BS 76000-2015

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BSI Standards Publication

Human resource – Valuing

people – Management

system – Requirements and

guidance

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Publishing and copyright information

The BSI copyright notice displayed in this document indicates when the document was last issued.

ICS 03.100.30

The following BSI references relate to the work on this document: Committee reference HCS/1

Draft for comment 14/30298953 DC

Publication history

First published, July 2015

Amendments issued since publication

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Foreword

Publishing information

This British Standard is published by BSI Standards Limited, under licence from The British Standards Institution, and came into effect on 31 July 2015. It was prepared by Technical Committee HCS/1, Human capital. A list of organizations represented on this committee can be obtained on request to its secretary.

Information about this document

BS 76000 is an overarching document that is intended to be supported by other standards related to the management and development of people in

organizations, including social inclusion and diversity.

Relationship with other publications

BS 76000 is aligned with current or forthcoming editions of other widely-used management system standards through the use of a common structure and core text.

Presentational conventions

The provisions of this standard are presented in roman (i.e. upright) type. Its requirements are expressed in sentences in which the principal auxiliary verb is “shall”.

Commentary, explanation and general informative material is presented in smaller italic type, and does not constitute a normative element.

For convenience, a number of boxes have been included in the main body of text to give useful guidance on, and examples of, the implementation of the requirements. An overview of the management system and each of its elements is given in Figure 1 to Figure 7.

Contractual and legal considerations

This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application.

Compliance with a British Standard cannot confer immunity from legal obligations.

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0 Introduction

Long-term organizational effectiveness is achieved through the contributions of those people who work on behalf of an organization. This British Standard provides a framework for an organization to create an individually-tailored management system, or to align existing systems, to realize the full value (actual or potential) that people provide to the organization through their capabilities, knowledge, skills, networks, experience, behaviours and attitudes. The use of a management system promotes a structured and thoughtful approach to people value management at both strategic and operational levels of the organization. By establishing a dialogue between the organization, its people and

stakeholders, mutual respect can be fostered to acknowledge the diverse

contributions these bring to the organization and to its shared values and social sustainability. By implementing the management system, an organization can engage and enable people in addressing issues and providing solutions to contribute to sustained success.

This standard is based on a set of high-level values and principles for valuing people in an organization:

a) people working on behalf of the organization have intrinsic value in

addition to their protections under the law or in regulation, which needs to be respected;

b) stakeholders and their interests are integral to the best interests of the organization;

c) every organization is part of wider society and has a responsibility to respect its social contract as a corporate citizen and operate in a manner that is sustainable;

d) a commitment to valuing people who work on behalf of the organization and to meeting the requirements of this standard which is made and supported at the highest level; and

e) each principle is of equal importance.

These principles, taken together, form a holistic approach to the understanding and operation of the management system. Consequently, substantial application of the requirements does not automatically translate to compliance. The

standard takes into account all relevant stakeholders, recognizing that not only direct employees contribute value to the organization. Taking into account the legitimate interests and expectations of wider stakeholders is not merely of value to the organization’s purpose, but reflects the belief that recognizing and respecting the value of people beyond the minimum rights stated in law has long-term personal and societal benefit.

“Organizational value of people” and “valuing people” are not confined to the calculation of directly quantifiable monetary value, transactional utility or return on investment, either achieved or anticipated. The terms are used in recognition that “value”, defined as the inherent and unique merit and worth of people, connotes the actual or potential contribution people at all levels in the organization make as a result of their unique capabilities, knowledge, skills, networks, experience, attitudes and insights. Understood in these terms,

recognition of the value of people is an underpinning principle of enacting the requirements of this management system standard.

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The way in which an organization values its people and stakeholders is at the heart of its success. Organizational performance and people management and development are interlinked. People management and development influence individual, group and organizational performance. This standard acknowledges that organizations are complex and that people develop themselves and contribute to organizational performance in a range of different ways. Therefore, the standard does not prescribe specific people management and development practices. Instead it focuses on the principles and processes through which an organization can identify and develop its own strategic approach to recognizing and benefitting from the organizational value of people in ways that are contextually and organizationally appropriate. The standard acknowledges that an organization might already practise the principles enshrined in this standard. The standard therefore provides an

overarching framework through which such an organization can demonstrate its commitment to valuing people, enhancing its responsiveness to risk and

opportunity, and continually improving its existing policies and practices. Recognizing the importance of people to an organization, this British Standard provides a framework for:

1) enhancing organizational resilience and flexibility;

2) developing and empowering people, and encouraging employees to feel part of the larger whole and able to influence and participate in the development of policies;

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4) successfully managing change;

5) improving communications to facilitate and nurture open dialogue; and 6) reflecting the organization’s commitment to the principle that people

within its influence have intrinsic value.

Recognizing that every organization has a unique culture that develops over time, this standard requires that the organizational culture recognizes the inherent value of people, and emphasizes the importance of leaders actively encouraging the development of a culture that acknowledges the value of people.

1 Scope

This British Standard specifies high-level, strategic requirements for a

management system for valuing people to enable an organization to manage and develop its people, and realize and manage their actual and potential value, such that the organization is sensitive to its environment, manages related risks, and improves its people strategy and performance.

NOTE 1 This standard does not require the creation of an entirely new

management system for valuing people within an organization. Its requirements are applicable to elements of other strategies, processes and systems relating to the governance, deployment and development of people.

NOTE 2 The concept of “organization” includes, but is not limited to, a small/micro and medium business, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private.

This British Standard is applicable to any organization that wishes to:

a) establish a strategic management system to plan, improve and realize the intrinsic value of people under its control; and

b) implement, maintain, review and continually improve a strategic management system that addresses the organizational value of people. The requirements of this standard are generic and are intended to be applicable to all organizations (or parts thereof), regardless of type, size, nature and complexity of business, and whether in the public, private or voluntary sector. The extent of the application of these requirements depends on such factors as the organization’s strategic policies addressing the value of people, the nature of its activities and the risks and complexity of its operations.

The standard recognizes that each organization is different and that

decision-makers need to determine the most appropriate approach according to their organization’s context.

This standard does not specify performance criteria or prescribe operational processes or procedures, such as employee recruitment, performance

management or sickness absence, nor does it define what constitutes “good” people management and development.

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2 Normative references

There are no normative references.

3 Terms and definitions

For the purposes of this British Standard, the following terms and definitions apply.

3.1

audit

systematic, independent, documented process (3.21) for obtaining documented

information (3.7), statements of fact or other relevant information and assessing

them objectively to determine the extent to which the audit criteria are fulfilled

NOTE to entry: An audit can be an internal audit (first party) or an external audit (second party or third party), and it can be a combined audit (combining two or more disciplines).

3.2

competence

ability to apply knowledge and skills to achieve intended results [SOURCE: ISO/IEC Annex SL:2012, 3.10]

NOTE 1 to entry: Competence may also refer to the inherent potential of the individual to adapt and develop to meet changing demands and opportunities. NOTE 2 to entry: Competence also includes behaviours appropriate to tasks and responsibilities.

3.3

conformity

fulfilment of a requirement (3.22) [SOURCE: ISO/IEC Annex SL:2012, 3.18]

3.4

continual improvement

recurring activity to enhance performance (3.19) [SOURCE: ISO/IEC Annex SL:2012, 3.22]

3.5

correction

action to address a gap in the existing management system or to eliminate a detected nonconformity (3.13)

[SOURCE: ISO/IEC Annex SL:2012, 3.20, modified]

3.6

corrective action

action in response to a gap in the existing management system (3.10), or to eliminate the cause of a detected nonconformity (3.13) and to prevent recurrence

3.7

documented information

information required to be controlled and maintained by an organization (3.15) and the medium on which it is contained

NOTE 1 to entry: Documented information can be in any format and media and from any source.

NOTE 2 to entry: Documented information can refer to:

• the management system (3.10), including related processes (3.21);

• information created in order for the organization to operate (documentation);

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3.8

effectiveness

extent to which planned activities are realized and planned results achieved [SOURCE: ISO/IEC Annex SL:2012, 3.06]

3.9

function

activity performed by a designated individual or unit of the organization (3.15)

3.10

management system

set of interrelated or interacting elements of an organization (3.15) to establish

policies (3.20) and objectives (3.14) and processes (3.21) to achieve those

objectives

NOTE 1 to entry: A management system can address a single discipline or several disciplines.

NOTE 2 to entry: The system elements include the organization’s structure, roles and responsibilities, planning, operation, etc.

NOTE 3 to entry: The scope of a management system may include the whole of the organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations.

[SOURCE: ISO/IEC Annex SL:2012, 3.04]

3.11

measurement

process (3.21) to determine a value

NOTE to entry: The value that people bring to an organization is both tangible and intangible. Measurement is taken to include systematic processes of assessment and evaluation that utilize both qualitative and quantitative forms of data to take into account the value that is contributed by people over a longer time frame and in a more diffused way than is assumed with the measurement of any directly

quantifiable monetary value, transactional utility or return on investment.

3.12

monitoring

determining the status of a system, a process (3.21) or an activity

NOTE to entry: To determine the status there may be a need to check, supervise or critically observe.

3.13

nonconformity

non-fulfilment of a requirement (3.22) [SOURCE: ISO/IEC Annex SL:2012, 3.19]

3.14

objective

result to be achieved

NOTE 1 to entry: An objective can be strategic, tactical, or operational.

NOTE 2 to entry: Objectives can relate to different disciplines (such as financial, health and safety, risk management and environmental goals) and can apply at different levels [such as strategic, organization-wide, team-related, individual, project, product and process (3.21)].

NOTE 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, a mitigation, an operational criterion, as an objective

addressing the value of people or by the use of other words with similar meaning (e.g. aim, goal or target).

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NOTE 4 to entry: In the context of valuing people management systems (3.10), objectives for valuing people are set by the organization, consistent with the policies addressing the value of people, to achieve specific results.

3.15

organization

person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3.14)

NOTE to entry: The concept of “organization” includes, but is not limited to, a small/micro and medium business, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether

incorporated or not, public or private.

3.16

organizational culture

values, norms and behaviours that are encouraged and expected from members of the organization that affect how people conduct themselves and relate with each other and the wider community

3.17

outcome

intended or unintended effect on the organization (3.15) and

stakeholders (3.24)

3.18

outsource (verb)

make an arrangement where an external provider organization (3.15) provides or performs part of an organization’s function or process (3.21)

NOTE to entry: An external providing organization is outside the scope of the management system (3.10), although the outsourced function or process is within the scope.

3.19

performance

measurable result

NOTE 1 to entry: Performance can relate either to quantitative or qualitative findings.

NOTE 2 to entry: Performance can relate to the management of people, teams, activities, processes (3.21), products (including services), systems or

organizations (3.15).

3.20

policy

intentions and direction of an organization (3.15) as formally expressed by its

top management (3.25)

3.21

process

set of interrelated or interacting activities which transforms inputs into outputs, including planned interventions that lead to an outcome (3.17) or set of

outcomes

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3.22

requirement

need or expectation that is stated, generally implied or obligatory

NOTE 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.15) and stakeholders (3.24) that the need or expectation under consideration is implied.

NOTE 2 to entry: A specified requirement is one that is stated, for example in documented information.

3.23

risk

effect of uncertainty

NOTE 1 to entry: An effect is a deviation from the expected – positive or negative – that arises from an uncertain situation.

NOTE 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood. NOTE 3 to entry: Risk is often characterized by reference to potential events (PD ISO Guide 73:2009, 3.5.1.3) and consequences (PD ISO Guide 73:2009, 3.6.1.3), or a combination of these.

NOTE 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood (PD ISO Guide 73:2009, 3.6.1.1) of occurrence.

3.24

stakeholder

person or organization (3.15) that can affect, be affected by, or perceive themselves to be affected by a decision or activity

3.25

top management

person or group of people who directs and controls an organization (3.15) at the highest level

NOTE 1 to entry: Top management has the power to delegate authority and provide resources within the organization.

NOTE 2 to entry: If the scope of the management system (3.10) covers only part of an organization then top management refers to those who direct and control that part of the organization.

NOTE 3 to entry: Where an organization has a non-hierarchical structure top management implies ultimate decision-makers, who might be business owners or partners.

3.26

value

merit and worth of people due to their unique knowledge, skills and abilities

NOTE to entry: ”Inherent value” in this standard refers to the principle that people are valued for who they are; not just because they deliver monetary value or money equivalents to their organization.

3.27

values

principles, ethics or rules applied to make moral judgment and consequently people’s standards of behaviour and attitudes

3.28

valuing

recognition of value which may be determined both objectively through a process and subjectively

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4 Context of the organization (see Figure 2)

4.1

Understanding the organization and its context

NOTE The requirements of this subclause are intended to provide a high-level understanding of the issues that can affect, either positively or negatively, the way the organization manages its people.

The organization shall determine external and internal issues, including the statutory and regulatory framework, that are relevant to its purpose and objectives and that affect its ability to achieve the intended outcome(s) of its management system for valuing people

This shall take into account trends, good practice and the views of people at all levels within the organization, as well as those of external stakeholders, to ensure appropriate diversity of perspectives relevant to valuing people in the organization.

NOTE 1 Sometimes, cultural differences and regulatory variations can cause

conflicts. Resolution of such inherent conflicts, particularly those facing multinational corporations or organizations with diverse workforces, should be explored as a learning/developmental opportunity.

The knowledge gained shall be taken into account when designing the organization’s management system for valuing people.

NOTE 2 The intended outcome(s) are those strategic objectives set by the organization to be achieved through its management system for valuing people, which include meeting its policy commitments.

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The issues that should be examined are those that affect the organization’s ability to fully recognize and realize the value of its people in order to improve performance, well-being and achievement of overall objectives. The issues also include the conditions, characteristics or changing circumstances that can affect the management system for valuing people.

Some issues might be crucial to one organization and negligible to another, depending on the circumstances.

“External” issues can be local, regional, national or international, and include: a) cultural, social and political factors;

b) legal or regulatory requirements (and any expected changes to them); c) economic effects;

d) technology (dependency, developments, infrastructure); e) environmental effects; and

f) business competition and market trends.

“Internal” issues relate directly to the organization, and include: 1) organizational structure and governance;

2) policies, objectives and the strategies in place to achieve them;

3) the organization’s resources (financial, physical, technological, human) and knowledge base;

4) formal and informal information and communication (ICT) systems; 5) decision-making processes;

6) relationships with, and perceptions and values of, internal stakeholders; 7) the organization’s culture;

8) internal standards, guidelines and business models; and

9) the form and extent of contractual relationships with those who work on behalf of the organization.

Determining which external and internal issues can affect the intended outcomes of the management system and the significance of their potential effects is essential.

Important reference points for understanding the organization and its context are:

i) the values and principles within which the organization seeks to operate; and

ii) the value that it sets out to deliver to its stakeholders, markets and wider society.

4.2

Understanding the needs and expectations of stakeholders

The organization shall determine:

a) the stakeholders that are relevant to the management system for valuing people;

b) the needs and expectations of these stakeholders; and c) how to engage with the stakeholders.

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Stakeholders can be either internal or external to the organization. The organization should seek to ensure that it is aware of all relevant

stakeholders that can affect it, or which perceive themselves to be affected by it, in order to plan how to meet their needs and expectations, where

relevant.

Stakeholders relevant to the management system might include:

a) legal and regulatory authorities (local, regional, state/provincial, national or international);

b) parent organizations; c) customers and suppliers;

d) trade and professional associations; e) community groups;

f) non-governmental organizations;

g) people working on behalf of the organization; and

h) owners, shareholders of the organization, management consortiums. The requirements of a stakeholder are not necessarily requirements of the organization. It is important to distinguish between needs and expectations determined by:

1) laws, regulations, permits and licenses, which are mandatory; and 2) other stakeholders, which are voluntary.

Requirements of stakeholders which are not mandatory through law or regulation only become obligatory for an organization if that organization chooses to adopt them. Once the organization adopts them, they become organizational requirements and should be considered when planning the management system for valuing people.

4.3

Determining the scope of the management system for

valuing people

The determination of the boundaries and applicability of the management system for valuing people shall be informed by the needs and expectations of stakeholders.

When determining this scope, the organization shall consider: a) the external and internal issues referred to in 4.1; and b) the needs and expectations referred to in 4.2.

The scope shall be available as documented information (see also Annex A and Annex B).

4.4

The management system for valuing people in organizations

The organization shall design, establish, implement, maintain and continually improve a management system for valuing people, including the processes needed and their interactions, in accordance with the requirements of this British Standard.

This shall be undertaken in accordance with the following values and principles: a) people working on behalf of the organization have intrinsic value in

addition to their protections under the law or in regulation, which needs to be respected;

b) stakeholders and their interests are integral to the best interests of the organization;

c) every organization is part of wider society and has a responsibility to respect its social contract as a corporate citizen and to operate in a manner that is sustainable;

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d) a commitment to valuing people who work on behalf of the organization and to meeting the requirements of this standard which is made and supported at the highest level; and

e) each principle is of equal importance.

5 Leadership (see Figure 3)

5.1

Leadership commitment

NOTE 1 This British Standard acknowledges that “leadership” is enacted in different ways in different organizational contexts and that forms of participative leadership can be more appropriate to an organizational culture that values people than traditional forms of hierarchical or “top down” leadership.

Those in positions of power and leadership at all levels in the organization shall demonstrate commitment to the management system for valuing people by: a) reviewing on a regular basis the approach to leadership taken in the

organization and its appropriateness for sustaining a culture committed to valuing people;

b) ensuring that the organization’s policy and objectives reflect the commitment to valuing people;

c) ensuring that the value of people is integrated into the organization’s business processes;

d) ensuring that the necessary resources are available;

e) communicating the importance of appropriate leadership and management processes for valuing people and of conforming to the management system for valuing people requirements;

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f) ensuring that the management system for valuing people achieves its intended outcomes;

g) encouraging the participation of people throughout the organization in the management system for valuing people;

h) promoting and supporting the right of people to speak openly about concerns in relation to the organization’s commitment to valuing people; i) ensuring that individual learning and development is prioritized;

j) ensuring that learning (including unintended learning) is fed back into the management system;

k) promoting continual improvement of the management system in relation to the value of people to the organization;

l) supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility; and

m) evaluating the ways in which the organization demonstrates its commitment to valuing people and using this information as a basis for improvement.

NOTE 2 Reference to “business” in this British Standard should be interpreted broadly to mean those activities that are core to the purposes of the organization’s existence.

The term “top management” refers to any individual(s) responsible and accountable for directing activities at the highest level and can include small business owners or volunteers on management committees. “Top

management” does not refer to the organization itself.

This standard recognizes that different structures exist in organizations, some of which are not hierarchical. An organization designed as a matrix,

partnership or cooperative can apply this standard as effectively as a traditional hierarchical corporation.

Top management may assign the responsibility and authority for the management system to other people in the organization, irrespective of defined roles. In turn, these people may perform the necessary processes themselves or delegate them to other people who prepare reports for management review. Top management remains accountable for the management system, however, regardless of who is responsible for operations.

Commitment, responsiveness, active support and feedback from top management are critical for the success of the management system for valuing people. Visible leadership and communication not only of what needs to be done but why it is to be done is recommended. Clearly communicating why valuing people is important for the organization can contribute to greater acceptance and effective implementation of the management system. Top management is expected to encourage a culture and working

environment that encourages people with leadership roles (not necessarily formal management positions, e.g. team leaders) to work actively towards establishing and maintaining the management system for valuing people. Top management commitment can be demonstrated by:

a) making reference to the principles of valuing people in the organization in communications;

b) establishing a work culture that is focused on delivering the management system objectives; and

c) assuring that management of people is considered at the same level of importance as product or service quality, operational health and safety, and environment, etc.

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5.2

Policy

5.2.1 Top management (or accountable decision makers) shall establish a policy

for valuing people in the organization that:

a) is appropriate to the purpose of the organization;

b) provides a framework for setting and reviewing objectives for valuing people;

c) includes a commitment to satisfying applicable requirements; and d) includes a commitment to continual improvement of the management

system for valuing people and its performance.

NOTE The ongoing and proactive involvement of top management in developing and implementing the policy is crucial.

The intention of a) to d) is to ensure that the organization considers key factors when developing the policy for valuing people.

The rationale for the policy should be in line with wider business needs. For example, in an environment where safety concerns mean there can be no tolerance for human error, the policy for valuing people may include greater flexibility for rest days and sickness absence or other health and well-being provisions, to ensure that the business can continue in a sustainable way without compromising the people working on its behalf.

By clearly setting out high-level principles and the long-term commitment to supporting a management system for valuing people the organization creates a framework for setting relevant objectives and determining necessary actions for achieving those objectives.

The commitment to satisfying applicable requirements should be supported from policy through to planning, operation and review. Applicable

requirements may be determined externally (e.g. laws) or internally (e.g. an organization’s commitment to a voluntary code of practice or union

agreement).

5.2.2 The policy addressing the value of people in the organization shall:

a) be available as documented information;

b) be communicated to all people within the organization to make them aware of their individual opportunities and responsibilities in its implementation, regardless of their positions within the organization; c) be available to stakeholders, as appropriate; and

d) be reviewed regularly to ensure that it remains relevant and appropriate to the organization.

NOTE The policy should be appropriate to the nature and scale of the organization and should guide the setting of objectives. In order to be appropriate, the policy should:

• be consistent with top management’s vision of the organization’s future; and

• be realistic, neither overstating the nature of the risks and opportunities the organization has nor trivializing them.

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In communicating the policy, consideration should be given as to how to create and maintain awareness of the organization’s commitments to valuing people, why the management system has been established, and individual responsibilities and accountabilities. The policy may be communicated in various ways, such as through the use of posters or internal newsletters, and should take into account issues such as diversity, literacy levels and language skills.

The policy should be reviewed periodically to reflect changes in legislation and societal expectations and ensure continuing suitability of commitments. If changes are made to the policy, the revised policy should be communicated to all people working on behalf of the organization.

5.3

Organizational roles, responsibilities, accountabilities and

authorities

5.3.1 Top management (or accountable decision makers) shall ensure that the

responsibilities, accountabilities and authorities for relevant roles are assigned and communicated within the organization and that this information is retained as documented information.

NOTE 1 To ensure the successful implementation of the management system, top management should identify who needs to do what and ensure that everyone assigned responsibility or accountability for activities relating to valuing people has sufficient authority, awareness, competence and resources to carry out their role. It is important that top management makes provisions to ensure that activities relating to valuing people in the organization do not conflict with other business needs and that responsible people are able to fulfil their objectives without hindrance or sanction. “Accountability” relates to the person(s) who is ultimately held to account if something is not done, does not work or fails to achieve its objective.

NOTE 2 The participation of people at all levels of the organization is considered an important feature of organizational roles and responsibilities for valuing people in the organization.

5.3.2 Top management shall ensure that those assigned roles and responsibilities

for valuing people in the organization perform these roles. Top management shall ensure that the delivery of those responsibilities is not undermined.

5.3.3 Top management shall assign the responsibility and authority for:

a) ensuring that the management system for valuing people conforms to the requirements of this British Standard;

b) providing appropriate financial, human and organizational resources to ensure the effective operation of the management system;

c) reporting on the performance of the management system for valuing people to top management;

d) making the identity of the appropriate top management representative with responsibility for valuing people in the organization available to all people working under the control of the organization;

e) integrating the management system for valuing people into the organization’s other business systems and processes, and assuring the organization’s performance review, reward, learning and development and recognition systems are aligned with the policy and management system performance objectives for valuing people;

f) enabling/facilitating/ensuring an effective feedback system; and

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Depending on the size, nature and structure of the organization, roles and responsibilities which need to be described and assigned can include: a) the person with overall responsibility for the management system for

valuing people; b) trainers;

c) worker representatives; and

d) management at all levels in the organization, including:

1) top management;

2) human resource teams; 3) contractor managers; and 4) facility managers.

6 Planning (see Figure 4)

6.1

Actions to address risks and opportunities

6.1.1 When planning for the management system for valuing people, the

organization shall take into account the issues referred to in 4.1 and the needs and expectations referred to in 4.2, determine the risks, and prioritize any opportunities that need to be addressed to:

a) ensure the management system for valuing people can achieve its intended outcome(s) for all stakeholders;

b) prevent or reduce undesired effects; and c) achieve continual improvement.

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6.1.2 The organization shall plan:

a) actions to address the risks and opportunities; and b) how to:

1) integrate and implement the actions for valuing people into its management system processes; and

2) evaluate the effectiveness of these actions.

Planning the management system for valuing people links the organization’s context, policy and deployment of resources to establish objectives and ways to achieve them.

The requirements are intended to ensure that the management system for valuing people promotes organizational performance by benefiting from opportunities and eliminating or minimizing risks in areas such as: a) workforce planning, recruitment and deployment;

b) employee engagement; c) learning and development; d) skills and experience;

e) equality, diversity and social inclusion; f) retention;

g) reward;

h) health and well-being;

i) people’s rights and responsibilities; j) performance management;

k) knowledge management; and l) organizational development.

The organization might already have systems or processes in place to address all or some of a) to l). The management system provides an overarching framework for all these systems to work together to support the valuing of people in organizations.

6.2

Determination of legal and other requirements

6.2.1 The organization shall design, establish, implement and maintain a process

to identify and have access to current legal requirements and other principles to which the organization subscribes and which are relevant to its management system for valuing people.

6.2.2 The organization shall maintain and retain documented information to

show:

a) details of legal requirements and other principles to which the organization subscribes; and

b) how compliance with its legal and other requirements is to be achieved.

6.2.3 The organization shall ensure this documented information is updated to

reflect regulatory and other appropriate changes.

This British Standard encourages organizations to go beyond the “regulatory minimum”, recognizing that people have intrinsic value and recognizing the impact of the organization and those who work on its behalf in local and wider communities.

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6.3

Objectives for valuing people and planning to achieve them

6.3.1 The organization shall establish objectives for valuing people in the

organization at relevant functions and levels.

6.3.2 The objectives for valuing people shall:

a) be consistent with the policy for valuing people in the organization; b) be measurable (if practicable);

c) take into account applicable requirements; d) be monitored and/or evaluated;

e) be communicated; and

f) be updated after evaluation, as appropriate.

6.3.3 The organization shall retain documented information on the objectives

for valuing people in the organization.

6.3.4 When planning how to achieve its objectives for valuing people, the

organization shall determine: a) the reasons for the objectives; b) what is to be done;

c) what resources are going to be required; d) who is to be responsible;

e) when it is to be completed; and f) how the results are to be evaluated.

Objectives may relate to such areas as improving health and well-being or increasing awareness or competence in performing tasks optimally.

During the establishment of objectives for valuing people, particular regard should be given to the views of those people most likely to be affected. It might also be useful to consider information or data from sources external to the organization, e.g. other organizations or recent research.

The valuing people objectives should address both broad corporate issues and issues that are specific to individual functions and levels within the

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7 Support

7.1

Resources (see Figure 5)

7.1.1

General

7.1.1.1 The organization shall determine and provide the resources needed for

the establishment, implementation, maintenance and continual improvement of the management system for valuing people in the organization.

7.1.1.2 The organization shall take into account:

a) the capabilities of, and constraints on, existing internal resources; and b) what needs to be obtained from external providers.

The organization might find it useful to analyse the resources required for the management system for valuing people against the manner in which existing resources are currently deployed. This analysis needs to consider all activities associated with operating the management system.

Resources include infrastructure, technology, financial and human resources. Human resources include specialized skills and knowledge.

The organization might already have adequate resources in place, which are already deployed appropriately to support the purposes of the organization.

7.1.2

People

To ensure that the organization can consistently meet customer and applicable statutory and regulatory requirements, the organization shall appoint the people necessary for the effective operation of the management system for Figure 5 Determining the resource requirements to support the plan

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7.1.3

Infrastructure

The organization shall determine, provide and maintain the infrastructure for the operation of its processes to achieve conformity with the requirements of the management system for valuing people.

NOTE Infrastructure can include: a) buildings and associated utilities;

b) equipment including hardware and software; and c) information and communication technology.

7.1.4

Environment for the operation of processes for valuing people

The organization shall determine, provide and maintain the environment necessary for the operation of its processes and to achieve conformity with the requirements of the management system for valuing people.

NOTE The environment for the operation of processes can include physical, social, psychological, environmental and other factors (such as temperature, humidity, ergonomics and cleanliness).

7.1.5

Monitoring and measuring resources

7.1.5.1 Where monitoring or measuring is used for evidence of conformity of

products and services to specified requirements the organization shall determine the resources needed to ensure appropriate monitoring and measuring results.

7.1.5.2 The organization shall ensure that the resources provided:

a) are suitable for the specific type of monitoring and measurement activities being undertaken;

b) are maintained to ensure their continued fitness for their purpose; and c) are adequate to monitoring both systems and behavioural compliance with

the principles enshrined in this standard.

7.1.5.3 The organization shall retain appropriate documented information as

evidence of fitness for purpose of monitoring and measurement processes.

7.1.6

Organizational knowledge

7.1.6.1 The organization shall determine the knowledge necessary for the

operation of its processes and to achieve conformity with the requirements of the management system for valuing people.

This knowledge shall be maintained and made available to the extent necessary.

7.1.6.2 When addressing changing needs and trends, the organization shall

consider its current knowledge and determine how to acquire or access the necessary additional knowledge.

NOTE 1 Organizational knowledge can include information such as intellectual property and lessons learned.

NOTE 2 To obtain the knowledge required, the organization can consider: a) internal sources (e.g. learning from failures and successful projects, capturing

undocumented knowledge and experience of topic experts within the organization);

b) external sources (e.g. standards, academia, conferences, gathering knowledge with customers or providers); and

c) developing systems to encourage the repositing, sharing and utilization of such knowledge (e.g. knowledge management systems).

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7.2

Competence

7.2.1 Competence requirements shall be determined for individual roles/tasks

relating to the operation of the management system for valuing people,

including line managers, team leaders and auditors, as well as those whose work role involves HR-related functions.

7.2.2 The organization shall:

a) determine the necessary competence of those responsible for the operation of the management system, including behaviours, attitudes and aptitude, of people doing work under its control that affects or can affect the

performance of the management system for valuing people; b) in consultation with each individual, outline learning needs and

development opportunities;

c) ensure that these people are competent on the basis of appropriate education, training or experience;

d) where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken; and

e) retain appropriate documented information regarding the development, skills and experience of individuals responsible for the management system.

NOTE Applicable actions may include, for example, the provision of training to, the mentoring of or the reassignment of currently employed people, or the hiring or contracting of competent people.

Anyone undertaking a role or task associated with the management system for valuing people should be evaluated to ensure that they meet the necessary competence criteria and, where appropriate, gaps in their

competence should be filled by providing additional education, training, and experiences.

Competence should be re-evaluated periodically to ensure all relevant people have attained or retained the required level of competence. An evaluation of competence should also be carried out whenever there have been changes that can impact upon the activities undertaken in a role.

7.3

Awareness

People at all levels of the organization shall be made aware of: a) the policy for valuing people in the organization;

b) the opportunities to participate in the operation of the management system for valuing people;

c) their contribution to the effectiveness of the management system for valuing people, including the benefits of improved performance in valuing people in the organization;

d) the benefits of participating in, and the implications of not conforming to, the requirements of the management system for valuing people; and e) the organizational outcomes, actual or potential, of strategies and

behaviours for valuing people, and the benefits to valuing people of improved personal and organizational performance.

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7.4

Communication

7.4.1 The organization shall determine the need for internal and external

communications relevant to the management system for valuing people, including:

a) what it communicates;

b) the reasons for that communication; c) when and how to communicate; d) with whom to communicate;

e) how stakeholders can challenge and contribute to policy and implementation of the management system for valuing people; and

f) how it receives and responds to relevant communications from internal and external stakeholders.

7.4.2 The organization shall consult with stakeholders as necessary. Consultation

processes shall involve taking into account the views of relevant stakeholders before decisions are made. Where views are rejected, the decision shall be explained and retained as documented information.

The organization’s communication processes should:

a) provide for the flow of information upwards, downwards and across the organization;

b) provide for both the gathering and the dissemination of information by the most appropriate means available; and

c) ensure that information related to valuing people in the organization is provided, received and understood by all relevant people.

The organization should effectively communicate information concerning its management system for valuing people to those involved in or affected by the management system, in order for them to actively participate in or support the achievement of its objectives.

Those who could be interested in or affected by the organization’s

management system for valuing people include employees and other people working on behalf of the organization at all levels, e.g. worker

representatives, temporary workers, contractors, visitors, neighbours, volunteers, emergency services (see Clause 8), insurers and government or regulatory inspectors.

Consultation is the process by which management and other people, or their representatives, jointly consider and discuss issues of mutual concern. It involves seeking acceptable solutions to problems through the general exchange of views and information. Consultation may be formal or informal as appropriate. The organization’s processes should address the need for the active and ongoing participation of workers in the development and review of valuing people practices and, where appropriate, the development or improvement of the management system for valuing people. The

participation arrangements need to take account of any legal and other requirements.

In developing its processes for worker participation, the organization should consider potential incentives and seek to eliminate or reduce barriers to participation (e.g. organizational culture, language and literacy issues, the fear of reprisal), and address confidentiality and privacy issues.

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7.5

Documented information

7.5.1

General

The organization’s management system for valuing people shall include:

a) documented information required by this British Standard (see Annex B for guidance on the documented information to be retained); and

b) documented information determined by the organization as being necessary for the effectiveness of the management system for valuing people in the organization.

The extent of documented information for a management system for valuing people can differ from one organization to another due to:

a) the size and maturity of the organization and its type of activities, processes, products and services;

b) the complexity of processes and their interactions; and c) the competence of people.

It is important to keep the level of complexity of the documented

information at a level appropriate to the intended purpose as far as possible, to assure effectiveness, efficiency and simplicity at the same time.

The organization should review existing documented information against what is required for the management system for valuing people before developing further documented information deemed necessary to support its processes.

7.5.2

Creating and updating documented information

When creating and updating documented information the organization shall ensure appropriate:

a) identification and description (e.g. a title, date, author, purpose or reference number);

b) format (e.g. language, software version, graphics) and media (e.g. paper, electronic); and

c) review and approval for suitability and adequacy.

Documents should be appropriate for their intended use, and consideration should be given to the degree of security and accessibility that needs to be imposed. It might be appropriate to obtain feedback from users and adapt documents to maximize suitability for use.

7.5.3

Control of documented information

7.5.3.1 Documented information required by the management system for

valuing people (see 7.5.1) and by this British Standard (see Annex B) shall be controlled to ensure:

a) it is available and suitable for use, where and when it is needed; and b) it is adequately protected (e.g. from loss of confidentiality, improper use or

loss of integrity).

7.5.3.2 For the control of documented information, the organization shall

address the following activities, as applicable:

a) distribution, access, retrieval, traceability and use;

b) storage and preservation, including preservation of legibility; c) control of changes (e.g. version control); and

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7.5.3.3 Documented information of external origin determined by the

organization to be necessary for the planning and operation of the

management system for valuing people shall be identified as appropriate, and controlled.

NOTE Access implies a decision regarding the permission to view the documented information only, or the permission and authority to view and change the

documented information, etc.

8 Operation

8.1

Operational planning and control

The organization shall plan, implement and control the processes needed to meet the requirements of the management system for valuing people, and to implement the actions determined in 6.1, by:

a) establishing criteria for the processes;

b) implementing control of the processes in accordance with the established criteria; and

c) keeping documented information about processes up to date to the extent necessary to have confidence that the processes have been carried out as planned.

8.2

Operational implementation

The operational processes shall be implemented and integrated into the overall management system for valuing people. They shall be evaluated on an ongoing basis to verify their effectiveness.

8.3

Management of change

The organization shall establish a process for the implementation and control of planned changes and review the consequences of unintended changes, taking action to mitigate any adverse effects, as necessary. The responsibilities and authorities for implementing the processes for managing change and associated risks to the performance of the management system for valuing people shall be identified and retained as documented information.

The organization should manage any changes that can affect its management system for valuing people. This includes changes to the organization’s

structure, priorities, purpose, personnel, management system, processes, activities, use of materials, etc. Such changes should be evaluated and the implications for the performance of the system for valuing people should be identified.

The following are examples of conditions that should initiate a review of the valuing people implications:

a) changes in the context, purpose, strategy or governance of the organization;

b) new or modified technology (including software), equipment, facilities, or work environment;

c) new or revised processes, procedures, work practices, designs, specifications or standards;

d) significant changes to the organizational structure and staffing, including the use of contractors or outsourcing of services; and

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8.4

Information for external providers

8.4.1 The organization shall ensure that activities performed by external

providers and other processes undertaken on its behalf are controlled by establishing and maintaining processes to ensure that the requirements of the management system for valuing people are met.

NOTE 1 This is because workers in external providers may, for the purposes of this standard, be identified as relevant stakeholders. Control can initially be achieved through communication of these requirements in the procurement specification and thereafter through contract management processes.

NOTE 2 Such processes and activities include supply chain, knowledge management and training and development.

NOTE 3 On multi-employer worksites, the organization may implement a process for coordinating the relevant portions of the management system for valuing people with other organizations as appropriate.

8.4.2 The organization shall communicate to external providers its management

system requirements for valuing people in the:

a) processes, policies, products and services applicable to the relevant stakeholders;

b) approval of standards applied to processes, policies, products, services, methods and equipment, or adjustments to such processes, policies, products, services, methods and equipment in the management and treatment of relevant stakeholders;

c) competence, including required qualifications, of people controlling or directing such relevant stakeholders;

d) external provider’s interactions with the organization;

e) control and monitoring of the external provider’s performance with regards to the standards for valuing of people; and

f) verification or validation activities that the organization or its agents intend to perform at the external provider’s premises or on its documentation and management information.

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This subclause applies to an organization using external providers, that is, the organization assigns a specific process or processes to a specialist external service provider or contractor. The reasons for doing so are many and varied, e.g. the organization lacks specialist knowledge (e.g. for ICT systems), or a temporary situation where the organization does not wish to employ permanent workers.

The organization should seek to understand the advantages and

disadvantages of using external providers prior to outsourcing any of its processes.

This standard does not advocate the use of external providers as a means of reducing the organization’s costs by merely transferring work processes to an external provider with less commitment to valuing people. However, there might be situations where it can be shown that the transfer of activities is desirable or necessary.

An organization seldom fully controls the activities of all processes externally provided, though this might be easier if the external provider performs the work within the same geographical location.

The organization should decide the type and extent of control or influence, based upon such factors as:

a) its knowledge, competence and resources;

b) the potential effects of the outsourced process on the organization’s policy for valuing people and its compliance obligations;

c) the degree to which the control for the process is shared; or

d) the capability of achieving the necessary control through the application of the processes of outsourcing services or business processes to another organization.

Examples of the areas that can be covered in procurement requirements include:

1) minimum terms and conditions of employment; 2) recruitment criteria; and

3) training responsibilities.

Examples of controls that can be applied to tasks involving work performed by contractors include:

i) the specification of valuing people performance criteria; ii) the specification of communications and reporting criteria; and iii) the specification of competency and/or training requirements for

contractors with responsibilities for management systems related with valuing people.

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9 Performance evaluation (see Figure 6)

NOTE Guidance on performance evaluation is given in Annex C.

9.1

Monitoring, measurement, analysis and evaluation

9.1.1 The organization shall determine:

a) a systematic approach for measuring, monitoring, analysing and evaluating the performance of its management system for valuing people on a regular basis;

b) what needs to be monitored and measured to determine the extent to which objectives for valuing people are met;

c) the methods for and commitment to consistent monitoring measurement, analysis and evaluation, as applicable, to ensure valid results;

d) when the monitoring and measuring are to be performed;

e) when the results from monitoring and measurement are to be analysed and evaluated; and

f) to whom and in what form these evaluations are to be communicated.

NOTE Monitoring involves collecting information over time. Measurements can be either quantitative or qualitative.

9.1.2 The organization shall retain appropriate documented information as

evidence of the results, to facilitate subsequent corrective action and preventive action analysis. The organization shall evaluate the performance and the

effectiveness of the management system for valuing people. Figure 6 Evaluating the operation of the system

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9.2

Internal audit

9.2.1 The organization shall conduct internal audits at planned intervals to

provide information on whether the management system for valuing people: a) conforms to:

1) the organization’s own requirements for its management system; and 2) the requirements of this British Standard;

b) is effectively implemented and maintained; and

c) is effective in meeting the organization’s policy and objectives for valuing people.

9.2.2 The organization shall:

a) plan, establish, implement and maintain an audit programme(s), including the frequency, methods, responsibilities, planning requirements and reporting, with the audit programme(s) taking into consideration the importance of the processes concerned and the results of previous audits; b) define the audit criteria and scope for each audit;

c) select auditors and conduct audits to ensure objectivity and the impartiality of the audit process;

d) ensure that the results of the audits are reported to relevant management and operational people; and

e) retain documented information as evidence of the implementation of the audit programme and the audit results.

NOTE Requirements for the competence of auditing bodies are specified in BS EN ISO/IEC 17021.

9.3

Management review

9.3.1 Top management shall review the organization’s management system for

valuing people at planned intervals, to ensure its continuing suitability, relevance, adequacy and effectiveness in meeting its objectives for valuing people.

9.3.2 The management review shall take into account:

a) the status of actions from previous management reviews; b) the results of participation and consultation;

c) changes in external and internal issues that are relevant to the management system for valuing people;

d) information on the performance for valuing people, including trends in: 1) unanticipated valuing people issues, nonconformities and corrective

actions;

2) monitoring and measurement results; and 3) internal and external audit results;

e) the extent to which policy and objectives for valuing people have been met; f) status of investigations and corrective actions;

g) opportunities and recommendations for continual improvement; and h) the need to communicate with stakeholders, where appropriate, including

lessons learned from an unanticipated issue or nonconformity, to inform future decision making about valuing people.

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9.3.3 The outputs of the management review shall include decisions related to

the organization’s commitment to continual improvement opportunities and any need for changes to the management system for valuing people, taking into account:

a) performance for valuing people;

b) policy and objectives for valuing people; c) resources; and

d) other elements of the management system.

9.3.4 The organization shall retain documented information as evidence of the

results of management reviews, and make this available for consultation, as appropriate.

10 Improvement (see Figure 7)

NOTE Guidance on improvement is given in Annex C.

10.1

Investigation of unanticipated issues, nonconformity and

corrective/preventive action

10.1.1 When an unanticipated issue, oversight or nonconformity relating to

valuing people in the organization occurs, the organization shall: a) examine the circumstances and extent of the unanticipated issue;

b) involve appropriate stakeholders to establish the validity of the evidence about the unanticipated issue;

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d) as appropriate, react to the unanticipated issue or nonconformity, and as applicable:

1) adopt a new practice; or 2) as necessary:

• take action to control and correct it; and • deal with the consequences;

e) evaluate the need for action to understand, encourage or eliminate the causes of the unanticipated issue or nonconformity, in order that it does not recur or occur elsewhere or does so with a positive and desirable result or, alternatively, by:

1) understanding the source and nature of any unanticipated issues; 2) learning from any unanticipated issues and considering whether new

processes or practices are appropriate and beneficial; 3) reviewing the unanticipated issue or nonconformity;

4) determining the causes of the unanticipated issue of concern by investigating contributing factors; and

5) determining if and where similar conditions or nonconformities exist, or could potentially occur, with positive or negative results;

f) implement any action needed;

g) review the effectiveness of any change-oriented corrective actions taken; and

h) make changes to the management system for valuing people, if necessary. Unanticipated issues are those which have not been identified in the

organization’s consideration of its context. An unanticipated issue or nonconformity might reveal or highlight a weakness in the management system for valuing people, a potential for improvement, or a risk oversight. Nonconformity should therefore be framed positively as an opportunity to gather evidence, analyse and review the system for improvement, and change as appropriate.

10.1.2 Corrective actions shall be appropriate to the effects or potential effects

of the unanticipated issues or nonconformities encountered.

10.1.3 The organization shall retain documented information as evidence of:

a) the nature of the unanticipated issues and nonconformities, and any subsequent actions taken; and

b) the results of any incentives or corrective action.

10.1.4 The investigation of issues and nonconformities shall be performed by

competent people within a reasonable time following an unanticipated issue.

10.1.5 Where corrective or preventive action identifies new or changed risks, or

hitherto unidentified opportunities, or the need for new or changed controls, the risks and opportunities associated with the proposed actions shall be considered prior to implementation.

BS 76000-2015

BSI Standards Publication

Human resource – Valuing

people – Management

system – Requirements and

guidance

Contents

Foreword

Publishing information

Information about this document

Presentational conventions

Contractual and legal considerations

0 Introduction

1 Scope

2 Normative references

3 Terms and definitions

audit

competence

conformity

continual improvement

correction

corrective action

documented information

effectiveness

function

management system

measurement

monitoring

nonconformity

objective

organization

organizational culture

outcome

outsource (verb)

performance

policy

process

requirement

risk

stakeholder

top management

value

values

valuing

4 Context of the organization (see Figure 2)

Understanding the organization and its context

Understanding the needs and expectations of stakeholders

Determining the scope of the management system for

valuing people

The management system for valuing people in organizations

5 Leadership (see Figure 3)

Leadership commitment

Policy

Organizational roles, responsibilities, accountabilities and

authorities

6 Planning (see Figure 4)

Actions to address risks and opportunities

Determination of legal and other requirements

Objectives for valuing people and planning to achieve them

7 Support

Resources (see Figure 5)

General

People

Infrastructure

Environment for the operation of processes for valuing people

Monitoring and measuring resources

Organizational knowledge

Competence

Awareness

Communication

Documented information

General

Creating and updating documented information

Control of documented information

8 Operation

Operational planning and control

Operational implementation

Management of change

Information for external providers

9 Performance evaluation (see Figure 6)