http://www.shef.ac.

uk/hr/

Human Resources Department is to develop a culture of excellence,

collaboration, innovation, commitment and respect right across the Company.
The HR team is committed to developing and implementing dynamic and forward-looking HR
strategies to support Our Shared Vision.

We believe that we can only succeed through including all staff, and by creating the right environment
where every person can flourish and is supported to succeed.

We constantly seek to improve how we can add value in what we do and how we do it,
both within the HR team, and across the Company. Our main task is to work along side
with all Heads of Departments to provide and obtain Information, for Operational Support
and Development Strategy plans.

All HR staff work to high professional standards. Most of the team are directly aligned with different
departments, with specifically and specialised functions including;

Trainings

Investors in People (Qualified Awarding Body). Or IVTB.

Investor’s in people or IVTB for, both employees and sub contractors is a national quality
standard that focuses on the importance of staff to the success of any organisation. It provides
a framework of criteria against which organisations can measure their performance. Key areas
relate to organisational planning and evaluation, good management practice, communications,
recognition of contribution and support for staff development.

Employee Wellbeing
The Organization recognises that creating a positive and supportive working environment that is
conducive to staff wellbeing is the responsibility of all of us. We have a number of policies and support
mechanisms in place which promote staff wellbeing.

Line managers have a particular role in ensuring the workplace is a setting that promotes
good health and wellbeing via good management practices, and in identifying and
supporting staff. ( Health & Safety ).
We are committed to the health and well-being of our staff – in mind,
body and spirit.

Healthy environment is holistic approach focusing on the whole person:

the physical, psychological and spiritual. We aim to integrate the many
health and well-being services offered across the organization to bring
them under a concept.

We are Inviting staff in groups from different Dept to join seminars on,

Skills for Mind, Body and Spirit

It will enable us, to relaxed, to be self-aware so that we may perform our task better, by having a better
sleep to be happier.

Two popular ones that will be taught are creative visualisation and meditation. Creative visualisation
involves using your imagination to produce positive changes in your life. It helps you become clearer
about what you want and focus on the positive rather than the negative. Meditation is a proven
antidote to stress and improves both mental and physical health.

(Employment Laws)
Eligibility to Work
1. As a responsible employer, the organisation has a duty to prevent illegal migrants working in the UK.
Sections 15–25 of the Immigration, Asylum and Nationality Act 2006 (the `2006 Act´) set out the law on
the prevention of illegal migrant working. These provisions came into force on 29 February 2008.
Failure to comply with these regulations can result in the University becoming liable to pay a civil
penalty of up to £10,000 for every illegal worker.

2. In order to ensure the organisation complies with its obligations under the 2006 Act, recruiting
managers are required to undertake certain checks on the eligibility of prospective employees or
workers to work in the UK.

3. It is important to check and copy certain original documents before prospective employees or
workers start working for the organisation.

4. These checks are best carried out for all short listed applicants at the interview or selection stage in
the recruitment process.

5. By carrying out the checks at this time the overall administrative burden is reduced (i.e. not all
applicants are required to show documentation before short listing) and time is saved as only those
people eligible to work in the UK.

6. Documents should be checked in person, face-to-face. This is to ensure that the information
provided in the documents (such as photograph, date of birth etc) bear a close resemblance to the
person who is applying for the role. This is a key part of identifying fraudulent documents.

7. Where interviews are not carried out face-to-face, documents should be verified face-to-face for the
successful candidate at an appropriate time prior to their proposed start date.
8. Evidence that these checks have been carried out for successful candidates must be given to the
Department of Human Resources prior to the individual´s start date in order to activate their
employment. Copies of the documents checked should be attached to the RTA form and forwarded to
the Department of Human Resources.

9. Copies of these documents must be kept by the Department of Human Resources for the duration
of the individual´s employment with the organisation, and for a period of time after it comes to an end.

10. Copies of documents for unsuccessful candidates should be destroyed or disposed of in a

confidential manner as they contain sensitive information about those individuals. It is the responsibility
of the recruiting department to dispose of these documents appropriately.

Equal Opportunities

11. To ensure all applicants are treated equally recruiting managers should check the eligibility to work
in the UK of all short listed applicants.

Which documents to check

12. The documents recruiting managers will need to check are outlined below. They are broken down
into two lists – List A and List B. Details of the documents on each list can be found on the Eligibility
to Work in the UK Checklist.

13. Recruiting managers are advised to use this checklist in each situation as a guide. As a general
rule however the front cover, personal details page, any pages containing a UK Government stamp or
endorsement which allows the individual to do the type of work being offered should be copied.

14. Documents from List A demonstrate that an individual has the right to work in the UK with no
restrictions. If documents from List A are presented, no further checks relating to that person’s eligibility
to work in the UK need to be carried out for the duration of their employment with the organisation.

15. Documents from List B indicate that the person has limitations on their eligibility to work in the UK
(normally time limits). If documents from List B are presented, then the checks should be repeated
for that individual at least once every twelve months from the start of their employment. All
subsequent checks should involve the copying of documents and forwarding those copies to the
Department of Human Resources.

16. Only those documents, or combinations of documents, shown in List A and List B can be relied
upon to demonstrate an applicant’s eligibility to work in the UK.

17. In the absence of such documents, recruiting managers may need to explore the process for
obtaining permission to work in the UK for overseas nationals. Details of this process can be found in
the link at the top right of this page.

20. Please note, any delay in providing evidence of an individual´s eligibility to work in the UK
will result in exclusion from the staff payroll and may lead to the postponement or withdrawal
of the offer of appointment.
Equality and Diversity
We're committed to working with staff to achieve excellence through equality and diversity.

The Department of Human Resources has a wide range of proactive equality and diversity action
underway which focuses on promoting the benefits of a diverse workforce for all.

Excellence through Inclusion

We aim to create a corporate culture that is inclusive at all levels and in every system and process.
Through our Equality and Diversity Strategy and Action Plans we will work with people from across the
organisation and beyond, to hear and help all staff to tell the positive stories about what we have
achieved already through inclusion and what we will be doing even better in the future.

Contracts of Employment and Pay & Conditions

The conditions on which contracts of employment are based are regulated by Head of
Business Organisation and the Local, International Authorities. The Business Head’s has
delegated its powers to make initial appointments of members of Management and all
policies of all departments to the Director of Human Resources.

Overall conditions of service are contained in the individual contract of employment, the
provisions of staffing policies and procedures. The individual contract of employment is
fundamental. The written terms of an individual's contract of employment are contained
in the letter of appointment and attached documents referred to in that letter including
the standard terms and conditions of service appropriate to the grade and the further
particulars of the post, with discussed Pay negotiations ( Salary scales)

No member of Head of Departments or the Director of Human Resource Management has

authority to make any offer to, or to notify any change in the terms and conditions of
appointment of, any new or existing member of staff. If any other member of staff
purports to make any offer or effect any change in the terms and conditions of
appointment as aforesaid, the organisation will not be bound by any such offer or change.
Unless bring to upward to the Higher Management, Head of Business Committee.

While information on the Human Resources hand books quotes from and explains some of
the standard conditions of service of members of the organisation and services related
staff, it is not in itself evidence of any contract between an individual member of staff and
the organisation. Such evidence is contained only in formal contractual documents such
as a letter of appointment and any other written documentation to which the letter of
appointment expressly refers. Members of staff may obtain from the Director of Human
Resource Management copies of such documents relating to their own appointments if
the originals are mislaid.
Reward Strategy
• Set pay rates fairly and in a manner which does not discriminate.
• Provide pay and grading structures that support organisational needs.
• Ensure that pay and grading structures continue to meet both the University’s
need for flexibility and staff needs for career development.
• Pay staff in accordance with their grade salary, as defined by job evaluation.
• In addition to basic grade salary, reward performance based on a fair
assessment and using agreed procedures.
• Make necessary adjustments to pay to take account of market rates in
accordance with agreed procedures.
• Apply harmonised terms and conditions of service recognising their value (both
explicit and implicit).
• Offer/provide staff with a contributory pension scheme.
• Provide a challenging work environment, where staff are encouraged to develop
and acquire new skills and experience.
• Provide a range of development programmes for staff.
• Allow flexibility in working patterns to accommodate individual staff
circumstances consistent with business needs.
• Provide a varied benefits package, which reflects the variety of the University’s
staff, ensuring that tax-efficiency savings are re-invested for the benefit of staff.
• Review, research and consider new/emerging pay and reward initiatives and
developments beyond the University.
• Communicate to staff the value of their total reward package.