This document contains the Code of Ethics and Principles of Professional Conduct for the Chartered Professionals in Human Resources of British Columbia and Yukon (CPHR BC & Yukon). It begins with definitions of key terms. It then discusses the duties of CPHR members to the public, the profession, and clients/employers. The duties include observing laws, using best practices, continuing education, keeping information confidential, enhancing the profession's public image, and more. It aims to establish ethical standards for human resources professionals.
PADM505 LESSON 7 ETHICS CODESIntroductionTopics to be cover.docxsmile790243
Ā
PADM505 | LESSON 7: ETHICS CODES
Introduction
Topics to be covered:
Ā· Codes of Ethics and Codes of Conduct
Ā· Principles of Ethics
Ā· ASPA Code of Ethics
Ā· Ethics Training
Ā· Ethics Audits, Hotlines, Ombudsmen, and Ethics Boards
Ā· More Methods to Encourage Ethical Behavior
Lesson 2 explained that public administrators are subject to legal requirements intended to promote the practice of ethical behavior. In addition, professional associations, such as the American Society for Public Administration (ASPA), have formal codes of ethics intended to provide guidance to public administrators for how to behave ethically. To supplement these directives, government organizations and agencies also have codes of ethics, as well as codes of conduct, to help public administrators understand the behavior expected of them as they strive to be ethical.
This lesson will take a closer look at codes of ethics, codes of conduct, training, and ethics audits, providing additional information about how they can be used as tools to encourage public administrators to behave ethically. In addition, this lesson will introduce ethics hotlines and ombudsmen, which are additional tools that can help government organizations and agencies ensure that public administrators are as ethical as possible.
Codes of Ethics and Codes of Conduct
Ethics codes come in a variety of forms and titles. You may have heard of similar concepts called principles, codes of conduct, standards, tenets, rules, canons, regulations, etc. They can be aspirational or provide a very bright line definition.
CODE OF ETHICS
Code of ethicsĀ refers to a written document that outlines an organizationās mission and values, explaining the ethical principles that the organization promotes based on its mission and values. It also details the standards of professional behavior that employees are expected to maintain, including how they should approach problems.
CODE OF CONDUCT
Code of conductĀ refers to a written set of rules that delineates the specific types of behavior that employees are expected to practice at work. This includes specifying norms for on-the-job behavior, particularly as they pertain to each job.
It is important to note that a code of ethics
and a code of conduct are not the same thing. A code of conduct is related to the code of ethics, but it is more detailed and specific. Both codes of ethics and codes of conduct are intended to supplement legal requirements and other directives that provide written guidance for how public administrators should practice ethical behavior.
Many scholarsāincluding Cooper (2006), and Verschoor (2007)āagree that codes of ethics and codes of conduct can be useful to help instill an ethical environment in an organization. Such codes can help restore and maintain the publicās trust in government and can help establish governmentās legitimacy. They also can provide public administrators with advice and direction on ethical dilemmas and can become a source of professiona.
Explains how a needs assessment is conducted using an assessment m.docxSANSKAR20
Ā
Explains how a needs assessment is conducted using an assessment mechanism, and identifies when it is not a good idea to use the assessment mechanism. Explains an evaluation mechanism used to plan and evaluate the effectiveness of a sport intervention, and explains when not to use the evaluation mechanism. Explains stakeholder relationships with individuals who will be impacted by the sport intervention, and identifies how to resolve conflicts that may occur between stakeholders and sport individuals. Communicates in a manner that is scholarly, professional, and consistent with expectations for members of the psychological professions. Communication is concise, balanced, logically organized, and free of grammatical and mechanical errors, and provides support to topic through relevant examples. Analyzes stakeholder relationships that are both directly and indirectly impacted, and explains the differences between being directly and indirectly impacted. Describes ethical considerations that are relevant to a sport intervention, and explains how to overcome ethical violations. Describes how to proactively manage ethical concerns that may arise, and how to manage them if they do occur.
Management Information Systems
1.What are the business costs or risks of poof data quality?
2.What is data mining?
3. What is text mining?
4.What is an IP address?
5.What are bandwidth and broadband?
INFORMATION SYSTEMS SECURITY
Discussion Question
Your boss mentions that recently a number of employees have received calls from individuals who didnāt identify themselves and asked a lot of questions about the company and its computer infrastructure. At first, he thought this was just a computer vendor who was trying to sell your company some new product, but no vendor has approached the company. He also says several strange e-mails requesting personal information have been sent to employees, and quite a few people have been seen searching your companyās trash dumpsters for recyclable containers.
Your boss asks what you think about all of these strange incidents. Respond and be sure to provide a recommendation on what should be done about the various incidents.
Discussion Question
Perform a search on the Web for articles and stories about social engineering attacks or reverse social engineering attacks. Find an attack that was successful and describe how it could have been prevented.
Discussion Question
Discuss why your company or organization needs more user education about security.
Discussion Question
Discuss why sensitive information should not be sent over the Wireless Application Protocol.
Discussion Question
Describe the best practice to employ to mitigate malware effects on a machine.
Discussion Question
Much has been made of the new Web 2.0 phenomenon, including social networking sites and user-created mash-ups. How does Web 2.0 change security for the Internet?
Discussion Question
Describe and discuss at least two backup strategies.
Discussion Question
D ...
Personal Finance Professional Ethics & Standards of Practice - A Professional...milfamln
Ā
This webinar covers a high level introduction to the subject of ethics as a primer for understanding the basics of ethics (for those who may not have had any previous formal education or training in ethics). This will help to serve as a framework for approaching the discussion of case studies. A number of brief case studies will be presented, and participants will be given an opportunity to respond in text to questions posed about each case study, including how they might respond in these situations. We will then consider and discuss the case study scenario and our various responses.
PADM505 LESSON 7 ETHICS CODESIntroductionTopics to be cover.docxsmile790243
Ā
PADM505 | LESSON 7: ETHICS CODES
Introduction
Topics to be covered:
Ā· Codes of Ethics and Codes of Conduct
Ā· Principles of Ethics
Ā· ASPA Code of Ethics
Ā· Ethics Training
Ā· Ethics Audits, Hotlines, Ombudsmen, and Ethics Boards
Ā· More Methods to Encourage Ethical Behavior
Lesson 2 explained that public administrators are subject to legal requirements intended to promote the practice of ethical behavior. In addition, professional associations, such as the American Society for Public Administration (ASPA), have formal codes of ethics intended to provide guidance to public administrators for how to behave ethically. To supplement these directives, government organizations and agencies also have codes of ethics, as well as codes of conduct, to help public administrators understand the behavior expected of them as they strive to be ethical.
This lesson will take a closer look at codes of ethics, codes of conduct, training, and ethics audits, providing additional information about how they can be used as tools to encourage public administrators to behave ethically. In addition, this lesson will introduce ethics hotlines and ombudsmen, which are additional tools that can help government organizations and agencies ensure that public administrators are as ethical as possible.
Codes of Ethics and Codes of Conduct
Ethics codes come in a variety of forms and titles. You may have heard of similar concepts called principles, codes of conduct, standards, tenets, rules, canons, regulations, etc. They can be aspirational or provide a very bright line definition.
CODE OF ETHICS
Code of ethicsĀ refers to a written document that outlines an organizationās mission and values, explaining the ethical principles that the organization promotes based on its mission and values. It also details the standards of professional behavior that employees are expected to maintain, including how they should approach problems.
CODE OF CONDUCT
Code of conductĀ refers to a written set of rules that delineates the specific types of behavior that employees are expected to practice at work. This includes specifying norms for on-the-job behavior, particularly as they pertain to each job.
It is important to note that a code of ethics
and a code of conduct are not the same thing. A code of conduct is related to the code of ethics, but it is more detailed and specific. Both codes of ethics and codes of conduct are intended to supplement legal requirements and other directives that provide written guidance for how public administrators should practice ethical behavior.
Many scholarsāincluding Cooper (2006), and Verschoor (2007)āagree that codes of ethics and codes of conduct can be useful to help instill an ethical environment in an organization. Such codes can help restore and maintain the publicās trust in government and can help establish governmentās legitimacy. They also can provide public administrators with advice and direction on ethical dilemmas and can become a source of professiona.
Explains how a needs assessment is conducted using an assessment m.docxSANSKAR20
Ā
Explains how a needs assessment is conducted using an assessment mechanism, and identifies when it is not a good idea to use the assessment mechanism. Explains an evaluation mechanism used to plan and evaluate the effectiveness of a sport intervention, and explains when not to use the evaluation mechanism. Explains stakeholder relationships with individuals who will be impacted by the sport intervention, and identifies how to resolve conflicts that may occur between stakeholders and sport individuals. Communicates in a manner that is scholarly, professional, and consistent with expectations for members of the psychological professions. Communication is concise, balanced, logically organized, and free of grammatical and mechanical errors, and provides support to topic through relevant examples. Analyzes stakeholder relationships that are both directly and indirectly impacted, and explains the differences between being directly and indirectly impacted. Describes ethical considerations that are relevant to a sport intervention, and explains how to overcome ethical violations. Describes how to proactively manage ethical concerns that may arise, and how to manage them if they do occur.
Management Information Systems
1.What are the business costs or risks of poof data quality?
2.What is data mining?
3. What is text mining?
4.What is an IP address?
5.What are bandwidth and broadband?
INFORMATION SYSTEMS SECURITY
Discussion Question
Your boss mentions that recently a number of employees have received calls from individuals who didnāt identify themselves and asked a lot of questions about the company and its computer infrastructure. At first, he thought this was just a computer vendor who was trying to sell your company some new product, but no vendor has approached the company. He also says several strange e-mails requesting personal information have been sent to employees, and quite a few people have been seen searching your companyās trash dumpsters for recyclable containers.
Your boss asks what you think about all of these strange incidents. Respond and be sure to provide a recommendation on what should be done about the various incidents.
Discussion Question
Perform a search on the Web for articles and stories about social engineering attacks or reverse social engineering attacks. Find an attack that was successful and describe how it could have been prevented.
Discussion Question
Discuss why your company or organization needs more user education about security.
Discussion Question
Discuss why sensitive information should not be sent over the Wireless Application Protocol.
Discussion Question
Describe the best practice to employ to mitigate malware effects on a machine.
Discussion Question
Much has been made of the new Web 2.0 phenomenon, including social networking sites and user-created mash-ups. How does Web 2.0 change security for the Internet?
Discussion Question
Describe and discuss at least two backup strategies.
Discussion Question
D ...
Personal Finance Professional Ethics & Standards of Practice - A Professional...milfamln
Ā
This webinar covers a high level introduction to the subject of ethics as a primer for understanding the basics of ethics (for those who may not have had any previous formal education or training in ethics). This will help to serve as a framework for approaching the discussion of case studies. A number of brief case studies will be presented, and participants will be given an opportunity to respond in text to questions posed about each case study, including how they might respond in these situations. We will then consider and discuss the case study scenario and our various responses.
Ethics in the WorkplaceHome Publications & Resources Knowledge.pdfthorsendrouillardu93
Ā
Ethics in the Workplace
Home > Publications & Resources > Knowledge Center > Article Index
By: Joshua Joseph , Ethics Resource Center, Inc joshua@ethics.org
Source: Executive Update
Feature
Published: October 2000
Results of a recent national study provide solid data that leaders who want to establish a practice
of positive workplace ethics within their organizations should develop written ethics standards,
provide ethics training, and ensure resources are available for employees in need of ethics
advice.
Association executives typically want the answers to two key questions about ethics in their
association offices: āHow do workplace ethics apply to the practical goals of my organization
and the work of my employees?ā and āCan you show me reliable data that support your
assertions?ā In this article, we address those questions as we present findings from the Ethics
Resource Centerās 2000 National Business Ethics Survey (2000 NBES) - a rigorous telephone
survey of 1,500 U.S. employees - and discuss what these findings mean for association
executives.
One caveat first - we focus on issues relevant to an associationās internal staff and to ethics
programs designed for them, not for association members whose relationships with their
organization are often very different from those of staff. In the 2000 NBES, we gathered
information on three key elements of an ethics program: written ethics standards, ethics training,
and means for employees to get ethics advice (e.g., a telephone help line or ethics office).
Ethics Trends
Studies show that formal ethics programs are becoming increasingly common in U.S.
organizations across the nonprofit, for-profit, and government sectors. Compared to the 1994
survey, the 2000 NBES finds dramatic increases in the percentage of employees who report that
their organizations have ethics programs. In the nonprofit sector specifically, the 2000
NBESfinds that nearly 90 percent of employees say their organizations have written standards of
ethical conduct. In addition, 65 percent say their organizations provide some form of training
about these standards, and more than 40 percent say a dedicated telephone line or office is
available for ethics advice. Not surprisingly, the percentages are consistently higher among
larger nonprofits - those with more than 500 employees - as compared to smaller ones.
These percentages suggest that many nonprofit executives are seeing value in actively promoting
ethics within their organizations. The list of potential benefits linked to an effective ethics
program includes the following:
Recruiting and retaining top-quality people;
Fostering a more satisfying and productive working environment;
Building and sustaining your associationās reputation within the communities in which you
operate;
Maintaining the trust of members to ensure continued self-regulation;
Legitimizing open discussion of ethical issues;
Providing ethical guidance and resources for employees prior to making difficult d.
Environment Issues ā Global Warming, Climate Change, Ethics in Human
Resource Management , Employees Rights- Right to work, Equality of
Opportunity, Concept of fair wages, Duties of employees, Human Rights ,
Sexual Harrassment
What is Coaching Ethics?
Ethics is to coaching as the Constitution is to lawmakers. Ethics is the study of moralityās effect on conduct, the moral standard and how it affects the conduct of the coach. The Code of Coaching Conduct consists of moral principles governing the appropriate conduct for a coach in relationship to his/her client.
Ethics of Environment, Employees Rights and Duties & Corporate
Social Responsibility:
a) Environment Issues ā Global Warming, Climate Change, Ethics in Human
Resource Management , Employees Rights- Right to work, Equality of
Opportunity, Concept of fair wages, Duties of employees, Human Rights ,
Sexual Harrassment
b) Corporate social responsibility and Corporate governance ā Concept and
Importance, Corporate philanthropy, Drivers of CSR, Indian Corporates and
CSR Case Studies, Role of NGOs in CSR, CSR and Sustainable Development
The slide is about Corporate Governance in related to the mission, vision, code of conduct and ethical values of Power Finance Corporation and how PFC's CSR is related to the sustainable development goal of United Nations.
Horse SA codes of conduct + ideas for all horse clubsHorse SA
Ā
Horse SA code of conduct policies, with tips for all horse clubs who may be thinking of creating or updating existing policies.
Horse SA http://www.horsesa.asn.au
Ethics in the WorkplaceHome Publications & Resources Knowledge.pdfthorsendrouillardu93
Ā
Ethics in the Workplace
Home > Publications & Resources > Knowledge Center > Article Index
By: Joshua Joseph , Ethics Resource Center, Inc joshua@ethics.org
Source: Executive Update
Feature
Published: October 2000
Results of a recent national study provide solid data that leaders who want to establish a practice
of positive workplace ethics within their organizations should develop written ethics standards,
provide ethics training, and ensure resources are available for employees in need of ethics
advice.
Association executives typically want the answers to two key questions about ethics in their
association offices: āHow do workplace ethics apply to the practical goals of my organization
and the work of my employees?ā and āCan you show me reliable data that support your
assertions?ā In this article, we address those questions as we present findings from the Ethics
Resource Centerās 2000 National Business Ethics Survey (2000 NBES) - a rigorous telephone
survey of 1,500 U.S. employees - and discuss what these findings mean for association
executives.
One caveat first - we focus on issues relevant to an associationās internal staff and to ethics
programs designed for them, not for association members whose relationships with their
organization are often very different from those of staff. In the 2000 NBES, we gathered
information on three key elements of an ethics program: written ethics standards, ethics training,
and means for employees to get ethics advice (e.g., a telephone help line or ethics office).
Ethics Trends
Studies show that formal ethics programs are becoming increasingly common in U.S.
organizations across the nonprofit, for-profit, and government sectors. Compared to the 1994
survey, the 2000 NBES finds dramatic increases in the percentage of employees who report that
their organizations have ethics programs. In the nonprofit sector specifically, the 2000
NBESfinds that nearly 90 percent of employees say their organizations have written standards of
ethical conduct. In addition, 65 percent say their organizations provide some form of training
about these standards, and more than 40 percent say a dedicated telephone line or office is
available for ethics advice. Not surprisingly, the percentages are consistently higher among
larger nonprofits - those with more than 500 employees - as compared to smaller ones.
These percentages suggest that many nonprofit executives are seeing value in actively promoting
ethics within their organizations. The list of potential benefits linked to an effective ethics
program includes the following:
Recruiting and retaining top-quality people;
Fostering a more satisfying and productive working environment;
Building and sustaining your associationās reputation within the communities in which you
operate;
Maintaining the trust of members to ensure continued self-regulation;
Legitimizing open discussion of ethical issues;
Providing ethical guidance and resources for employees prior to making difficult d.
Environment Issues ā Global Warming, Climate Change, Ethics in Human
Resource Management , Employees Rights- Right to work, Equality of
Opportunity, Concept of fair wages, Duties of employees, Human Rights ,
Sexual Harrassment
What is Coaching Ethics?
Ethics is to coaching as the Constitution is to lawmakers. Ethics is the study of moralityās effect on conduct, the moral standard and how it affects the conduct of the coach. The Code of Coaching Conduct consists of moral principles governing the appropriate conduct for a coach in relationship to his/her client.
Ethics of Environment, Employees Rights and Duties & Corporate
Social Responsibility:
a) Environment Issues ā Global Warming, Climate Change, Ethics in Human
Resource Management , Employees Rights- Right to work, Equality of
Opportunity, Concept of fair wages, Duties of employees, Human Rights ,
Sexual Harrassment
b) Corporate social responsibility and Corporate governance ā Concept and
Importance, Corporate philanthropy, Drivers of CSR, Indian Corporates and
CSR Case Studies, Role of NGOs in CSR, CSR and Sustainable Development
The slide is about Corporate Governance in related to the mission, vision, code of conduct and ethical values of Power Finance Corporation and how PFC's CSR is related to the sustainable development goal of United Nations.
Horse SA codes of conduct + ideas for all horse clubsHorse SA
Ā
Horse SA code of conduct policies, with tips for all horse clubs who may be thinking of creating or updating existing policies.
Horse SA http://www.horsesa.asn.au
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Ā
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
Ā
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Ā
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Memorandum Of Association Constitution of Company.pptseri bangash
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.š¤Æ
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Improving profitability for small businessBen Wann
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3. Code of Ethics and Principles of Professional Conduct | 3
Foreword
The Chartered Professionals in Human Resources of British Columbia and Yukon (CPHR BC & Yukon) Code of
Ethics and Principles of Professional Conduct expresses the commitment that CPHR BC & Yukon makes to the
ethical delivery of human resources practice by their Members.
The Code of Ethics and the Principles of Professional Conduct sets out the ethical standards human resource
professionals are expected to meet. These standards require ethical conduct, competent service and good
character and provide both broad general principles and some details about how those principles should be
applied in practice.
4. 4 | Chartered Professionals in Human Resources of British Columbia and Yukon
Deļ¬nitions
In this Code of Ethics and Principles of Professional Conduct the following deļ¬nitions apply:
āAssociationā means the Chartered Professionals in Human Resources of British Columbia and Yukon.
āBy-Lawsā means the By-Laws of the Association.
āCPHRā means the Chartered Professionals in Human Resources designation as may be issued only by
authorized provincial and territorial bodies.
āCodeā means the Code of Ethics and Principles of Professional Conduct of the Association.
āClientā means the person or entity engaging an Association member as an independent practitioner or
contractor for the performance of professional human resources management services.
āComplaintā means a written or verbal communication received by the Association alleging Misconduct by a
member of the Association.
āConļ¬dential Informationā means any information that is provided to a Member with the reasonable
expectation that such information not be divulged except for the purposes for which it was provided.
āConsultantā means a member engaged as an independent practitioner or contractor of an organization.
āEmployeeā means a person employed for wages or salary by another person or entity.
āEmployerā means a legal entity that hires and directs a member and/or others under an implied or express
contract of employment and pays compensation in the form of salary or wages for services rendered.
āFirmā means a proprietorship, partnership, limited liability partnership, or professional corporation,
independent of the contracting party, engaged in the practice of human resources management service
āMalpracticeā means the delivery of inferior or substandard services by a member failing to provide the quality
of service that would be reasonably expected under the circumstances potentially resulting in harm, loss or
damage to a Client or Employer.
āMemberā means a member in good standing of the Association holding the CPHR designation.
āMisconductā means the unacceptable or improper behaviour, conduct, or comportment of a member
including also mismanagement and neglect of duties.
āPersonal Informationā means information of, on, or about an identiļ¬able individual or entity, not including
however basic information such as name, title, business address, telephone number or organizational electronic
exchange coordinates.
āPrincipleā means a general, fundamental, or primary, truth, edict, or tenet which the Association proclaims from
which others are derived and from which rules engendered.
āProfessionā means the Profession of human resources management.
5. Code of Ethics and Principles of Professional Conduct | 5
Introduction
As the professional body for human resources management in British Columbia and the Yukon, a fundamental
objective of CPHR BC & Yukon is to protect the interests of the public by ensuring that human resources
professionals are competent and conduct themselves in an honourable and ethical manner. Plainly stated,
CPHR BC & Yukon and its members acknowledge that human resources management professionals must
exercise a number of important character traits while possessing also the acumen and skill to make adept
authoritative and moral judgements which serve the interests of society.
Human resources management professionals play a central function in organizations and an important role in
society ā one which affects or impacts the welfare of other people. Consequently, it is imperative that these
professionals perform competently and with due care; ever mindful of CPHR BC & Yukonās Code of Ethics and
Principles of Professional Conduct (the Code) which effectively serves to guide and to facilitate the exercise of
sound and prudent judgement in the performance of that work.
Faithfully adopted and applied, this Code of Ethics with accompanying Principles of Professional Conduct
promotes the integrity and trustworthiness of the Association and its members while establishing also a
standardized baseline against which the actions of members can be advanced. From a governance perspective,
the Code conļ¬rms the Professionās merit to self-regulate in conformance with the Associationās powers. From
a more pragmatic viewpoint, the Code establishes a public doctrine of honesty, faithfulness and objectivity.
All the while, the Code provides a practical framework affording guidance to human resources professionals
ā prescribing acceptable professional member conduct and, explicitly and implicitly, deļ¬ning professional
Misconduct.
To be clear, this Code sets out the duties owed of human resources management Professionals onto
Employers, Clients, Employees, other Professionals, the Profession, and the public. It applies to all CPHR
designation holders of CPHR BC & Yukon whether responsible for human resources management activities of
an organization as employees, consultants, or independent practitioners. Importantly, members are reminded
that the Code also applies when a member provides services outside of their own jurisdiction and that other
jurisdictions may impose alternate standards or employ variant practices that may likewise impart responsibility
onto a member. In all instances, the member is further counselled to abide by any and all jurisdictional laws or
statutes which shall take precedence over the Code.
6. 6 | Chartered Professionals in Human Resources of British Columbia and Yukon
Practice of Human Resources Management Deļ¬ned
Human Resources Management (HRM) can be deļ¬ned as a process of commissioning, enabling, and managing
human capital resources in organizations in a coordinated and thorough manner with a view to enhancing
business outcomes.
HRM has evolved to embody āemployee relationsā, and in contemporary organizations morphed into a
complex and meaningful system which incorporates recruitment, retention, development, wellness, change
management, and culture contributing to supporting the achievement of organizational outcomes.
HRM is resource-centred and has progressed to represent a strategic and holistic approach to managing
people, culture and environment. Best practice indicates that prevailing HRM practices enable employees to
productively and effectively contribute to overall direction and to organizational goals and priorities.
HRM expects to add value to the strategic utilization of human capital and asserts that investment in employee
programs impacts business in measurable ways. As intricate as it may have become, HRM is all about people
in organizations. Given this deļ¬nition, CPHR BC & Yukon recognizes that the practice of human resources
management includes, but is not limited to:
Ā» Elaboration and application of human resources policies and procedures;
Ā» Development, administration, and evaluation of Employee programs;
Ā» Coaching of employees, managers, and other individuals in people matters;
Ā» Provision of advice to Clients, managers, and Employees in HRM matters;
Ā» Representing Clients and organizations in events and proceedings relating to HRM;
Ā» Providing functional counsel to others in the area of HRM;
Ā» Affording direction, supervision, mentorship to peers, colleagues, and Members;
Ā» The conduct of analysis, research and evaluation in the area of human resources and workplace events; and,
Ā» Advocating for proactive and responsible HR programs.
INDEX TO CODE
DUTIES TO PUBLIC
P101 Observe the law
P102 Do not look for ways to circumvent the law
P103 Duty to try and stop illegality
P104 Do not retaliate when someone complains
P105 Know your limits
P106 Use best practices and standards
P107 Continuing professional development and mentoring
P108 Notify Association if convicted criminally
P109 Notify Association if charged by professional organization
P110 No false or misleading statements or reports
P111 Donāt misuse Association information
P112 Keep information about an Association investigation conļ¬dential
7. Code of Ethics and Principles of Professional Conduct | 7
DUTIES TO THE PROFESSION
P201 Unbecoming conduct
P202 Know the Code and other Association guidelines
P203 Report breaches of the Code
P204 Ensure compliance with the Code by those you supervise
P205 Do not permit unqualiļ¬ed work
P206 Enhance public image of Profession
P207 Meet your ļ¬nancial obligations
P208 Reply to communications from Association
P209 No unfair criticism of others
P210 No misrepresentation of credentials
P211 Public statements on behalf of Association
P212 Commenting on tribunals
P213 Identify yourself as a Member
P214 If membership revoked return certiļ¬cate
P215 If you breach Code ļ¬x it and report it
P216 Cooperate with Association investigations;
P217 Do not interfere with Association investigations
P218 Compliance with sanctions
P219 Improper use of Firm name
DUTIES TO CLIENTS AND EMPLOYERS
P301 Put aside personal interests
P302 Do not act contrary to Clientās or Employersā interests
P303 Avoid conļ¬icts of interest
P304 Attention to needs of employees and public not a conļ¬ict
P305 Give notice when a conļ¬ict arises
P306 Disclose details of conļ¬icting interest
P307 Only accept compensation from Clients or Employer
P308 Give independent advice
P309 Act impartially
P310 Keep proper records
P311 Clarify retainer details
P312 Marketing must be true and veriļ¬able
P313 Right to make referrals
P314 Representation in disputes
P315 Withdrawal
P316 Joint retainers
P317 Insurance
P318 No misleading Firm names
P319 Fees must be fair and reasonable
P320 Charging interest
P321 Collecting accounts
P322 Disclosing Association contact information
8. 8 | Chartered Professionals in Human Resources of British Columbia and Yukon
DUTIES TO INDIVIDUALS
P401 Respect peopleās dignity and rights
P402 Good practices and policies
P403 Health and safety
P404 Respect conļ¬dentiality
P405 Donāt misuse Conļ¬dential Information
P406 Report imminent risk immediately
P407 Disclosure when compelled by law
P408 Return of Conļ¬dential Information
P409 Removal or destruction of Client or Employer information
P410 No harassment or discrimination
P411 Courtesy and civility
CPHR BC & Yukon Code of Ethics
And Principles of Professional Conduct
This Code encompasses four fundamental duties:
1. Duties to the public
2. Duties to the Profession;
3. Duties to Clients and Employers;
4. Duties to individuals
On rare occasions where duties conļ¬ict the duties to the public are always paramount followed by the duties to
the Profession.
DUTIES TO THE PUBLIC
Principle P1: Members have a duty to discharge all of their professional responsibilities honourably,
competently and with integrity. Particularly,
P101 Members must observe all applicable laws including statutes, regulations and By-laws.
They are not to knowingly contravene the law nor shall they condone or support others
that attempt to do so.
P102 A Member shall not act in a manner which intends to circumvent the law provided
however that Members may advise Clients or Employers how to structure their affairs in
a way which best serves their needs within the law, or how best to remedy a
contravention of the law.
P103 A Member discovering an illegal act in the performance of their duties shall take
whatever appropriate measures they reasonably can to stop or correct the illegal
act, including reporting the illegal act to the person from whom the Member takes
instruction, and, if that person refuses to take appropriate action, reporting the illegal
act progressively up the organizations chain of command.
9. Code of Ethics and Principles of Professional Conduct | 9
P104 A Member shall not knowingly retaliate, participate in, or condone any act of retaliation
against any individuals properly exercising their right to initiate a Complaint, criticism, or
grievance.
P105 A Member shall bear in mind the limitations of their skills, knowledge, and experience
and only take on work for which they possess the, knowledge, experience, and skills
required to carry out the work or for which they are able to acquire the requisite
knowledge, experience and skills in a reasonable time. In the case of developmental
assignments, a Member shall seek supervision or oversight as an offset to possessing
the knowledge, experience or skills.
P106 A Member shall perform their duty in a manner consistent with best practices, and
generally accepted standards of human resources management.
P107 A Member shall maintain and enhance their knowledge and skills through continuing
professional development, mentorship, and exposure to growth opportunities that arise,
and shall comply with all continuing professional development requirements of the
Association
P108 A Member who is convicted of any criminal offence shall promptly inform the
Association of those charges.
P109 A Member shall immediately report to the Association if they are charged with
professional Misconduct, incompetence or incapacity, in any jurisdiction, whether such
ļ¬ndings relate to the Memberās practice of human resources management or any other
profession and also report on the ultimate disposition of those charges.
P110 A Member shall not falsify or cause to be falsiļ¬ed any statement or report or allow
misleading statements or reports to remain uncorrected and, if a Member becomes
aware of inaccurate human resource related statements or reports originating elsewhere
they shall take reasonable steps under the circumstances to report those misleading
statements or reports to the parties affected.
P111 A Member shall only use Association information including information from the
Associationās register for the purposes for which it was intended.
P112 Members shall treat any information about ongoing investigations by the Association as
conļ¬dential.
DUTIES TO THE PROFESSION
Principle P2: Members have a duty to protect and promote the Profession and to cooperate with the
Association. Particularly,
P201 A Member shall avoid any behaviour that is unbecoming a professional and refrain
from acts in both their professional and personal lives that bring disrepute to the
Profession or jeopardize the conļ¬dence and trust in the Profession.
P202 A Member shall know and understand of the Code and other directives or guidance
from the Association regarding Member obligations that may from time-to-time be
issued by the Association.
10. 10 | Chartered Professionals in Human Resources of British Columbia and Yukon
P203 A Member has the right to trust that all Members will conduct themselves in compliance
with the Code and that acts or omissions that appear to breach the Code shall be
reported to the Association.
P204 A Member with supervisory responsibility over other Members shall ensure that those
working under their supervision understand and comply with the provisions and
requirements of the Code. A breach of the Code by a subordinate Member who reports
to a Member may be attributable to the Member where it is determined that the
Member was, or ought to have been, aware of the breach.
P205 A Member shall not direct another Member, other professional, or any other person
to perform human resources management functions for which they are not sufļ¬ciently
trained, skilled or competent to perform without adequate support.
P206 A Member shall project a positive public image of the Profession.
P207 A Member must promptly meet their ļ¬nancial obligations in relation to the practice of
the Profession.
P208 A Member must reply promptly and completely to communication from the Association.
P209 A Member shall not publicly criticize other Members in a manner which is unfair,
unreasonable or inaccurate.
P210 A Member shall not obtain admission to membership in the Association by means of
misrepresentation and shall notify the Association immediately should they become
aware of any Member gaining membership by questionable means.
P211 A Member shall not make public statements which may be interpreted as representative
of the Association or its views unless authorized to do so by the Association.
P212 A Member shall not, directly or indirectly, comment publicly on any matter pending
before a commission of inquiry, body, or other tribunal.
P213 A Member shall identify themselves to their Employer or Client as a Member of the
Association and of any qualiļ¬cation granted by the Association such as the CPHR
designation. A Member shall, in environments deemed appropriate, display any
Association certiļ¬cates and awards in such way that they are readily and clearly visible.
P214 A Member, whose certiļ¬cate has been cancelled or revoked for any reason shall not
hold themselves out to be a Member of the Association and shall return their certiļ¬cate
without delay to the Association.
P215 A Member who believes or should reasonably believe they have committed a breach of
the Code shall take appropriate action, at the earliest occasion, to satisfactorily address
the consequences of the breach, including reporting the breach to those affected by the
breach.
P216 A Member shall cooperate fully with the Association in any investigation or disciplinary
processes, including responding promptly and candidly to any requests of the
Association, appearing before the Association if requested to do so, and furnishing any
documents or records requested by the Association.
11. Code of Ethics and Principles of Professional Conduct | 11
P217 A Member shall not interfere with any Association investigation or disciplinary process
nor shall a Member communicate with a person having ļ¬led a Complaint against the
Member on any matter regarding the Complaint or any matter arising from that
Complaint, without prior permission of the Association.
P218 A Member shall promptly comply with any sanctions imposed by the Association as a
result of a disciplinary process and shall adhere to any undertaking or agreement made
in connection with that process.
P219 A Member shall not permit their Firm name to be used or associated with any
pronouncement, or act which could be of such a nature as to discredit the Profession.
DUTIES TO CLIENTS AND EMPLOYERS
Principle P3: Members have a duty to act in the best interest of their Clients and Employers. Particularly,
P301 A Member shall pursue the interests of their Client or Employer setting aside personal
motivations and beliefs.
P302 A Member shall not promote services, accept assignments or engagements, conduct
work, or provide advice that is contrary to the best interest of a Client or Employer.
P303 A Member shall not accept or perform work that puts or has the potential to put their
personal interest or the interest of other Clients in conļ¬ict with the interest of their Client
or Employer without the informed consent of the Employer or Client.
P304 While acting in the best interests of the Client or Employer it does not constitute a
conļ¬ict of interest to be mindful of the needs and interests of Employees and the public.
P305 If a conļ¬ict of interest is identiļ¬ed, a Member shall immediately notify the Clients or
Employer affected by such conļ¬ict and request authorization to proceed, or to
alternatively be released, from the assignment.
P306 Subject to any conļ¬dentiality arrangements, Members shall disclose to a Client, or
prospective Client any personal, professional, or other business interests that may
jeopardize the Clientās conļ¬dence in the integrity, objectivity, or capacity of the Member
to act independently.
P307 A Member shall not accept any commission, rebate, or other beneļ¬t in connection to a
matter other than the compensation to which the Member is entitled from their Client or
Employer without the speciļ¬c consent of that Client or Employer.
P308 A Member shall provide informed views and recommendations and always render
objective and independent advice.
P309 A Member shall endeavour to act in an impartial and unbiased manner and shall act in
good faith towards all parties at all times.
P310 A Member shall maintain complete and appropriate records as might be reasonably
expected for the matter for which they are engaged.
12. 12 | Chartered Professionals in Human Resources of British Columbia and Yukon
P311 A Member shall be clear in communications with Clients and Employers, and where
appropriate, shall conļ¬rm arrangements and understandings in writing, including the
scope of the engagement objectives, nature of services to be rendered, proposed work
plan, identities and qualiļ¬cations of the assignment team, and fees, and billing
arrangements including the treatment of expenses, disbursements, and applicable
taxes.
P312 All marketing and promotion activities by a Member must be demonstrably true,
accurate and not misleading and consistent with a high standard of professionalism.
P313 A Member may refer the Employer or Client to another Member, expert or other
professional or request authorization from the Employer or Client to consult another
Member or other professional, or any other expert where they determine it is in the best
interest of the Client or Employer. A Member shall also recognize the Employer or
Clientās right to consult others and shall work diligently with any other Members, experts
or other professionals consulted by the Employer or Client.
P314 A Member may be called on to represent other persons or organizations at various
labour and employment boards and tribunals. A Member, when representing persons or
organizations, shall identify themselves as a Member of their Association, and shall not
advise or represent more than one party to a dispute.
P315 A Member shall not withdraw from a matter except for good cause and upon giving
reasonable notice. A Member should, upon reasonable notice, terminate an
engagement, including, but not limited, to the following examples when:
(a) the Memberās professional independence has been compromised;
(b) the Member is in conļ¬ict of interest;
(c) the Member believes their health, safety, or well-being to be in jeopardy;
(d) Client conļ¬dence has been lost;
(e) the Client has failed to cooperate, has been deceitful, or has been unresponsive;
(f) the Client has failed to pay the Memberās fees or billings when due; or,
(g) the Client has attempted to induce the Member to commit a discriminatory,
fraudulent, illegal, or negligent act.
P316 In a circumstance where there is no conļ¬ict of interest a Member may represent multiple
Clients in a matter, provided all Clients agree and the Member clariļ¬es the expectation
of each Client about sharing of Conļ¬dential Information between Clients.
P317 A Member when acting for a Client who is not their Employer shall maintain appropriate
insurance coverage, including errors and omissions, Malpractice, and directorsā and
ofļ¬cersā insurance commensurate with the risk exposure of their work.
P318 A Member shall not engage in practice under a name which is misleading as to the
nature of the Firm or the nature of the functions performed, or which is confusing or
deceptive.
13. Code of Ethics and Principles of Professional Conduct | 13
P319 Fees charged by Members must be fair and reasonable and fully disclosed.
P320 A Member may charge reasonable interest on an outstanding account of fees, expenses
and disbursements in keeping with the written engagement letter, contract or other
agreement with the Client or upon reasonable notiļ¬cation to the Client.
P321 A Member, in attempting to collect accounts owed to them by a Client, shall do so in a
civil manner and tone and shall exhaust all other reasonable means before initiating
legal action.
P322 Upon request a Member shall provide the contact information of their Association and
information about how to access this Code.
DUTIES TO INDIVIDUALS
Principle P4: Members must at all times act in a manner that advances the principles of health and safety,
human rights, equity, dignity, and overall well-being in the workplace. Particularly,
P401 A Member shall respect the dignity and rights of all individuals.
P402 A Member engaged in the practice of human resources management shall ensure that
the policies, practices, and processes they use respect the rights and protect the well-
being of all individuals.
P403 A Member shall encourage the development and enforcement of appropriate health and
safety standards.
P404 A Member shall ensure that information and records in their possession are treated as
conļ¬dential , and that all records, in whatever format, are securely stored as appropriate,
and shall comply with all privacy laws applying to the collection, use and disclosure of
Personal Information in the jurisdiction in which they practicing.
P405 A Member shall refrain from using Conļ¬dential Information acquired in the course of
their work for their own beneļ¬t or gain.
P406 A Member shall, where there are grounds to believe that there is imminent risk of bodily
or psychological harm or death, or that a crime is likely to be committed, immediately
report it to appropriate authorities, and keep a record of all relevant information in
connection with the matter.
P407 A Member, when required by law or by order of a court or tribunal of competent
jurisdiction, shall disclose Conļ¬dential Information, only to the extent it is required or
ordered.
P408 A Member shall at the conclusion of any matter, or upon request by their Client, return all
Conļ¬dential Information to the Client.
P409 A Member shall not remove, cause to be removed, or destroy any information from the
premises of the Memberās Employer or Client, unless authorization has been granted or
can reasonably be inferred.
14. 14 | Chartered Professionals in Human Resources of British Columbia and Yukon
P410 A Member shall not engage in or condone any acts of intimidation, harassment, physical
violence, psychological or mental distress, or any acts of discrimination on the grounds
prohibited in the human rights legislation in the jurisdiction where the Member is
practising.
P411 A Member shall be courteous and civil and act in good faith with all persons with whom
the Member has dealings in the course of their practice.