TABLE OF CONTENTS 9.1 This chapter will pull together the key points from earlier chapters and summarise the way forward for Human Resources professionals to identify and assess Human Resources risks.
9.2 The theme of this book has been that, where Human Resources professionals operate at a strategic level, they are ideally placed to make a significant and effective contribution to organisation-wide risk management. Risk management succeeds or fails depending on altering employees perceptions, attitudes, behaviour and performance with regard to risk. Success will depend on effective training, performance management, reward and sanction systems and developing work practices and procedures that limit human error, increase job satisfaction and reduce stress. The above mechanisms are cross-functional and interrelated, hence the need for involvement, at the strategic level, of a Human Resources professional with a cross-functional remit.
9.3 In Chapter 2 we have seen that risk management should be seen as a core competency and a key responsibility of Human Resources functions. However, Human Resources professionals do not always perceive this as a positive obligation and emphasis is placed in this chapter on the need to change mindsets.
9.4 One way to think about people risk or human capital risk is to view it as being made up of three aspects compliance, productivity and growth which can incorporate a variety of areas. The challenge for the Human Resources professional is to decide which of the many potential human capital risk areas to address. One useful approach...
