HR Data Collection, Storage, and Legal Considerations Report

This report examines the importance of workforce data collection within organizations, focusing on its impact on human resource (HR) decisions. It details various data collection methods such as observation, interviews, checklists, and diary methods, highlighting their advantages and disadvantages. The report emphasizes the reasons for data collection, including employee details, work performance analysis, and behavioral insights, and discusses both electronic and manual data storage systems, along with their respective pros and cons. It also references the Kazakhstan Act on Disclosure and Confidentiality of Personal Information, outlining legal requirements for processing employee data. The report concludes with recommendations for valuing human capital, pairing employees for improved performance, and strategic staffing during organizational changes. References from various sources are provided to support the analysis.

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ORGANIZATIONAL DATA COLLECTION
INTRODUCTION
Workforce is an essential part of any organization and in order for any organization to work
efficiently and produce expected out comes then the proper workforce should be put into place.
Understanding the relationship between the individuals and the organization and the impact they
have is vital to the working of the same organization. People or rather the skill and knowledge
they possess is key to the functioning of any organization, with roper understanding the right
workforce is put into place to achieve the goals intended for the organization.
This report looks at data collection on organizational level and its impact on decisions made by
Human Resource (HR), how data is sourced and used, storage and a legal outlook of the same. It
briefly describes the structuring of an organization based on the workforce data collected and the
impact it may have on the restructuring of the organization
Collection and Recording of HR data
Data is very important and its collection is done in various different ways, in HR, data collection
is done in the following ways:
Observation
In this instance the analyst observes a job holder at work, records what and how he/she
does his/her work and the time factor in each task. (Zheltoukhova and Baczor 2015) On the
positive this method is accurate and simple on the other hand it might be considered as time
consuming and in cases where the work done is more mental than physical then observation

would not work. This method would therefore be efficient in analyzing repetitive and short cycle
jobs.
Interview
In this method information is solicited from the worker or a supervisor concerning the
work done and the degree of importance is weighed on each response. This method is time
consuming especially if the interview is to be conducted on two or more employees doing the
same kind of job. Bias is also a huge part of this method on both the employee and analyst as it
affects the accuracy and objectivity of data obtained and depends on the ability of the worker to
give meaningful responses.
Checklist
A checklist is a kind of a questionnaire but contains more yes or no answers. It can be
taken by up to 100 activities and persons only respond to tasks that include their jobs. This
method is useful in large firms with huge labor force it is however very costly.
Diary Method
Requires the job holder to record every single activity of each day, when done faithfully
it gives accurate data and reduces errors brought about by memory lapses. It is time consuming
since it stretches through a period of considerable time and is therefore not used a lot.
Reasons for collection of data
There are several reason why such data is collected by HR. these reasons are
 to provide the organization with information to make decisions
 to keep contact details of employees

 to provide documentation in the event of a claim against the organization
 for due diligence in the event of a business transfer.
However, there are two main reasons that is to keep details of the employees which is the
simplest most important reason for both legal and organizational reasons and documentations
and also helps the organization to make decisions, access to accurate and factual information that
can be used to influence decisions is a vital factor in the ability to achieve set goals. Say for
example a new branch needs to be opened in a new town and workforce is needed first and
importantly the organization looks within to find the kind of personnel that’s needed to kick the
new branch off to a good start. (PLSA,2015)
Personal employee information collected is really important to any organization as it gives the
human resource department a deepen outlook of the individual working and also contacts
information in case of any accidents or legal tussle. Data collected on the way work is done and
the time used to complete given tasks helps HR to know which personnel to retain and which to
terminate. (Vidal-salazar, et al, 2012) Behavioral data gives the department a clear outlook on
which personnel are the go to people incase huge decisions are to be made. Employee count data
ensures that the organization only has just enough employees that it can cater for and maintain at
any particular time.
There are two type of data recording and storage namely electronic and manual. While some
business prefer manual record keeping systems most use electronic record keeping system
making it easier to keep information generate reports and meet legal requirements. Both manual
and electronic systems have advantages and limitations. While electronic is easy, efficient an
automatic, it is however very costly and requires skilled personnel. On the other hand, manual

proves to be cheap easily correctable it is also easily corruptible and can be essentially lost. Both
systems are very important if the intended purpose is to be reached.
According to the Kazakhstan act on Disclosure and Confidentiality of Personal Information,
Processing of personal data of the employee shall mean receiving, storing and transmitting of the
personal data of the employee.
During processing of this data, the employer shall observe the following 2 requirements among
others:
1) processing of personal data of the employee shall be carried out for the purpose of ensuring
observance of the laws and other regulatory and legal acts, assisting employees in job placement,
training and career advancement, and ensuring personal protection of employees;
2) the volume and the content of the employee’s personal data processed shall be determined in
accordance with the Constitution of the Republic of Kazakhstan
RECOMMENDATIONS
According to Thomas appreciation of human capital otherwise referred to as work force from
knowledge and instead on individuals as human capital looking at value adding to the
organization is key to success within an organization. Taking such a step would ensure that the
entire workforce has an important role to play.
Over-performing employees should be paired with the otherwise underperforming ones to boost
the working of both and challenge the later to put in more effort in the providing of services and
tasks set forth.

Finally, in the event an organization needing to shift to a new town then the new staff should
take up junior roles while the old employees from the mother branch to take managerial posts
and oversee the running for a period of time stipulated.

References
https://shieldgeo.com/kazakhstan-employer-of-record-overview/
PLSA [PENSIONS AND LIFETIME SAVINGS ASSOCIATION]. (2015) Where is the
workforce in corporate reporting? Available at:
http://www.plsa.co.uk/PolicyandResearch/DocumentLibrary/~/media/Policy/Documents/0439-
Where-is-the-workforce-in-corporate-reporting-An-NAPF-discussion-paper.pdf
THOMAS, H., SMITH, R.R. and DIEZ, F. (2013) Human capital and global business strategy.
New York: Cambridge University Press.
VIDAL-SALAZAR, M., HURTARDO- TORRES, N. and MATHIS-RECHE, F. (2012) Training
as a generator of employee capabilities. International Journal of Human Resource Management.
Vol 23, No 13. pp2680–97.
ZHELTOUKHOVA, K. and BACZOR, L. (2015) From best to good practice HR: developing
principles for the profession. London: Chartered Institute of Personnel and Development.
Available at: https://www.cipd.co.uk/knowledge/strategy/hr/good-practice-report