As part of an HR Transformaation project, we are embarking on an exercise to make our employment practice unit more effective by clarifying the scope of its policy function, including how to prioritise better and how to assess benefits and risks when setting priorities. The overall objective is to move more upstream, become a stronger centre of excellence and less burdened by a good deal of our current transactional work (which we hope to divest to other parts of HR). I wondered if anyone had any tips on how to do this and/or summaries of the remits of their employment practice units which may have emerged from similar processes
Malcolm MacDonald