Recording, Analysing and Using HR Information: Data Analysis Report

This report, submitted by an ICS Learn student, analyzes the collection, storage, and utilization of Human Resource (HR) data. It begins with a briefing note requested by a new HR Director, addressing the organization's approach to HR data. The note covers the reasons for data collection, various data types and their support for HR practices, and the methods of data storage, including digital and hard copy formats, along with their respective benefits and drawbacks. The report emphasizes the importance of data protection and includes a discussion of UK legislation, specifically focusing on the General Data Protection Regulation (GDPR) and its eight principles, highlighting the implications for HR practices and data storage. Activity 2 involves analyzing data to assist decision-making within a specific HR area, presenting findings in a structured report that includes an introduction, data analysis and interpretation, and actionable recommendations. The report emphasizes data security, employee rights, and the importance of compliance with data protection laws. It considers topics like consent, data retention, and the role of a Data Protection Officer.

Centre name: ICS Learn
Candidate name: Ilona Brzezicka
CIPD Membership
Number:
48770175 ICS student
number:
21031428
Qualification title: Foundation Human Resource Practice
Unit title(s): Recording, Analysing and Using
Human Resource Information
Unit code(s):
Assessment number
*Online Class Date 30/10/2018 *Tutor Name Carol
Margerrison
* Not required when submitting a Formative assessment
Please Note - You cannot submit your assignment until you have attended
your Online Classroom – all details must be filled in above before your work
will be marked.
1st Submission Date 21.02.2019 Word Count 1022
2nd Submission Date Word Count
Candidate declaration:
‘I confirm that the work/evidence presented for assessment is my own unaided work.’

I have read the assessment regulations and understand that if I am found to have ‘copied’
from published work without acknowledgement, or from other candidate’s work, this may be
regarded as plagiarism which is an offence against the assessment regulations and leads to
failure in the relevant unit and formal disciplinary action.
I agree to this work being subjected to scrutiny by textual analysis software if required.
I understand that my work may be used for future academic/quality assurance purposes in
accordance with the provisions of the General Data Protection Regulation 2018.
I understand that the work/evidence submitted for assessment may not be returned to me and
that I have retained a copy for my records.
I understand that until such time as the assessment grade has been ratified by internal and
external quality assurance verifiers it is not final.
3RAI F203A HR
CIPD Assessment Activity Template
Title of unit/s Recording, Analysing and Using Human Resources Information

Unit No/s 3RAI
Level 3
Credit value 2
Assessment method Written
Expiry date September 2020
Learning outcomes:
Understand what data needs to be collected to support HR practices.
Know how HR data should be recorded and stored.
Be able to analyse HR information and present findings to inform decision-making.
Both activities should be completed.
Activity 1
You have a new HR Director, they have requested that you review the
organisation’s approach to collecting, storing and using HR data and produce
a briefing note on your findings. Within your note, you should cover the
following:
Assessment
Criteria

At least two reasons why the organisation needs to collect HR data.
At least two types of data that is collected within the organisation and how
each supports HR practices.
A description of at least two methods of storing records and the benefits of
each.
A statement of at least two essential items of UK legislation relating to the
recording, storage and accessibility of HR data.
Activity 2
Using your own organisation information or the CIPD Survey Reports
https://www.cipd.co.uk/knowledge/hr-learn-develop-database to identify a
specific area of data. Analyse the data and present your findings in a way that
will assist an aspect of decision making in the area of data selected. Your
analysis should be presented in a report covering:
An introduction to the HR area being investigated.
An explanation of how you analysed and interpreted the data.
Your findings, presented so that they enable decision making.
1.1
1.2
2.1
2.2
3.1
3.2
Evidence to be produced
Activity 1

Briefing note of approximately 500 words.
Activity 2
Report of approximately 500 words.
Activity 1:
Digital and magnetic forms of storage are at risk of becoming obsolete and/or
redundant. Paper documents have a shelf life of around 200 years when
correctly stored. Digital and magnetic means of storage rely on external devices
in order to retrieve their content. We’ve already seen the death of the floppy
disc, microfilm, and cassette tape. In another forty years who knows what may
happen! If you plan to store documents for a period greater than thirty-five years
know you run the risk of never retrieving the data due to lack of available
rendering equipment.
You may be able to convert one electronic or magnet form of data into another
(e.g. cassette to digital) but note you risk losing some of the quality of that data
in the process.
Hard copy wins where authenticity is important. If the document concerned is a
will or relates to land ownership you may legally be required to maintain
documents in a hard copy format. There are some benefits of the hard copy data
storage in the form of long term storage where the digital and magnetic data
storage will be obsolete. Moreover, the safety and security of the hard copy data
storage is also better than the digital data storage as the documents are
vulnerable to theft in digitisation. In addition to this, the complexity of the digital
data storage can jeopardize the data storing process. Therefore, Hill et al. (2016)
argued that the traditional data storage process is seemed to be an effective
measure for the HR to store data in a simple manner.
Electronic documents are at a greater vulnerability to fraud than their hard copy
equivalents. Any document requiring physical signature clearly must be retained
in hard copy format, even if you choose to create a digital duplicate. Contracts of
sale or employment or immigration are typical examples of signed documents
requiring hard copy formats.
When you scan a paper document containing a signature the evidential value of
that document decreases.
When you create a digital version of a paper document be sure to take care
when scanning.

Electronic documents are unarguably more vulnerable to theft than their paper
equivalents.
If you store electronic documents on any form of network connected to the
Internet at least know somebody sat in another part of the world could gain
access to their contents. This is not the case with hard copy equivalents!
Although all documents are at risk of theft electronic documents are clearly at a
higher risk than paper equivalents.
The Eight Principles of Data Protection
 Lawfulness, fairness.
 Purpose limitation.
 Data minimisation.
 Accuracy.
 Storage limitation.
 Integrity and confidentiality (security)
 Accountability.
 Not be transferred outside the EEA
Fair and lawful
The organisation must have legitimate grounds for collecting the data and it
must not have a negative effect on the person or be used in a way they wouldn’t
expect. Organisations are required to provide full transparency about how they
wish to use the data, as well as ensure their data is only used in ways customers
would expect. Detailing precisely what a consumer’s information is being used
for allows them to make an informed decision as to whether to share certain
pieces of personal information. Data Protection Act 2018 is responsible to
influence the General Data Protection Regulation (GDPR). It emphasises on the
use of data in a specific and explicit purpose and maintaining a transparent
measure while dealing with storing data. In this regard, the Data Retention Policy
of the UK government is also essential to secure the data and use it ethically
(Gov.uk., 2019). The General Data Protection Regulation is enacted from 25th,
2018 with the sole purpose to use the data and information with good purpose in
compliance with GDPR and the DPA 2018.
Under GDPR, conducting criminal record checks on employees must be justified
by law. For example, a Government Department is far more likely to be
permitted to carry out such checks on their Staff than a restaurant hiring kitchen
staff. The 8 principles of GDPR is also played a pivotal role in order to bring
efficacy into the data protection process. For instance, lawfulness, fairness,

purpose limitation and integrity and confidentiality are considered to be the
mainstay of Data Protection Act 2018 and the General Data protection
Regulation (GDPR). It is important for an HR to deal with the principles and
understand the efficacy of using the data wisely.
Purpose Limitation
Organisations must be open about their reasons for obtaining personal data and
what they plan to use it for. They should only use the personal data for the
purpose they originally said it would be used for. This means that a company
should not use the data to market other companies to their customers unless the
individual has agreed to it. For example, if a local store starts selling children’s
bikes, it is probably fine for them to market the bikes to existing customers.
However, unless they have agreed, the store cannot use their customers’ details
to promote other companies. They also shouldn’t pass customers’ details onto
third parties unless they have already consented.
Integrity and confidentiality (security)
A proper physical and technical security system must be used to keep personal
information safe and secure, and not be exposed to undue security risks. It is
advisable to provide training for staff in your organisation on data protection and
cyber security. Further, your information security system should be relevant to
the nature of your business and the data you hold on your customers. For
example, a bank should have a higher information security system than a local
book store. This is because the potential repercussions of a data breach stand to
be much higher than for the book store.
Companies that process over 5,000 personal records per year and employ over
250 employees are now required to appoint a Data Protection Officer, or DPO.
The DPO is responsible for everything related to keeping personal data secure
and cannot be easily replaced. Appointing someone in this position means
personal data can be kept safe and secure more easily, with customer and
employee rights being respected according to GDPR.

Activity 2
Overall, employees already have many existing rights when it comes to
their data stored by their employer. The advent of GDPR expands these
rights, introduces some new ones and increases the penalties for
employers who fail to comply.
Employees have the following rights under data regulations:
• the right to be informed, which encompasses the obligation on
employers to provide transparency as to how personal data will be used;
• the right of access to the data that you hold on them;
• the right to rectify data that is inaccurate or incomplete;
• the right to delete data you hold on them;
• the right to block or suppress processing of personal data, under
certain circumstances;
• the right to data portability which allows employees to obtain and
reuse their personal data for their own purposes across different services,
again under certain circumstances.
Most of these rights have been in place since the Data Protection Directive
came into force in 1995, so they should not pose a significant challenge
for HR leaders, even if it is implemented slightly differently in the
respective local member state laws.
These rights aside, a key challenge is the issue of consent. When it comes
to EU citizens, consumer’s consent – if no other legal permission exists – is
everything, and you cannot hold data on them without their consent.
When an EU citizen is an employee, then consent is no longer central. A
key factor is that under GDPR, and earlier data protection legislation,
consent has to be freely given. The Information Commissioner in the UK,
for example, has issued guidance saying that the nature of the

relationship between an employer and employee raises the question of
how free this consent can be given. The German legislature has even
defined when consent may be freely given by an employee in its Federal
Data Protection Act. According to that law, consent may be freely given if
it is associated with a legal or economic advantage for the employee or if
the employer and employee are pursuing the same interests.
Furthermore, it’s worth keeping in mind that under GDPR consent can be
withdrawn by the EU citizen at any time, again resulting in issues for
employers.
In an employment situation, basing your right to hold and process data on
the basis of consent is therefore pretty shaky. Many employment
contracts include a clause where the employee consents for their
employer to hold information on them. Contracts should therefore be
reviewed as this is not a sound basis for controlling or processing data.
GDPR, as well as local member state laws, allow for other avenues to hold
and process data beyond consent. However, an employer needs to be
clear right from the start on which basis they intend to hold this
information. Under GDPR, these reasons can include:
• legitimate interest of the employer;
• necessity for the performance of a contract;
• compliance with a legal obligation;
• protecting the vital interests of the data subject or of another
natural person;
• necessity for the performance of a task carried out in the public
interest.
For example, employers have a legal obligation to keep a record of sick
days of employees to facilitate the payment of statutory sick pay. Another
example would be the need to process employees’ bank account details

so that they can be paid. This constitutes a necessity for the performance
of a contract.
However, while there are a range of legal reasons to hold employee data,
the primary one that will likely be used – provided there are no more
specific local member state laws complicating things – is under the
‘legitimate interest of the employer’. That is, that the employer’s
legitimate interest in processing an employee’s data outweighs the
general privacy of the employee.
Legitimate interest has its limits though, and an assessment of
proportionality would need to be undertaken by the employer. Processing
needs to be legitimate, necessary, proportionate, and implemented in the
least intrusive manner possible.
Finally, as with all personal data, employers should have all data held
centrally in a responsible way so that it can comply fully with any data
request from employees and to keep data secure from unauthorised
access.

Abse
nce
Rate
Complai
nt Rate
Resignati
on Rate
Professio
nal
Satisfacti
on
Performan
ce
associate
d
Remunera
tion
Overall
group
Enactmen
t
Existing
Performanc
e
101 50 53 264 20 102
Target
Presentatio
n
100 80 79 95 40 77
Figure: Analysis and elucidation of data of operative scores in
past years
(Source: Tcs.com, 2019)
(Refer to appendix)
The Business did not reflect any explicit mode of endowment of
promotional designs with steady promotion consistent with the suitability
of educations and involvement. The large competitive in work conditions
every now and then posed to cause serious tension within the perceptual
setting of staffs. The tireless tasks substantiated to be risky for the
inexperienced individual and painstaking contestants who flopped to
contend in stride with the hectic timetable. The different forms of
payment structure of the teams along with the “performance” presented
the competitive strategy. The establishment have confidence in the
ultimate features of pooled intelligence instead of positioning on the
distinct values of divergent approach. The modest essence of efficiency
grips extensive measures for recognizing the tangible job of creating
advantages of healthier salaries sand rewards with the scale of

compensation to the personnel. The business contests to indicate the
improved and firmer tactics for the particular entities (Tcs.com, 2019)
In 2017, the organization added around 79,000 staffs with over 387,000
personnel transversely through 130 nations. Women frame 34.7% of the
entire workforce.
The human resource department of TCS has been tracking employee
information on a regular basis. Therefore, developing a strategic
employee turnover plan should be started with the relevant available data
as further employee data are being tracked regularly. Consequently the
author will require encompassing the employee attributes in the data set.
It is essential to be conscious of the employment status of each individual
member in the establishment (Gupta, 2013).
The gap amongst the provision of administrative purposes and planned
HR accountabilities requires to be addressed in demand for directors to
transport outcomes to the Panel. When HR administrators can evaluate
the workforce modifications desirable by the industry, secure and mature
the talent required enhancing the staff, and precisely measure the grades,
their true worth can be documented (Krishna & Bhaskar, 2011).
Critical Assessment (Business Objectives scores as designed:
2019-2020)
Commercial Economic
Manageme
nt
Make
provisions
Longstandi
ng
Investment
policy
Time
Setting
2019
6
2020
8
2019
6
2020
7
2019
6
2020
8
Spectator Products Dealings Brand

The Value
System
plus
Facilities
Appearance
Time
Setting
2019
7
2020
8
2019
6
2020
8
2019
6
2020
7
In-house
Procedure
Client
Manageme
nt
Innovation Functioning
Superiority
2019 2020 2019 2020 2019 2020
6 7 6 8 6 8
Learning
and
Developme
nt
Personal
advanceme
nt
Skills
Time limit 2019
6
2020
7
2019
6
2020
7
(Source: Formed by author in line with Hofer’s model)
The critical assessment refers to the viewpoints of economic success,
client relations , the core expansion headed for accomplishment of
objectives with the continued efforts to improve the talents and ensure
firm drift of events to stretch the physical pursuits (Tcs.com, 2019)
.
Teaching and Communication Policies
Setting targets, designating the schedules for performances, as well as linking them with the scope
of incentives.
Fix the mark for each purposes and re organize the rights and assets with innovative method to touch
the ultimate aims
Transport the appraisals on the evaluations of the presentation and attain awareness of

Figure: Balanced marks and purposes
(Source: Tcs.com, 2019
References
Aggarwal, N. & Kapoor, M., (2012). Human resource information systems (HRIS)-Its role
and importance in business competitiveness. Gian Jyoti E-Journal, 1(2), pp.1-13.
http://gjimt.com/N14.pdf
Gov.uk. (2019). Data protection. Retrieved 18 July 2019, from https://www.gov.uk/data-
protection
Gupta, B., (2013). Human resource information system (HRIS): Important element of current
scenario. IOSR Journal of Business and Management, 13(6), pp.41-46.
https://scholar.google.co.in/scholar?
hl=en&as_sdt=0%2C5&as_ylo=2010&q=HRIS+storage&btnG=
Hill, J., Mulholland, G., Persson, K., Seshadri, R., Wolverton, C., & Meredig, B. (2016).
Materials science with large-scale data and informatics: unlocking new
opportunities. Mrs Bulletin, 41(5), 399-409.
Jahan, S.S., (2014). Human resources information system (HRIS): a theoretical
perspective. Journal of Human Resource and Sustainability Studies, 2(02), p.33.
https://file.scirp.org/pdf/JHRSS_2014052208314627.pdf
Joarder, M.H., Sharif, M.Y. & Ahmmed, K., (2011). Mediating Role of Affective
Commitment in HRM Practices and Turnover Intention Relationship: A Study in a
Developing Context. Business & Economics Research Journal, 2(4).
https://pdfs.semanticscholar.org/d2ad/e14e12c353adbf85ca97b1c4bd9b37f87368.pdf
Krishna, C.Y.S. & Bhaskar, S.V., (2011). Assessment of support and benefits of HRIS in
medium-scale textile industries. International Journal of Research in Economics &
Social Sciences, 1(2), pp.48-57.
https://www.researchgate.net/profile/Sirivella_Vijaya_Bhaskar/publication/
265217999_Assessment_Of_Support_And_Benefits_Of_Hris_In_Medium-
Scale_Textile_Industries/links/55796c0308ae75215870ede8.pdf

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Obeidat, B.Y., (2012). The relationship between human resource information system (HRIS)
functions and human resource management (HRM) functionalities. Journal of
Management Research, 4(4), pp.192-211.
https://www.researchgate.net/profile/Bader_Obeidat/publication/276181874_The_Rel
ationship_between_Human_Resource_Information_System_HRIS_Functions_and_H
uman_Resource_Management_HRM_Functionalities/links/
580e371108aef766ef10d009/The-Relationship-between-Human-Resource-
Information-System-HRIS-Functions-and-Human-Resource-Management-HRM-
Functionalities.pdf
Regulation, P., (2018). General data protection regulation. INTOUCH.
https://www.into.ie/ROI/InfoforTeachers/GDPR/Downloads/GDPRSupplement.pdf
Tcs.com, (2015). TCS: IT Services, Consulting And Business Solutions. Retrieved from:
http://www.tcs.com/SiteCollectionDocuments/White%20Papers/PlatformSolutions-
Whitepaper-Designing-Measuring-Human-Capital-Key-Performance-Indicators-
1014-1.pdf
Appendix