budget constraints and project timelines on contractor hiring, offering insights into decision-making processes related to HR and workforce planning. The report concludes by emphasizing the significance of HR data collection for informed decision-making and organizational growth.

Running head: HUMAN RESOURCE INFORMATION
HUMAN RESOURCE INFORMATION
Name of the Student
Name of the University
Author Note

1HUMAN RESOURCE INFORMATION
Table of Contents
Response to activity 1:.....................................................................................................................2
Response to activity 2:.....................................................................................................................4
References........................................................................................................................................6

2HUMAN RESOURCE INFORMATION
Response to activity 1:
There are several kinds of reasons why it becomes important for the organization for
collecting the data of HR. One which forms the meeting of the legal requirements.1 As it is
known that according to all the organizations irrespective of either they are small or large in size
should maintain records of certain kinds of information like that of recording of working hours
of the employees for the aim of meeting all the requirements of the act of Working Time
Regulations 1998 along with the rates of payment for ensuring the act of Minimum Wage 1998
are being satisfied.
This also involves the detailed information of tax as well as the national insurance.
Recording of certain kinds of personal data in turn helps in enabling the employers for the aim of
monitoring of the compliances of legislation. Second one forms the management of absence or
sickness of the employees. This forms one of the major causes of important concern of the
managers as unapproved work absence becomes responsible for numerous kinds of problems
especially to the managers.
This also involves the company in payment of extra costs that are significant. Keeping of
individual records regarding the lateness or the absence of the employees helps the organization
in monitoring the performances of the individuals2. This helps in the identification of the
problematic areas along with taking of essential for resolving these matters.
1 Annex, C. "management: Enabling the strategic use of human resources data for a high-performing civil service."
2 Raguseo, Elisabetta, Luca Gastaldi, and Paolo Neirotti. "Smart work: Supporting employees’ flexibility through
ICT, HR practices and office layout." In Evidence-based HRM: A Global Forum for Empirical Scholarship, vol. 4,
no. 3, pp. 240-256. Emerald Group Publishing Limited, 2016.

3HUMAN RESOURCE INFORMATION
Two types of data which is collected inside the organization comprises of details of any
kind of disciplinary action along with the contractual agreements. Keeping of records of
contractual agreements like that of contractual modifications, rates of payment and total working
hours of the individuals.3 This could help the HR in providing the information of the employees
directly from the Inland Revenues whenever it is requested for ensuring that the organization is
in compliance with several kinds of acts. Keeping records of detailed disciplinary actions helps
HR in making of decisions on the basis of the true facts and helps in managing the records which
was stored earlier.
Two methods of storing of data are manual and electronically recording data. Manual
data storing is traditional procedure where data gets manually recorded in a paper file for every
single employee. Technical issues would not be experienced like system crashing. Storing data
electronically increments the flexibility of the availability of information and could be accessed
by a single click.
Two important items of legislation of UK comprises of Data Protection Act and Freedom
of Information Act. The first act is accountable for controlling the procedure by which personal
information is utilized by the government and the organizations. Strict rules must be adhered by
them for utilizing those data4. The other act provides the right for requesting any recorded
information on any topic by any organization of the public sector. The request could be made by
anybody and are handled under several regulations and this is done on the basis of the
information which has already been requested.
3 Zhong, Lifeng, Sandy J. Wayne, and Robert C. Liden. "Job engagement, perceived organizational support, high‐
performance human resource practices, and cultural value orientations: A cross‐level investigation." Journal of
Organizational Behavior 37, no. 6 (2016): 823-844.
4 Rees, Gary, and Paul Smith, eds. Strategic human resource management: An international perspective. Sage, 2017.

4HUMAN RESOURCE INFORMATION
Response to activity 2:
The HR area which has been selected for the aim of investigation forms the total number
of contractors who have been hired over a time period of one year by the organization where I
work. I would be looking towards the statistics right from January to December of 2019 for the
identification of the patterns, trends along with its causes. 5 According to the findings made by
me, a total number of one thousand fifty-five fresh contracts were hired between January to
December of the same year. Most of the new contractors were hired because of winning of bids
by the organization along with taking of higher of volumes of new and advanced projects.
Figure 1: Graph showcasing number of hired contractors5.
This in turn incremented the demand of the organization itself regarding hiring of the new
and fresh talents. In addition to this, it was also identified that most of the contractors got hired in
the month of July which is referred to as the peak season of this organization6. This was the main
5 Allouzi, Hala Mohammad Eid, Akin Marsap, and Antje Britta. "Increasing the Organizational Performance with
Flexible and Sustainable Human Resouce Management for Innovative Organizations “A Case Study."
6 Sattar, T., Ahmad, K. and Hassan, S.M., 2015. Role of human resource practices in employee performance and job
satisfaction with mediating effect of employee engagement. Pakistan Economic and Social Review, pp.81-96.

5HUMAN RESOURCE INFORMATION
reason for hiring higher number of contractors for carrying out of all the activities related to
those particular projects.
Figure 2: Statistics of hiring of contractors6.
This month is an appropriate time for the permanent employees as well as annual leaves
could easily be taken by them as it is also the online time for the summer vacations. So, a huge
number of contractors were hired at that point of time for the aim of avoidance of any kind of
disruptions among the services which are and would be provided by the organizations.
My findings additionally focused on the identification which comprises of hiring of least
number of contractors during the month of February which was not a peak season of this

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organization.7 The reason behind this scenario constitutes of several kinds of constraints of the
financial budget with occurrence of a temporary band where management was ordered for
disapproval of all the request which were made by the contractors for hiring them.
Figure 3: No of contractors hired from 2015 to 20197.
7 Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education, 2017.

7HUMAN RESOURCE INFORMATION
The procedure of hiring of the contactors for carrying out several kinds of activities
which are related with the projects seems very much consistent over the remaining months of the
peak season of the organization. The other reason behind this forms the taking up of several new
projects by the organization through different kinds of lines of service8. This particular report
helped me in the identification of the reasons for the occurrence of peak as well through seasons
within the organization.
These factors helps the HR in enabling of the processes of making of decisions regarding
whether new contractors should be hired by them or not. In addition to this, the HR develops a
clear vision regarding how many new contractors should be hired for the growth of the company
and carrying out of the projects which are constantly coming into the way of this particular
organization. Hence, the collection of the HR data by the organization forms an essential factor
with respect to the individual working in the organization.
8 Stewart, Greg L., and Kenneth G. Brown. Human resource management. Wiley, 2019.

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References
Allouzi, Hala Mohammad Eid, Akin Marsap, and Antje Britta. "Increasing the Organizational
Performance with Flexible and Sustainable Human Resouce Management for Innovative
Organizations “A Case Study."
Annex, C. "management: Enabling the strategic use of human resources data for a high-
performing civil service."
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education, 2017.
Raguseo, Elisabetta, Luca Gastaldi, and Paolo Neirotti. "Smart work: Supporting employees’
flexibility through ICT, HR practices and office layout." In Evidence-based HRM: A Global
Forum for Empirical Scholarship, vol. 4, no. 3, pp. 240-256. Emerald Group Publishing Limited,
2016.
Rees, Gary, and Paul Smith, eds. Strategic human resource management: An international
perspective. Sage, 2017.
Sattar, T., Ahmad, K. and Hassan, S.M., 2015. Role of human resource practices in employee
performance and job satisfaction with mediating effect of employee engagement. Pakistan
Economic and Social Review, pp.81-96.
Stewart, Greg L., and Kenneth G. Brown. Human resource management. Wiley, 2019.
Zhong, Lifeng, Sandy J. Wayne, and Robert C. Liden. "Job engagement, perceived
organizational support, high‐performance human resource practices, and cultural value
orientations: A cross‐level investigation." Journal of Organizational Behavior 37, no. 6 (2016):
823-844.