ISO 30201 (X)

ISO/TC 260 WG 13

Date: 2025-01-15

Title Human resources management systems - Requirements

DIS stage

© ISO 2025

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Contents

Foreword iv

Introduction v

1 Scope 1

2 Normative references 1

3 Terms and definitions 1

4 Context of the organization 9

5 Leadership 12

6 Planning 14

7 Support 15

8 Operation 17

9 Performance evaluation 20

10 Improvement 22

ANNEX A 24

ANNEX B 26

BIBLIOGRAPHY 28

Foreword

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This document was prepared by Technical Committee 260, ISO/TC 260 Human Resource Management.

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Human resource management systems — Requirements

• 1. Benefits of Human resource management systems

Human resource management (HRM) is fundamental to the success of organizations, including sustainable performance. People are a key resource for all organizations and their effective management is necessary to meet organizational objectives.

This document presents high level HRM principles, specifies the requirements for a HRM system and provides examples of how the principles and requirements can be used. An effective HRM system provides sustainable benefits for workers, organizations, and the communities in which they operate.

The potential benefits of an effective HRM system to an organization include:

• achievement of organizational objectives;
• improved risk management and protection of people and the environment;
• more efficient use of resources and improved organizational performance;
• increased capability to deliver consistent and improved services and products;
• creation of value for stakeholders, including workers;
• continual improvement of HR management;
• better co-ordination and integration of HR management with other organizational functions;
• strategic alignment and reciprocity between the needs of workers and employers;
• enhanced worker experience and wellbeing at work;
• enhanced reputation of the organization as an employer.

The HRM system specified in this document contributes to the following United Nations (UN) Sustainable Development Goals (SDGs):

• SDG3: Good health and wellbeing;
• SDG4: Good education
• SDG5: Gender equality;
• SDG8: Decent work and economic growth;
• SDG 9: Industry, innovation and infrastructure;
• SDG10: Reduced inequalities.

0.2 HRM systems and management systems standards

This document is a requirements-based management system standard (MSS) focused on HRM. Management systems are the way an organization manages the interrelated parts of its business to meet its objectives.

Note: A management system is a set of policies, objectives and processes. The term HRM system does not refer to a computer system or software application.

MSS help organizations improve their performance by:

• specifying repeatable steps that organizations implement to achieve their goals and objectives;
• fostering an organizational culture of awareness, commitment and leadership;
• formalizing a continual improvement cycle of Plan-Do-Check-Act (PDCA).

This standard has been prepared using the harmonized structure (HS) for MSS including identical text, common terms and core definitions. The HS makes it possible for an organization to integrate multiple discipline-specific MSS into its overall management system.

In this document, “shall” indicates a requirement. An organization that has implemented the requirements can seek certification against this standard from an accredited external body. Certification is not mandatory. This document can be used to help organizations understand and develop good practices in HR management, and to manage HR risks.

This MSS focuses specifically on HRM. It does not dictate the organization’s strategies and objectives, nor does it address its relationships with trade unions and other representative bodies.

This document provides an overarching framework for use of HRM standards, technical specifications and technical reports that address HRM activities described in clause 8.

0.3 Continual improvement and the PDCA cycle:

The HRM system specified in this document is founded on the PDCA cycle. Figure 1 shows the relationship between the PDCA cycle and the structure of this document.

Figure 1 – Structure of this document

The PDCA cycle is an iterative process used by organizations to achieve continual improvement. It should be used in a HRM system as follows:

• Plan: determine and assess HR management risks, HR management opportunities, and establish HR management objectives and processes necessary to deliver results in accordance with the organization’s HRM policy;
• Do: implement the processes as planned;
• Check: monitor and measure activities and processes with regard to the HRM policy and HRM objectives, and report the results;
• Act: take actions to continually improve HRM performance to achieve the intended outcomes.

0.4 Guiding Principles of HR management:

Management of people in organizations should be guided by the following high-level principles:

• • • • RECIPROCITY. HR management creates strategic alignment and promotes reciprocity between the organization’s needs and its workers’ needs.
      • VALUE. People are a source of value for organizations. The value of people is in their contributions to the organization.
      • ADAPTABILITY. HR management may adjust to fit specific organizational and external environmental contexts.
      • SYNERGY. HR management enables people in the organization to collaborate in ways that result in the whole of the contributions being greater than the sum of their individual ones.
      • RESPONSIBILITY. HR management is responsible for the attraction, development and deployment of people to meet organizational needs.
      • ORGANIZATIONAL CULTURE. HR management shapes and signals the desired values, beliefs and practices that influence the conduct and behaviour of people and the organization.
      • WORK ENVIRONMENT. HR management promotes a work environment that contributes to the wellbeing of workers and performance of the organization.
      • SOCIETY. HR management supports the organization's strategic objectives and role in society, which includes social, economic and environmental responsibilities.

These principles serve as a foundation for effective people management and can contribute to a positive and productive organizational culture. However, it is important to adapt these principles to the specific needs and context of the organization, considering factors such as sector, size, and organizational values.

This document specifies requirements for a HR management system when an organization needs to:

• create stakeholder value through effective application of the HR management system, including the attraction, development and deployment of workers, continual improvement and integration of the system into the organization’s overall management system;
• demonstrate its ability to consistently manage its workers in a way that contributes to meeting stakeholder needs, including the achievement of organizational objectives and consideration of the needs of workers and employers.

This document is applicable to organizations of all sizes, growth phases and sectors, whether public or private, for profit or not for profit. This document does not determine the organization’s strategies and objectives.

This document does not serve to replace or make superfluous the instruments of agreed collective co-determination, most prominently that of collective bargaining, as established and protected by law in many jurisdictions and practised in good tradition by social partners, such as employers and workers´ unions and their respective associations.

The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 30400, Human resource management — Vocabulary

For the purposes of this document, the terms and definitions given in ISO 30400, and the following apply.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https://www.iso.org/obp

— IEC Electropedia: available at http://www.electropedia.org/

organization

person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3.7)

Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private.

Note 2 to entry: If the organization is part of a larger entity, the term “organization” refers only to the part of the larger entity that is within the scope of the HR management system (3.4).

stakeholder

interested party

person or organization (3.1) that can affect, be affected by, or perceive itself to be affected by a decision or activity

EXAMPLE Customers, owners, people in an organization, suppliers, bankers, unions, work councils, partners or societies, including competitive or pressure groups.

top management

person or group of people who directs and controls an organization (3.1) 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 (3.4) covers only part of an organization, then top management refers to those who direct and control that part of the organization.

management system

set of interrelated or interacting elements of an organization (3.1) to establish policies (3.5) and objectives (3.6), as well as processes (3.9) to achieve those objectives

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

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

HR management system

management system (3.4) with regard to human resources (3.22)

policy

intentions and direction of an organization (3.1) as formally expressed by its top management (3.3)

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 finance, health and safety, and environment). They can be, for example, organization-wide or specific to a project, product or process (3.9).

Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended result, as a purpose, as an operational criterion, as an HR management objective or by the use of other words with similar meaning (e.g. aim, goal, or target).

Note 4 to entry: In the context of HR management systems, HR management objectives are set by the organization (3.1), consistent with the HR management policy (3.6), to achieve specific results.

risk

effect of uncertainty

Note 1 to entry: An effect is a deviation from the expected — positive or negative.

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 (as defined in ISO Guide 73) and consequences (as defined in ISO Guide 73), 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 (as defined in ISO Guide 73) of occurrence.

process

set of interrelated or interacting activities that uses or transforms inputs to deliver a result

Note 1 to entry: Whether the result of a process is called an output, a product or a service depends on the context of the reference.

competence

ability to apply knowledge and skills to achieve intended results

documented information

information required to be controlled and maintained by an organization (3.1) 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 (3.4), including related processes (3.9);

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

– evidence of results achieved (records).

performance

measurable result

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

Note 2 to entry: Performance can relate to managing activities, processes (3.9), products, services, systems or organizations (3.1).

continual improvement

recurring activity to enhance performance (3.12)

effectiveness

extent to which planned activities are realized and planned results are achieved

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 (3.1) and stakeholders (3.2) 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 (3.11).

conformity

fulfilment of a requirement (3.15)

nonconformity

non-fulfilment of a requirement (3.15)

corrective action

action to eliminate the cause(s) of a nonconformity (3.17) and to prevent recurrence

audit

systematic and independent process (3.9) for obtaining evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled

Note 1 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).

Note 2 to entry: An internal audit is conducted by the organization (3.1) itself, or by an external party on its behalf.

Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011.

measurement

process (3.9) to determine a value

monitoring

determining the status of a system, a process (3.9) or an activity

Note 1 to entry: To determine the status, there can be a need to check, supervise or critically observe.

TERMS RELATING TO HR MANAGEMENT

human resources

HR

people working within or contributing to the organization (3.1)

human resource management

HRM

management of people in organizations (3.1)

human capital

value of the collective knowledge, skills and abilities of an organization’s (3.1) people

talent

person who has or can develop the knowledge, skills, abilities and other characteristics to perform a function, job or role, as required

worker

person or individual who performs work, whether an employee or someone who is self-employed or who conducts activities on behalf and under the control of the organization (3.1) in some form of contractual or non-contractual capacity

Note 1 to entry: Workers can be represented by their legitimate representatives, such as worker representatives or trade unions.

Note 2 to entry: A person or individual who performs work can be under the control of the organization in some form of contractual or non-contractual capacity.

employee representative

person elected or appointed to act on behalf of the workforce in interactions with the organization

EXAMPLE An employee representative can be:

a) an individual elected by the workforce;

b) an individual appointed by a trade union.

b) a member of a works council.

Note 1 to entry: Policies, processes and practices vary between jurisdictions.

employer

person or group of people who employ workers (3.26) and are responsible for organizational and worker outcomes with the authority to enter into an agreement and manage work

Note 1 to entry: Employers represent the organization (3.1).

organizational governance

system by which an organization (3.1) makes and implements decisions in pursuit of its objectives (3.7).

Note 1 to entry: This concerns the way a whole organization is led, directed, controlled and held accountable.

organizational culture

values, beliefs and practices that influence the conduct and behaviour of people and organizations (3.1)

performance management

management of the performance (3.12) of people and groups

Note 1 to entry: Performance management can include feedback (ISO 30400:2022 3.1.17), coaching (ISO 30400:2022 3.14.4), mentoring (ISO 30400:2022 3.14.11), reviewing and evaluation (ISO 30400:2022 3.14.7) activities with the aim of continual improvement (3.13).

management

coordinated activities to direct and control an organization (3.1)

Note 1 to entry: Management can include establishing policies (3.6) and objectives (3.7) and processes (3.9) to achieve these objectives.

Note 2 to entry: Management includes the processes of planning (ISO 30400:2022 3.1.8), organizing, directing and controlling the outcomes of people, groups or organizations.

[SOURCE: ISO 9000:2015, 3.3.3, modified — Note 2 to entry replaced.]

knowledge

human or organizational asset enabling effective decisions and action in context

EXAMPLE Insights, know-how and codified knowledge.

Note 1 to entry: Knowledge can be individual or collective.

Note 2 to entry: The many types and forms of knowledge are relevant for different purposes and in different contexts.

Note 3 to entry: Knowledge is acquired through learning or experience.

knowledge management

holistic, cross-functional discipline and set of practices, focused on knowledge, that improve organizational performance

Note 1 to entry: Knowledge management includes, but is not limited to, the creation, acquisition, application, maintenance, sharing and protection of knowledge to create organizational value.

3.34

collaboration

two or more people working together with an agreed common purpose

Note 1 to entry: Collaboration often takes place across functional, organizational, geographic or other boundaries.

Note 2 to entry: Collaboration involves trust, social interaction and the sharing of knowledge (3.32).

3.35

consultation

process of seeking views before making a decision

[SOURCE: ISO 45001:2018, 3.5 (modified by removing Note to entry)]

3.36

collective bargaining

negotiations between employer(s) and workers’ organization(s) aiming at agreement on mutually relevant issues

Note 1 to entry: Collective bargaining can be used to determine working conditions and terms of employment and to regulate the relationship between the organization and the workforce.

Figure 2 – Human resource management

NOTE 1 Macro: international context, country law.

NOTE 2 Meso: organization size, type and sector.

NOTE 3 Micro: internal organization orientation, strategy and internal human governance.

NOTE 4 Figure 1 is a detailed depiction of the HR management system.

The organization shall determine external and internal issues that are relevant to its purpose and that affect its ability to achieve the intended results of its HR management system. See Annex A for examples of external and internal issues.

The HR management system should reflect the strategic requirements of the organization in a consistent manner.

The organization shall determine whether climate change is a relevant issue.

The results of the HR management system contribute to organizational outcomes.

NOTE 1: Issues can include positive and negative factors or conditions.

NOTE 2: Understanding the external context can be facilitated by considering Environmental, Social and Governance (ESG) reporting, UN Sustainable Development Goals (SDGs), issues relevant to the organization’s operations, arising from political, economic, social, demographic, technological, environmental (including climate change) and legal factors, whether international, national, regional or local.

The organization shall determine:

• the stakeholders, including workers and employers, that are relevant to the HR management system;
• the relevant requirements (needs and expectations) of these stakeholders;
• which of these requirements will be addressed through the HR management system.

NOTE 1: The defined needs and expectations are expressed in terms of business and organizational performance.

NOTE 2: Relevant stakeholders can have requirements related to climate change.

The requirements of the stakeholders shall be assessed in the organizational context.

The organization shall determine the boundaries and applicability of the HR management system to establish its scope.

When determining this scope, the organization shall consider:

• the external and internal issues referred to in 4.1;
• the requirements referred to in 4.2.

The scope shall be available as documented information.

The organization shall establish, implement, maintain and continually improve an HR management system, including the processes needed and their interactions, in accordance with the requirements of this document.

NOTE A successful organization, in terms of human resource management, can attract, develop, and deploy talent [30400:2022 3.11.1] in an ethical, sustainable, and effective manner using the appropriate knowledge and techniques in recruitment, onboarding, learning and development, performance management, and other aspects of talent management [30400:2022 3.11.5].

The organization shall demonstrate that the HR management system includes the following functions of attracting, developing and deploying talent until the employment relationship ends. These functions interact and influence each other throughout the HR management life cycle:

• Attract talent. Attracting talent involves appealing to prospective and existing workers who have the skills, abilities and values that an organization needs to achieve its strategic objectives now and in the future.

EXAMPLES: Aligning and communicating organizational values and culture; sustaining a positive employer brand; maintaining a positive worker experience, including engagement; recruitment and selection processes that include the candidate experience; onboarding processes that are designed to socialize new workers; learning and development opportunities; fair and equitable remuneration.

• Develop talent. Aligning workers’ skills and potential abilities with the capabilities needed by the organization now and in the future.

EXAMPLES: Learning and development; knowledge management; workforce mobility; performance management experience; succession planning processes.

• Deploy talent. Deploying talent involves organizing and managing work and workers to achieve organizational goals. This includes the organization’s adoption and integration of technology, including artificial intelligence, and assessing its impact on the work and workers.

EXAMPLES: Workforce planning and allocation; performance management; rewards and recognition; exit from employment, voluntarily or involuntarily.

Retaining talent is an outcome of attract, develop and deploy, and is essential for maintaining a competitive edge, as it ensures continuity and retains organizational knowledge. Organizations can achieve this by offering career development opportunities, competitive salaries, and a positive work culture that values employee well-being. Engaged employees are more likely to stay, leading to higher productivity and reduced turnover costs.

The organization shall demonstrate that the HR management system, includes, when applicable, the following processes of the organization’s HR management life cycle:

• Workforce planning;
• Workforce allocation;
• Remuneration, rewards and recognition;
• Recruitment;
• Onboarding;
• Learning and development;
• Knowledge management;
• Talent management and retention;
• Performance management;
• Succession planning;
• Workforce mobility;
• Exit from employment.

NOTE The organization’s HR management life cycle is different from the employee’s life cycle.

Top management shall demonstrate leadership and commitment with respect to the HR management system by:

• ensuring that the HR policy and HR objectives are established and are compatible with the strategic direction of the organization;
• ensuring the integration of the HR management system requirements into the organization’s business processes;
• ensuring that the resources needed for the HR management system are available;
• communicating the importance of effective HR management and of conforming to the HR management system requirements;
• ensuring that the HR management system achieves its intended result(s);
• directing and supporting workers to contribute to the effectiveness of the HR management system;
• promoting continual improvement;
• supporting other relevant roles to demonstrate their leadership as it applies to their areas of responsibility.

NOTE 1: Directing and supporting workers includes engaging with workers and, where they exist, their workers’ representatives for the issues regarding their consultation and participation (5.4).

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

Top management shall establish an HR management policy that:

1. is appropriate to the purpose of the organization;
2. provides a framework for setting HR management objectives;
3. includes a commitment to meet applicable requirements;
4. includes a commitment to continual improvement of the HR management system.

The HR management policy shall:

• be available as documented information;
• be communicated within the organization;
• be available to stakeholders, as appropriate.

NOTE: Communication includes dialogue promoting understanding of the organization’s HR management policy by workers and, where they exist, workers’ representatives.

Top management shall ensure that the responsibilities, accountabilities, and authorities for relevant roles are assigned and communicated within the organization.

Top management shall assign the responsibility and authority for:

1. ensuring that the HR management system conforms to the requirements of this document;
2. reporting on the performance of the HR management system to top management.

The organization shall establish, implement and maintain processes for the consultation and participation of workers at all applicable levels and functions, and, where they exist, workers’ representatives, in the implementation and improvement of the HR management system in the organization.

NOTE 1: This includes identifying, determining and removing barriers to worker consultation and participation.

NOTE 2: This includes identifying the impact of the HR management system on working conditions.

The organization shall provide timely access to clear, understandable, and relevant information about the HR management system. See clauses 4.4, 5.1, 5.2, 5.3, 6.2, and 7.4.

When planning for the HR management system, the organization shall consider the issues referred to in 4.1 and the requirements referred to in 4.2 and determine the risks and opportunities that need to be addressed to:

• give assurance that the HR management system can achieve its intended result(s);
• prevent, or reduce, undesired effects;
• achieve continual improvement.

The organization shall plan:

1. actions to address these risks and opportunities;
2. how to

• integrate and implement the actions into its HR management system processes;
• evaluate the effectiveness of these actions.

The organization shall establish HR management objectives at relevant functions and levels. The HR management objectives shall:

1. be consistent with the HR management policy;
2. be measurable (if practicable);
3. take into account applicable requirements;
4. be monitored;
5. be communicated;
6. be updated as appropriate;
7. be available as documented information.

When planning how to achieve its HR management objectives, the organization shall determine:

• what will be done;
• what resources will be required;
• who will be responsible;
• when it will be completed;
• how the results will be evaluated.

When the organization determines the need for changes to the HR management system, the changes shall be carried out in a planned manner.

The organization shall determine and provide the resources needed for the establishment, implementation, maintenance and continual improvement of the HR management system.

EXAMPLE: Resources can include financial, physical, technological infrastructure and technology for HR. Human resources workers with HRM competence or access to externally-provided HRM expertise.

The organization shall:

• ensure that HR workers are competent and skilled to achieve their job requirements;
• determine the necessary competence of workers acting under its control that affects its HR management performance;
• ensure that these workers are competent on the basis of appropriate education, training, or experience;
• where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken.

Appropriate documented information shall be available as evidence of competence.

NOTE Applicable actions can include, for example: the provision of training to, the mentoring of, or the re-assignment of current workers; or the hiring or contracting of competent workers; assessment of the competence and expertise of HR management service providers.

Persons doing work under the organization’s control shall be aware of:

• the HR management policy;
• their contribution to the effectiveness of the HR management system, including the benefits of improved HR management performance;
• the implications of not conforming with the HR management system requirements.

The organization shall determine the internal and external communications relevant to the HR management system including:

• on what it will communicate;
• when to communicate;
• with whom to communicate;
• how to communicate.

The organization’s HR management system shall include:

1. documented information required by this document;
2. documented information determined by the organization as being necessary for the effectiveness of the HR management system.

NOTE The extent of documented information for an HR management system can differ from one organization to another due to:

• the size of organization and its type of activities, processes, products and services;
• the complexity of processes and their interactions;
• the competence of workers.

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

• identification and description (e.g., a title, date, author, or reference number);
• format (e.g., language, software version, graphics) and media (e.g. paper, electronic);
• review and approval for suitability and adequacy.

Documented information required by the HR management system and by this document shall be controlled to ensure:

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

For the control of documented information, the organization shall address the following activities, as applicable:

• distribution, access, retrieval and use;
• storage and preservation, including preservation of legibility;
• control of changes (e.g. version control);
• retention and disposition

Documented information of external origin determined by the organization to be necessary for the planning and operation of the HR management system shall be identified as appropriate and controlled.

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

The organization shall plan, implement and control the processes needed to meet requirements, and to implement the actions determined in Clause 6, by:

• establishing criteria for the processes;
• implementing control of the processes in accordance with the criteria.

Documented information shall be available to the extent necessary to have confidence that the processes have been carried out as planned.

The organization shall control planned changes and review the consequences of unintended changes, taking action to mitigate any adverse effects, as necessary.

The organization shall ensure that externally provided processes, products or services that are relevant to the HR management system are controlled.

The processes described in 8.1, when appropriate, includes workforce planning.

EXAMPLE: process of preparing, assigning and informing allocation decisions (3.8.6), collecting the worker response and adjusting the allocation.

For further information, see ISO 30409:2016 Human resource management – Workforce planning.

The systematic identification, analysis and planning of organizational needs in terms of people.

EXAMPLE: the systematic identification, analysis and planning (3.1.8) of organizational needs in terms of people. It is a process used to generate business intelligence to inform business of the current and future impact of the external and internal environment on the business, enabling the business to be resilient to structural and cultural changes to better position itself for the future.

For further information, see ISO 30434:2023 Human resource management — Workforce allocation.

The processes described in 8.1, when appropriate, includes renumeration, rewards and recognition of workers.

EXAMPLE Developing an equity policy with processes, and establishing recognition opportunities.

The processes described in 8.1, when appropriate, includes recruitment of workers.

EXAMPLE: process transparency; value alignment between individuals and the organization

For further information, see ISO 30405:2023 Human resource management — Guidelines on recruitment.

The processes described in 8.1, when appropriate, includes onboarding of workers.

EXAMPLE Orientation, training, mentoring, and other tools to foster job competencies, such as workplace socialization.

The processes described in 8.1, when appropriate, includes learning and development of workers. For further relevant information, see ISO 30422:2022 Human resource management — Learning and development and ISO/TS 30438:2024 Human resource management — Learning and development metrics.

EXAMPLE E-learning and other training methods to maintain and develop the worker’s ability to perform the job.

The processes described in 8.1, when appropriate, includes knowledge management in the organization. For further relevant information, see ISO 30401:2018 Knowledge management systems — Requirements.

EXAMPLE Knowledge sharing; communities of practice, acquiring new knowledge from external sources, and knowledge creation through research.

The processes described in 8.1, when appropriate, includes talent management. Metrics relevant to this process is described in ISO/TS 30425:2021 Human resource management — Workforce availability metrics cluster.

EXAMPLE Applying integrated strategies to attract, develop, and deploy talent to achieve objectives of the job role; workplace wellbeing facilitation; reallocation of work for growth opportunities.

The processes described in 8.1, when appropriate, includes talent management. Metrics relevant to this process is described in ISO/TS 30432:2021 Human resource management — Workforce productivity metrics cluster.

EXAMPLE Measurement of worker performance by comparing job outcomes to pre-defined criteria, and providing feedback to the worker for future growth and improvement.

The processes described in 8.1, when appropriate, includes succession planning. Metrics relevant to this process is described in ISO/TS 30433:2021 Human resource management — Succession planning metrics cluster.

EXAMPLE Identify workers and their readiness for future job roles.

The processes described in 8.1, when appropriate, includes workforce mobility. Relevant information is described in and ISO 30408:2016 Human resource management — Guidelines on human governance.

EXAMPLE Identifying talent capable of meeting specific organisational needs in other geographical locations; developing talent through assignments in diverse locations; identifying talent capable of performing functions in other locations.

The processes described in 8.1, when appropriate, includes exit from employment and retirement.

EXAMPLE Pre-retirement educational/re-skill program; flexible work scheduling in preparation for retirement; job sharing to retain workers.

The organization shall determine:

• what needs to be monitored and measured;
• the methods for monitoring, measurement, analysis and evaluation, as applicable, to ensure valid results;
• when the monitoring and measuring shall be performed;
• when the results from monitoring and measurement shall be analysed and evaluated.

Documented information shall be available as evidence of the results.

The organization shall analyze and evaluate the appropriate data and information from monitoring and measurement.

NOTE Metrics included in the HR management - Guidelines for internal and external human capital reporting, ISO 30414:2018[2025], can be an effective tool for measurement and evaluation.

The organization shall conduct internal audits at planned intervals to provide information on whether the HR management system:

1. conforms to:

• the organization’s own requirements for its HR management system;
• the requirements of this document;

1. is effectively implemented and maintained.

The organization shall plan, establish, implement and maintain (an) audit programme(s), including the frequency, methods, responsibilities, planning requirements and reporting.

When establishing the internal audit programme(s), the organization shall consider the importance of the processes concerned and the results of previous audits.

The organization shall:

1. define the audit objectives, criteria and scope for each audit;
2. select auditors and conduct audits to ensure objectivity and the impartiality of the audit process;
3. ensure that the results of audits are reported to relevant managers.

Documented information shall be available as evidence of the implementation of the audit programme(s) and the audit results.

Top management shall review the organization’s HR management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness.

The management review shall include:

1. the status of actions from previous management reviews;
2. changes in external and internal issues that are relevant to the HR management system;
3. changes in needs and expectations of stakeholders that are relevant to the HR management system;
4. information on the HR management performance, including trends in:

• nonconformities and corrective actions;
• monitoring and measurement results;
• audit results;

1. opportunities for continual improvement.

The results of the management review shall include decisions related to continual improvement opportunities and any need for changes to the HR management system.

Documented information shall be available as evidence of the results of management reviews.

The organization shall continually improve the suitability, adequacy and effectiveness of the HR management system.

When a nonconformity occurs, the organization shall:

1. react to the nonconformity, and as applicable:

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

1. evaluate the need for action to eliminate the cause(s) of the nonconformity, in order that it does not recur or occur elsewhere, by:

• reviewing the nonconformity;
• determining the causes of the nonconformity;
• determining if similar nonconformities exist, or can potentially occur;

1. implement any action needed;
2. review the effectiveness of any corrective action taken;
3. make changes to the HR management system, if necessary.

Corrective actions shall be appropriate to the effects of the nonconformities encountered.

Documented information shall be available as evidence of:

• the nature of the nonconformities and any subsequent actions taken;
• the results of any corrective action.

Informative

Examples of external and internal issues

The following examples are not exhaustive and relate to clause 4.1:

• Political factors, such as globalization, tax policies, tariffs, and stability of governments.
• Economic factors, such as inflation, interest rates and unemployment rates, labour markets, levels of disposable income, and general growth or decline of economies.
• Social factors, such as stakeholder responsibility, education, demographic, linguistic and cultural, and societal values and expectations.
• Technological factors, such as the increasing rates of development in technology, including artificial intelligence, machine learning, and other emerging technologies.
• Environmental factors, including operating as an ethical and sustainable organization, such as consideration of pollution targets, climate change, and the acquisition and deployment of raw materials and labour.
• Legal factors, such as regulations for employment, health and safety, wellbeing, equal opportunities, consumer rights and product safety.

• The organization’s existing business processes, such as those related to learning and innovation, customer perspective, financial, environmental and social responsibility.
• Difficulty achieving key performance indicators, such as revenue or safety targets.
• The organizational governance structure, such as assignment of roles and responsibilities, formal and informal decision-making processes, organizational culture, values and ethics, management style, communication style, respect for data security and privacy.
• Other management systems adopted by the organization that can interact with the HR management system (e.g., ISO 30401, ISO 9001, ISO 45001).
• Size and nature as well as quality and degree of representation of the organization’s workforce;
• Characteristics of the workforce such as, skills, capabilities, knowledge, and diversity.
• Worker representation such as collective bargaining or shop councils.
• Locations of work, such as remote or hybrid working, working at home, working in isolation.
• Existing employment terms and conditions.
• Outdated systems that hinder effective practices, data inaccuracy, and security risks.

Informative

TITLE: consultation and participation (clause 5.4)

With regards to subclause 5.4 on “Consultation and participation of workers”, issues of information may include the:

• objective of the standard’s implementation and its monitoring; (4.4, 7.3)
• procedures of HR planning and allocation of the workforce;
• aspects of the sustainable business and HR policy (5.2, 6.2);
• roles, responsibilities, and authorities (5.3)
• leadership and decision-making concept (5.1);
• methods and organization of work, and the classification of work in the workflow;
• adaptation of skills and capabilities within the framework of the organization, training and development opportunities (7.2);
• applied labour policy, regulations and practices, as well as collective agreements;
• collection and processing of personal and work-related data, their measurement, and surveillance methods;
• communication principles (7.4);
• right to complain to the relevant officers of the organization.

With regards to subclause 5.4 on “Consultation and participation of workers”, issues of consultation may include:

• determining the needs and expectations of interested parties (4.2)
• establishing the HRMS policy (5.2);
• assigning organizational roles, responsibilities and authorities, as applicable (5.3);
• establishing HRMS objectives and planning to achieve them (6.2);
• determining the needs for changes to the HRMS requirements (6.3)
• reviewing non conformities and corrective actions (10.2);
• determining what needs to be monitored, measured, analyzed, and evaluated (9.1)
• planning, establishing, implementing and maintaining an audit programme(s) (9.2.2);
• results of the management review (9.3.3)

With regards to subclause 5.4 on “Consultation and participation of workers”, issues of participation may include:

• determining the mechanisms for the information, consultation and participation of workers’ representatives, where they exist;
• determining the necessary competence of persons, the actions to acquire the necessary competence, and the evaluation of the effectiveness of the action taken (7.2)
• determining what needs to be internally communicated and how this will be done (7.4);
• determining control measures and their effective implementation and use (9.1).

ISO 30408:2016 Human resource management - Guidelines on human governance

ISO 30409:2016 Human resource management – Workforce Planning

ISO 30405:2023 - Human resource management - Guidelines on recruitment

ISO 30422:2022 Human resource management - Learning and development

ISO 23326:2022 Human resource management - Employee Engagement

ISO 30415:2021 Human resource management. Diversity and inclusion

ISO 30414:2018 Human resource management - Guidelines for internal and external human capital reporting

ISO 30434:2023 Human resource management — Workforce allocation

ISO 30401:2018 Knowledge management systems — Requirements

ISO 10667-1:2020 Assessment service delivery — Procedures and methods to assess people in work and organizational settings — Part 1: Requirements for the client

ISO 10667-2:2020 Assessment service delivery — Procedures and methods to assess people in work and organizational settings — Part 2: Requirements for service providers

ISO 29992:2018 Assessment of outcomes of learning services — Guidance

ISO 29993:2017(en) Learning services outside formal education — Service requirements

ISO 29994:2021 Education and learning services — Requirements for distance learning

Wong, W., Anderson, V., & Bond, H. (eds.) (2019) Human Capital Management Standards: A Complete Guide. London: Kogan Page