Human Resources Management System Clause Samples

The Human Resources Management System clause establishes the requirements and standards for managing employee information, processes, and HR-related activities within an organization. Typically, this clause outlines the use of a centralized digital platform to handle tasks such as payroll, attendance tracking, recruitment, and performance evaluations. Its core practical function is to ensure efficient, consistent, and secure management of human resources, reducing administrative errors and improving compliance with employment regulations.
Human Resources Management System. The Offeror shall describe with sufficient level of details how it aims to provide these services, including, but not limited to: Description of the existing processes and procedures; Involvement of existing infrastructure (including those located in the Country of Service, if any), for handling necessary duties including, but not limited to: Administration of contracted individual(s) contracts in accordance with prospective Agreement and Call-Off Contract(s); Daily contact with the contracted individual(s), and monitoring; Preparation of contracted individual(s) payroll ensuring its consistence to attendance records; Timely settlement of contracted individuals’ payments; Full travel arrangements (including freight requirements for personal belongings for the contracted individual(s) if applicable; Performance monitoring of all the contracted individual(s) through personal contact and correspondence and regular reporting to UNDP on the progress/delivery rate of each Contractor; Liaison with UNDP Project Managers on any issues or concerns that arise during the deployment of the contracted individual(s) and termination/replacement of the contracted individual(s) if deemed necessary by UNDP; Contract currency and payment system; Legal protection of contracted individual(s) in case of any legal claims or litigation; Support initiatives on knowledge sharing and capacity building for the contracted individual(s). • Full information about sub-contracted parties (if any) or partner entities (if any) involved in performance of these services, their roles and responsibilities, etc.; • Any other relevant information.
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Human Resources Management System. The Offeror shall describe with sufficient level of details how it aims to provide these services, including, but not limited to:
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Human Resources Management System. The following changes will be effective upon the implementation of the new Human Resources Management System:
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Human Resources Management System. The following changes will be effective upon the implementation of the new Human Resources Management System: The 80 hours per pay period cap on accrual of PTO will be removed. As it relates to the removal of the 80 hour per pay period cap on PTO, overtime and regular hours worked do count toward PTO accrual on the basis of one hour of accrual credit for one hour of overtime and one hour of accrual credit for one hour ofregular work/regular pay. There will still be an accrual cap of 2080 hours annually. Time off accruals earned will be available for use on the first day of the next pay period. All time off accruals will be available for employees in the next pay period. Currently time off accruals based on time off are available in the next pay period and time off accruals for worked time are available in the same pay period as worked. Effective with the implementation of the new HRMS, PTO accrual levels will be based on the employee's anniversary date only (there is no hours worked requirement to advance to the next PTO accrual level). This means effective with the implementation date of the new HRMS the following will occur: o The anniversary date for new employees authorized 40 hours per pay period or greater will be their most recent date of hire. o Current employee authorized 40 hours per pay period or greater will retain their current PTO accrual anniversary date. Upon implementation of HRMS they will receive one year's credit for PTO accrual each year on their subsequent anniversary date. This will not change the employee's current PTO accrual level and the no hour requirement will only apply moving forward.
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Related to Human Resources Management System

  • Human Resources (i) Advice and assistance in relation to the staffing of Party B, including assistance in the recruitment, employment and secondment of management personnel, administrative personnel and staff of Party B; (ii) Training of management, staff and administrative personnel; (iii) Assistance in the development of sound payroll administrative controls in Party B; (iv) Advice and assistance in the relocation of management and staff of Party B;

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity 1.1.02 Identify at least one individual to act as the program contact in the following areas: 1. Immunization Program Manager;

  • Account Management 15.1 The Contractor is required to provide a dedicated Strategic Account Manager who will be the main point of contact for the Authority. The Strategic Account Manager will:  Attend quarterly, or as otherwise agreed, review meetings with the Authority, in person at the Authority’s premises or other locations as determined by the Authority  Attend regular catch-up meetings with the Authority, in person or by telephone/videoconference  Resolve any on-going operational issues which have not been resolved by the Contractor or Account Manager(s) and therefore require escalation  Ensure that the costs involved in delivering the Framework are as low as possible, whilst always meeting the required standards of service and quality. 15.2 The Contractor is also required to provide a dedicated Account Manager for every Framework Public Body using the Framework, if required by the Framework Public Body. The service to be provided will be agreed with each Framework Public Body and may include:  regular review meetings, which may be in person at the Framework Public Bodies’ premises, by video-conference, webinar or telephone  Regular catch-up meetings/telephone calls to discuss current and on-going issues  Work with the Framework Public Bodies Contract Manager to resolve any on-going operational issues  Work with the Framework Public Body ’s Contract Manager to pro-actively introduce initiatives to:  Create efficiencies in processes  Improve the environmental performance of the contract. 15.3 It is expected that end users will contact the Contractor in the first instance to resolve any operational issues. The Account Manager will act as a point of escalation to be contacted either by end users or by the Framework Public Body’s Contract Manager should there be issues that the Contractor needs to resolve. 15.4 Further details of the roles and responsibilities of the Contractor, Authority and Framework Public Bodies are provided in Schedule 4 – Management Arrangements

  • Project Management Plan Developer is responsible for all quality assurance and quality control activities necessary to manage the Work, including the Utility Adjustment Work. Developer shall undertake all aspects of quality assurance and quality control for the Project and Work in accordance with the approved Project Management Plan and

  • PERFORMANCE MANAGEMENT SYSTEM 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus