Industry: HR
Govern employee and candidate data with confidence
Centralize privacy operations across hiring, onboarding, payroll, and performance workflows.
Primary pains
- Employee records spread across HRIS, payroll, and recruiting tools
- Complex retention, access, and deletion obligations by region
- Manual evidence preparation for internal and external audits
Use cases
- DSAR workflows for employee and candidate requests
- ROPA mapping for people operations and talent systems
- Risk register tracking for workforce-data processing gaps
Suggested workflows
Data inventory + policy mapping + request automation + compliance reporting for people data governance.
Compliance mapping
GDPR, CCPA, and UAE PDPL controls mapped to employee lifecycle processing and cross-border HR data handling.
Expected outcomes
Faster request turnaround, clearer policy enforcement, and audit-ready evidence for workforce data controls.
Frequently asked questions
Generally no. Regulators treat consent in an employment context as rarely freely given, because of the power imbalance — an employee cannot meaningfully refuse. Contract, legal obligation, or legitimate interests are almost always the correct basis for HR processing.
Only as long as you have a purpose and a basis — commonly six to twelve months to defend a discrimination claim, and longer only with the candidate's agreement to be kept on file. Retaining a CV indefinitely 'in case something comes up' is not defensible without consent.
Yes, and employee DSARs are frequently the hardest ones to handle. They often arrive during a dispute, they span email and messaging systems, and they routinely contain data about colleagues and managers that has to be redacted before disclosure.
Monitoring must be necessary, proportionate, and transparent — employees have to know it is happening and why. Covert monitoring is lawful only in narrow circumstances such as investigating suspected criminal activity, and most monitoring programmes require a DPIA before they start.