Structural changes within the organization Decentralization of some human resources functions that were performed at the corporate level of an organization and are now delegated to the regional level of the organization results in a change in responsibility centres. Omissions or neglect in the management of organizational activities A manager submits requests for acting appointments to the organization's Human Resources Services for employees who have already been acting for a year and whose acting appointments have ended. A manager continually submits requests for reappointment of specified period employees after the date their term of employment ends. Various sources of information within an organization may lead to the identification of the above indicators and to the conclusion that a policy should be developed in a particular area. Once the need for a policy has been identified, its formulation must be planned and programmed, applying the problem-solving process step by step.
Good planning is vital in policy development.
Defining the problem Conduct an analysis of the current situation which requires the establishment of a policy and define the objectives to be achieved. Decision making Choose measures or approaches most likely to achieve established objectives. Assess Decision Evaluate the effects of the policy. No policy should be formulated without consulting all stakeholders, for example, management, operational human resources advisors, officers in staffing-related disciplines, central agency officials, unions, employees, and so on. A policy should be based on information from a variety of sources, including the individuals who will have to apply the policy or be affected by it.