TABLE OF CONTENTS 8.11 In general terms there is a need to identify in total where the organisation, the Human Resources function and Human Resources professionals (both professionally and personally) are at risk , arising from the management of the organisation s people risks, and all related aspects.
8.12 As discussed in earlier chapters, Human Resources professionals have the opportunity to influence the organisation at the strategic, tactical and operational levels. However, the credibility of Human Resources is often affected by the internal view of their ability to manage operational-level functions. If Human Resources are unable to get the basics right , then any attempt to get involved at the tactical and strategic levels will be resisted. It is unfortunate that the following statement can still be levelled at some Human Resources functions:
Come back when you have put your payroll, records systems, recruitment and selection process, etc, in order. Then we might be interested in other ideas. In the meantime leave us to get on with running the business.
8.13 In Chapter 2 it was explained that the process of identification, assessment, prioritisation and treatment of people risks should not be different to that used for managing other risks.
8.14 We believe that it is important for Human Resources professionals to be able to demonstrate to the organisation that a systematic and consistent approach has been used. Additionally, where appropriate, we have included the identification of potential risk treatments, as this information...
