This supplementary issue of 201003 include the meeting minutes of the 2nd drafting committee & the revised draft of the Charter of the Founding Members\' Conference of HASA.
The document summarizes discussions from a meeting to establish an HR professionals association. Attendees included HR directors and vice presidents from multinational companies in China and professors from top universities. Discussions focused on the role of official industry associations, challenges in HR management, development of professional organizations, and plans to establish standards and training through the association. Attendees expressed support for the association and ideas to make it authoritative, lawful, and universally applicable to benefit the HR profession.
The document summarizes a discussion held by HR professionals from various multinational companies on establishing industry standards for human resource management in China. Key points from several attendees included: the need to develop quantitative metrics to evaluate HR's impact and efficiency; adapting global HR practices to local contexts; utilizing case studies in developing standards; and the challenges of standardization given differences across industries and regions. The group aims to establish a professional association and standards to guide HR practices and development in China.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
The HR Fund is India's first dedicated HR venture fund that focuses on investing in companies in key areas of HR including professional employee organizations, staffing, training and technology. It currently has a portfolio of two companies - People Strong and People Matters. The HR Fund is privately held and its investors consist of senior HR professionals and thought leaders globally. It provides growth capital and strategic support to help best-in-class HR companies scale up their business.
There is no doubting the economic potential of India. But can its leaders deliver on the country’s promise? And what can leaders around the world learn from India’s best?
Wipro is a global IT company that started as a vegetable oil business in 1947. It transformed into an IT company in the late 1970s and early 1980s by developing its own computers and software. Today, Wipro employs over 96,000 people globally and provides IT services, consulting, and business process outsourcing. Wipro has strong human resource practices including human resource planning, recruitment and selection processes, training and development programs, and performance appraisal systems to support its large workforce.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document summarizes discussions from a meeting to establish an HR professionals association. Attendees included HR directors and vice presidents from multinational companies in China and professors from top universities. Discussions focused on the role of official industry associations, challenges in HR management, development of professional organizations, and plans to establish standards and training through the association. Attendees expressed support for the association and ideas to make it authoritative, lawful, and universally applicable to benefit the HR profession.
The document summarizes a discussion held by HR professionals from various multinational companies on establishing industry standards for human resource management in China. Key points from several attendees included: the need to develop quantitative metrics to evaluate HR's impact and efficiency; adapting global HR practices to local contexts; utilizing case studies in developing standards; and the challenges of standardization given differences across industries and regions. The group aims to establish a professional association and standards to guide HR practices and development in China.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
The HR Fund is India's first dedicated HR venture fund that focuses on investing in companies in key areas of HR including professional employee organizations, staffing, training and technology. It currently has a portfolio of two companies - People Strong and People Matters. The HR Fund is privately held and its investors consist of senior HR professionals and thought leaders globally. It provides growth capital and strategic support to help best-in-class HR companies scale up their business.
There is no doubting the economic potential of India. But can its leaders deliver on the country’s promise? And what can leaders around the world learn from India’s best?
Wipro is a global IT company that started as a vegetable oil business in 1947. It transformed into an IT company in the late 1970s and early 1980s by developing its own computers and software. Today, Wipro employs over 96,000 people globally and provides IT services, consulting, and business process outsourcing. Wipro has strong human resource practices including human resource planning, recruitment and selection processes, training and development programs, and performance appraisal systems to support its large workforce.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document discusses the Taj People Philosophy (TPP) developed by the Taj Group of Hotels to formalize its commitment to employees. Key aspects of TPP included a rigorous training program to develop employee skills according to Taj standards, a performance management system linking individual performance to business strategy, and initiatives to improve employee satisfaction and recognize top performers. The philosophy aimed to ensure employees had fulfilling careers from induction to retirement through various talent development and welfare programs.
The document provides an agenda for the 2nd Annual HR Leaders in Africa conference taking place June 3-6, 2013 in Lagos, Nigeria. The conference will bring together over 100 HR experts and thought leaders from public and private organizations across Africa to discuss strategies for developing talent and maximizing human capital on the continent. Topics will include talent acquisition, building leadership pipelines, performance management, compensation and benefits, skills training, and navigating regulatory employment frameworks. The goal is for attendees to gain practical tools and network with innovative peers working to transform organizational performance through human resources.
about human resource accounting using levs and schwartz model. human resource accounting method of computing and classifying the data about human resources in accountancy and collaborating the required information to the interested parties As per flamholtz-"Accounting for people as an organizational resource. It is the measurement of the cost and value of the people for the organization". As per flamholtz-"Accounting for people as an organizational resource. It is the measurement of the cost and value of the people for the organization".
The document discusses strategies for first-time tech board members to earn a seat on a board and make an impact once appointed. It provides insights from interviews with new and experienced board members. Some key points:
- Successful candidates seek board positions not just for prestige but to expand their knowledge and networks in ways that can benefit their own companies or careers.
- Common paths to board seats include engaging with one's current company's board, joining nonprofit boards with corporate connections, and leveraging one's professional network to find open seats. Less than 20% find seats through search firms.
- Once appointed, new board members need to take initiative to quickly get up to speed through meetings with executives and other board members and
The document outlines the corporate governance guidelines for the Board of Directors of The Goldman Sachs Group, Inc. as amended in January 2007. It addresses several topics in over 20 sections, including: board composition and size; selection of the chairman and CEO; selection and evaluation of directors; committee structure and responsibilities; and expectations for director participation, loyalty, ethics, and stock ownership. The guidelines are intended to promote effective board functioning and oversight of the company in the interests of shareholders.
This is the first ever publication that introduced the term "Humantalents" in place of "Human Resources"
Author is the founder of Humantalents International
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
The document appears to be a product catalogue listing various types of eco-friendly packaging items made from materials like sugarcane, PET, PLA, and PP. It includes boxes, plates, containers, cakeware, and other items in different sizes and materials with specifications like dimensions and case pack quantities. Over 50 different stock keeping units or SKUs are listed with their assigned product codes, materials, specifications, and packaging details.
Tallinn is the capital and largest city of Estonia, with a population of over 406,000 people. It is located in northern Estonia on the Gulf of Finland. Tallinn has a long history as a settlement dating back over 5,000 years, though it was first mentioned by name in 1050. Some of Tallinn's top tourist attractions include Toompea Hill with its cathedrals, Kadriorg Park, and the Song Celebration Grounds, an outdoor venue built in 1959 that hosts large music festivals.
This document provides specifications for LED lighting components and modules from Edixeon and Federal series. It includes details such as component wattages, part numbers, lumen outputs, color temperatures, and dimensional drawings. LED components include single chip emitters, multi-chip modules, and lighting modules. Application examples for the modules include street lighting, high/low bay lighting, and tunnel lighting. Ordering codes are provided to identify components by series, wattage, color, and other specifications.
The document proposes a business called "AoA Creative Sticker Store" that would sell creative stickers featuring elements of Chinese culture online. It would differentiate itself from other wall sticker and mural businesses by focusing on Chinese symbols, characters, patterns, and opera makeup designs that could be used to decorate a variety of surfaces. The business believes there is an opportunity in the Australian market for introducing Chinese cultural styles through creative stickers that have meaning and can be used flexibly. It plans to start small through collaboration with interior designers and online promotion.
This document provides specifications for high/low bay LED lighting products including 120W and 150W high bays and a 50W low bay. It includes technical details like lumen output, beam angle, CRI, and dimensions. Charts show the products provide significant energy savings over mercury vapor lamps, with up to 70% lower power usage and a lifespan of 25,000 hours, reducing maintenance costs. The high bays are suitable for industrial facilities, gyms, and indoor spaces.
This document provides specifications for various LED components from the EdiPower, EdiPower II, Edixeon, and Federal series. It includes information on component wattage, part numbers, lumen output ranges, dimensions, drive currents, voltages, and efficacy. Component types include high voltage, high side, cool cathode, and more. Specifications are provided for components ranging from 1W to 50W. Ordering codes are broken down by component series, type, wattage, color, and other identifiers. Dimensions and diagrams are provided for some components.
This document provides technical specifications for LED lighting products, including output measurements in lumens for various color temperatures between 2550K and 6500K, as well as power consumption metrics measured in watts. Production quantities and projected sales forecasts for the 2013-2014 period are listed for LED lighting components and finished lighting fixtures.
This document summarizes LED lighting product series from Edison Opto, including high power COB chips, SMD packages, and modules from Federal and Edixeon. It lists over 15 product series ranging from 0.1W to 60W covering applications such as general lighting, downlights, tubes, bulbs, and stage lighting. Each series is described with key specs like color temperature, footprint, efficacy, and wattage options. Contact information is provided for Edison Opto headquarters and subsidiaries in Taiwan, Europe, USA, Dongguan and Yangzhou.
This newsletter includes: Announcement for new preparatory committee,
HASA buffet celebration for the Drafting Committee, HASA events in April of 2010.
The document discusses the Taj People Philosophy (TPP) developed by the Taj Group of Hotels to formalize its commitment to employees. Key aspects of TPP included a rigorous training program to develop employee skills according to Taj standards, a performance management system linking individual performance to business strategy, and initiatives to improve employee satisfaction and recognize top performers. The philosophy aimed to ensure employees had fulfilling careers from induction to retirement through various talent development and welfare programs.
The document provides an agenda for the 2nd Annual HR Leaders in Africa conference taking place June 3-6, 2013 in Lagos, Nigeria. The conference will bring together over 100 HR experts and thought leaders from public and private organizations across Africa to discuss strategies for developing talent and maximizing human capital on the continent. Topics will include talent acquisition, building leadership pipelines, performance management, compensation and benefits, skills training, and navigating regulatory employment frameworks. The goal is for attendees to gain practical tools and network with innovative peers working to transform organizational performance through human resources.
about human resource accounting using levs and schwartz model. human resource accounting method of computing and classifying the data about human resources in accountancy and collaborating the required information to the interested parties As per flamholtz-"Accounting for people as an organizational resource. It is the measurement of the cost and value of the people for the organization". As per flamholtz-"Accounting for people as an organizational resource. It is the measurement of the cost and value of the people for the organization".
The document discusses strategies for first-time tech board members to earn a seat on a board and make an impact once appointed. It provides insights from interviews with new and experienced board members. Some key points:
- Successful candidates seek board positions not just for prestige but to expand their knowledge and networks in ways that can benefit their own companies or careers.
- Common paths to board seats include engaging with one's current company's board, joining nonprofit boards with corporate connections, and leveraging one's professional network to find open seats. Less than 20% find seats through search firms.
- Once appointed, new board members need to take initiative to quickly get up to speed through meetings with executives and other board members and
The document outlines the corporate governance guidelines for the Board of Directors of The Goldman Sachs Group, Inc. as amended in January 2007. It addresses several topics in over 20 sections, including: board composition and size; selection of the chairman and CEO; selection and evaluation of directors; committee structure and responsibilities; and expectations for director participation, loyalty, ethics, and stock ownership. The guidelines are intended to promote effective board functioning and oversight of the company in the interests of shareholders.
This is the first ever publication that introduced the term "Humantalents" in place of "Human Resources"
Author is the founder of Humantalents International
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
The document appears to be a product catalogue listing various types of eco-friendly packaging items made from materials like sugarcane, PET, PLA, and PP. It includes boxes, plates, containers, cakeware, and other items in different sizes and materials with specifications like dimensions and case pack quantities. Over 50 different stock keeping units or SKUs are listed with their assigned product codes, materials, specifications, and packaging details.
Tallinn is the capital and largest city of Estonia, with a population of over 406,000 people. It is located in northern Estonia on the Gulf of Finland. Tallinn has a long history as a settlement dating back over 5,000 years, though it was first mentioned by name in 1050. Some of Tallinn's top tourist attractions include Toompea Hill with its cathedrals, Kadriorg Park, and the Song Celebration Grounds, an outdoor venue built in 1959 that hosts large music festivals.
This document provides specifications for LED lighting components and modules from Edixeon and Federal series. It includes details such as component wattages, part numbers, lumen outputs, color temperatures, and dimensional drawings. LED components include single chip emitters, multi-chip modules, and lighting modules. Application examples for the modules include street lighting, high/low bay lighting, and tunnel lighting. Ordering codes are provided to identify components by series, wattage, color, and other specifications.
The document proposes a business called "AoA Creative Sticker Store" that would sell creative stickers featuring elements of Chinese culture online. It would differentiate itself from other wall sticker and mural businesses by focusing on Chinese symbols, characters, patterns, and opera makeup designs that could be used to decorate a variety of surfaces. The business believes there is an opportunity in the Australian market for introducing Chinese cultural styles through creative stickers that have meaning and can be used flexibly. It plans to start small through collaboration with interior designers and online promotion.
This document provides specifications for high/low bay LED lighting products including 120W and 150W high bays and a 50W low bay. It includes technical details like lumen output, beam angle, CRI, and dimensions. Charts show the products provide significant energy savings over mercury vapor lamps, with up to 70% lower power usage and a lifespan of 25,000 hours, reducing maintenance costs. The high bays are suitable for industrial facilities, gyms, and indoor spaces.
This document provides specifications for various LED components from the EdiPower, EdiPower II, Edixeon, and Federal series. It includes information on component wattage, part numbers, lumen output ranges, dimensions, drive currents, voltages, and efficacy. Component types include high voltage, high side, cool cathode, and more. Specifications are provided for components ranging from 1W to 50W. Ordering codes are broken down by component series, type, wattage, color, and other identifiers. Dimensions and diagrams are provided for some components.
This document provides technical specifications for LED lighting products, including output measurements in lumens for various color temperatures between 2550K and 6500K, as well as power consumption metrics measured in watts. Production quantities and projected sales forecasts for the 2013-2014 period are listed for LED lighting components and finished lighting fixtures.
This document summarizes LED lighting product series from Edison Opto, including high power COB chips, SMD packages, and modules from Federal and Edixeon. It lists over 15 product series ranging from 0.1W to 60W covering applications such as general lighting, downlights, tubes, bulbs, and stage lighting. Each series is described with key specs like color temperature, footprint, efficacy, and wattage options. Contact information is provided for Edison Opto headquarters and subsidiaries in Taiwan, Europe, USA, Dongguan and Yangzhou.
This newsletter includes: Announcement for new preparatory committee,
HASA buffet celebration for the Drafting Committee, HASA events in April of 2010.
Grace Design Portfolio is a design portfolio created by Ling Hsuan Su in 2007. It showcases her product designs, including public outdoor furniture with adjustable backing, and a scented earring container that allows the wearer to easily change fragrances. Su graduated from Griffith University in 2007 with a bachelor's degree in product design and has experience in areas like phototyping, idea development, and CAD software. The portfolio demonstrates her skills and qualifications for a career in creative product design.
The document provides an overview of Karnataka Soaps and Detergents Limited (KS&DL). It discusses the company's history beginning in 1918 as the Government Soap Factory in Mysore. In 1980, it was renamed KS&DL. The company produces soaps, detergents, agarbathis, sandalwood oil, and powders. Its main product is Mysore Sandal Soap, known globally for its quality. KS&DL has a vision of global presence for its sandalwood products while leveraging its strengths. It is committed to quality, purity, customer satisfaction, and environmental protection.
The document discusses plans to establish the Human Assets Standards Association (HASA) in China. It proposes that HASA would serve as an official industry association for human resources professionals to integrate international best practices, establish standardized systems and benchmarks, and promote the professional development of HR management. Key tasks for HASA include developing industry standards and assessments, conducting research, and facilitating international academic exchange to advance the field of human resource management in China.
IRJET- The Strength of Human Resources in OrganizationIRJET Journal
The document discusses the importance and strengths of human resources in organizations. It makes 3 key points:
1) Human resources are a valuable asset for organizations and play a pivotal role in helping them achieve their goals and objectives through activities like recruitment, training, and performance management.
2) The strengths of human resources include creating innovation, enriching employee attitudes and behaviors, and having a positive impact on organizational performance when managed effectively through strong HRM systems.
3) Proper development and utilization of human resource skills and expertise is important for organizational success and improved effectiveness. Steps like training, motivation, and ensuring job satisfaction can optimize human resource contribution.
HRD focuses on improving existing employee capabilities and helping acquire new skills for goals. It uses training, organization development, and career development. Organization development describes needed changes for future goals and tries accelerating change through plans involving managers. HRD develops individual skills while organization development affects people and may involve HRD specialists, but they are distinct processes - HRD focuses on learning objectives and skills while organization development facilitates organizational change.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Ronit Kharade
This document provides an introduction to human resource management. It defines human resources as the knowledge, education, skills, training and proficiency of organizational members. While physical resources were once viewed as more important, employers now recognize intellectual capital as critical to business success. The document defines human resources management as taking care of employee work life from hiring to leaving while ensuring cooperation in achieving organizational goals. The objectives and scope of human resource management are also outlined.
http://piyushsahni.in/
Staffing is the process of finding the right worker with appropriate qualifications or experience and recruiting them to fill a job position or role.[2] Through this process, organizations acquire, deploy, and retain a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.[3] In management, staffing is an operation of recruiting the employees by evaluating their skills and knowledge before offering them specific job roles accordingly.[4]
A staffing model is a data set that measures work activities, how many labor hours are needed, and how employee time is spent.
Contents
1 Importance
2 Quantity and quality
3 Core staffing actives
3.1 Recruitment
3.1.1 Internal recruitment
3.1.2 External recruitment
3.2 Selection
3.3 Employment
3.4 Training
3.5 Retaining
4 Staffing agencies
5 See also
6 References
Importance
Staffing helps to find and hire people who are qualified for the job position and will benefit the company. It also improves the quality and quantity of work done by the company because they have staffed the optimum people. Job satisfaction rates are likely to increase because everyone is well-suited for their position and is happy to be doing their specialty of work. Higher rates of productive performance from the company are also common, as they have staffed the right people to do their jobs. It provides employees the opportunity for further growth and development.[5]
Quantity and quality
Staffing an organization focuses on both the quality and the quantity of the staff.
The quantity is the number of staff. The organization forecasts workforce quantity requirements and then compares it to the available workforce. If the headcount matches the requirement, then the organization is fully staffed. If the requirement exceeds the number of available employees, then the organization is understaffed. If the available staff exceeds the requirements, then the organization is overstaffed and may need to stop hiring and layoff employees. When a company is understaffed, the staffing process may restart.[3]
The quality is having the right person for the job. The right person should have a job and an organization match. The job match involves the employee's knowledge, skills, abilities, and other characteristics and how they work with the job's tasks. The organization match is when the person has the same organizational values as the organization.[6]
Core staffing actives
The five core staffing actives are recruitment, selection, employment, training, and retaining.
Recruitment
Herbert Heneman has described an effective recruiting process as the cornerstone of an effective staffing system.[3]
The first step, prior to, the recruiting process is defined as goals and job descriptions. Organizations assess jobs and job families through the systematic study of job analysis, a process that describes and records job behaviors and activities. Job analysis is generally consider.
The document discusses strategies for HR professionals to have a "seat at the table" and be seen as strategic business partners. It defines having a seat at the table as being a trusted advisor who can add value from a business perspective. It emphasizes developing soft skills, understanding different business functions, and taking on projects where your expertise can make a difference. The document also covers assessing your strengths and weaknesses, defining your purpose and vision, and managing your own career development to position yourself for more strategic roles.
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
The document provides an overview of Future Achievement International, which offers proprietary predictive analytic technologies and intellectual properties to help organizations optimize their human capital investments. It describes FAI's mission to help create character-driven cultures that maximize human capital and business outcomes while minimizing risks. FAI's solutions address talent acquisition, employee development, and succession planning by assessing individuals' character attributes and linking them to key performance indicators and organizational values. The solutions are designed to improve culture, performance, productivity, and return on human capital investments through an integrated predictive analytics approach.
The document discusses the important role of senior leadership in talent and competency-based human capital management. It states that senior leadership should recognize the importance of talent recruitment and development, competency management, training, succession planning, and performance management. Research shows the involvement of top executives is critical to the success of talent management strategies. The document recommends several ways for senior leadership to demonstrate their commitment to human capital management, such as establishing a personnel development committee and ensuring human capital development is part of the organization's strategic business plan.
Whitepaper Why Hr Asset Management Is Critical Detroit
Employees are a company's most valuable asset. However, many companies mismanage this asset and fail to utilize employees effectively. There are several reasons for redundancies in human resources, including inability to forecast needs, lack of strategic focus, and inefficient hiring practices. To avoid over-hiring and layoffs, companies must plan sustainable growth, acquire flexible employees, match resources to strategy, and develop a performance-driven culture. Maintaining a stable, high-performing workforce is critical for business success.
This document discusses human resource outsourcing (HRO). It begins by explaining that most organizations outsource HR services to reduce costs and focus on core business functions. Common outsourced HR services include payroll processing, benefits administration, and recruiting. The document then examines the reasons for HRO, including freeing up internal staff to focus on strategic work and gaining expertise. It also outlines the types of organizations that provide outsourced HR services - human resources organizations, professional employer organizations, and administrative services organizations.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations.
Dont miss the opportunities in speaking to CTG executives about Go-to China strategy...
China Talent Group is going to host a conference, named: New Manpower Forum, in Shanghai (09/6), Beijing (09/14) and Guangzhou (09/21). This is an annual event for CTG user gathering as well as a good opportunity for overseas organizations and partners for networking.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations
This document is a project report on recruitment and selection at HDFC Standard Life. It includes an introduction, declaration, acknowledgements, and index. The introduction defines key terms like management education, human resource management, and human resource planning. It also outlines five steps for HR professionals to prepare for the future, such as rethinking their role, gaining business training, developing creativity, gaining varied experience, and recognizing ongoing challenges.
Human Resource ManagementHuman Resource Management
Human Resource ManagementHuman Resource Management
[AUTHOR REMOVED AT REQUEST OF ORIGINAL PUBLISHER]
U N I V E R S I T Y O F M I N N E S O T A L I B R A R I E S P U B L I S H I N G E D I T I O N , 2 0 1 6 . T H I S E D I T I O N A D A P T E D F R O M A
W O R K O R I G I N A L L Y P R O D U C E D I N 2 0 1 1 B Y A P U B L I S H E R W H O H A S R E Q U E S T E D T H A T I T N O T R E C E I V E
A T T R I B U T I O N .
M I N N E A P O L I S , M N
Human Resource Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike
4.0 International License, except where otherwise noted.
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://open.lib.umn.edu/humanresourcemanagement
http://creativecommons.org/licenses/by-nc-sa/4.0/
http://creativecommons.org/licenses/by-nc-sa/4.0/
Contents
Publisher Information viii
Chapter 1: The Role of Human Resources
1.1 What Is Human Resources? 2
1.2 Skills Needed for HRM 11
1.3 Today’s HRM Challenges 16
1.4 Cases and Problems 27
Chapter 2: Developing and Implementing Strategic HRM Plans
2.1 Strategic Planning 31
2.2 Writing the HRM Plan 41
2.3 Tips in HRM Planning 49
2.4 Cases and Problems 53
Chapter 3: Diversity and Multiculturalism
3.1 Diversity and Multiculturalism 56
3.2 Diversity Plans 62
3.3 Multiculturalism and the Law 70
3.4 Cases and Problems 79
Chapter 4: Recruitment
4.1 The Recruitment Process 82
4.2 The Law and Recruitment 91
4.3 Recruitment Strategies 97
4.4 Cases and Problems 109
Chapter 5: Selection
5.1 The Selection Process 113
5.2 Criteria Development and Résumé Review 118
5.3 Interviewing 124
5.4 Testing and Selecting 132
5.5 Making the Offer 139
5.6 Cases and Problems 142
Chapter 6: Compensation and Benefits
6.1 Goals of a Compensation Plan 147
6.2 Developing a Compensation Package 151
6.3 Types of Pay Systems 155
6.4 Other Types of Compensation 170
6.5 Cases and Problems 182
Chapter 7: Retention and Motivation
7.1 The Costs of Turnover 187
7.2 Retention Plans 193
7.3 Implementing Retention Strategies 207
7.4 Cases and Problems 218
Chapter 8: Training and Development
8.1 Steps to Take in Training an Employee 224
8.2 Types of Training 230
8.3 Training Delivery Methods 237
8.4 Designing a Training Program 244
8.5 Cases and Problems 261
Chapter 9: Successful Employee Communication
9.1 Communication Strategies 267
9.2 Management Styles 279
9.3 Cases and Problems 287
Chapter 10: Managing Employee Performance
10.1 Handling Performance 291
10.2 Employee Rights 308
10.3 Cases and Problems 319
Chapter 11: Employee Assessment
11.1 Performance Evaluation Systems 325
11.2 Appraisal Methods 332
11.3 Completing and Conducting the Appraisal 345
11.4 Cases and Problems 354
Chapter 12: Working with Labor Unions
12.1 The Nature of Unions 361
12.2 Collective Bargaining 373
12.3 Administration of the Collective Bargaining Agre ...
Human Resource ManagementHuman Resource ManagementHumaLizbethQuinonez813
Human Resource ManagementHuman Resource Management
Human Resource ManagementHuman Resource Management
[AUTHOR REMOVED AT REQUEST OF ORIGINAL PUBLISHER]
U N I V E R S I T Y O F M I N N E S O T A L I B R A R I E S P U B L I S H I N G E D I T I O N , 2 0 1 6 . T H I S E D I T I O N A D A P T E D F R O M A
W O R K O R I G I N A L L Y P R O D U C E D I N 2 0 1 1 B Y A P U B L I S H E R W H O H A S R E Q U E S T E D T H A T I T N O T R E C E I V E
A T T R I B U T I O N .
M I N N E A P O L I S , M N
Human Resource Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike
4.0 International License, except where otherwise noted.
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Contents
Publisher Information viii
Chapter 1: The Role of Human Resources
1.1 What Is Human Resources? 2
1.2 Skills Needed for HRM 11
1.3 Today’s HRM Challenges 16
1.4 Cases and Problems 27
Chapter 2: Developing and Implementing Strategic HRM Plans
2.1 Strategic Planning 31
2.2 Writing the HRM Plan 41
2.3 Tips in HRM Planning 49
2.4 Cases and Problems 53
Chapter 3: Diversity and Multiculturalism
3.1 Diversity and Multiculturalism 56
3.2 Diversity Plans 62
3.3 Multiculturalism and the Law 70
3.4 Cases and Problems 79
Chapter 4: Recruitment
4.1 The Recruitment Process 82
4.2 The Law and Recruitment 91
4.3 Recruitment Strategies 97
4.4 Cases and Problems 109
Chapter 5: Selection
5.1 The Selection Process 113
5.2 Criteria Development and Résumé Review 118
5.3 Interviewing 124
5.4 Testing and Selecting 132
5.5 Making the Offer 139
5.6 Cases and Problems 142
Chapter 6: Compensation and Benefits
6.1 Goals of a Compensation Plan 147
6.2 Developing a Compensation Package 151
6.3 Types of Pay Systems 155
6.4 Other Types of Compensation 170
6.5 Cases and Problems 182
Chapter 7: Retention and Motivation
7.1 The Costs of Turnover 187
7.2 Retention Plans 193
7.3 Implementing Retention Strategies 207
7.4 Cases and Problems 218
Chapter 8: Training and Development
8.1 Steps to Take in Training an Employee 224
8.2 Types of Training 230
8.3 Training Delivery Methods 237
8.4 Designing a Training Program 244
8.5 Cases and Problems 261
Chapter 9: Successful Employee Communication
9.1 Communication Strategies 267
9.2 Management Styles 279
9.3 Cases and Problems 287
Chapter 10: Managing Employee Performance
10.1 Handling Performance 291
10.2 Employee Rights 308
10.3 Cases and Problems 319
Chapter 11: Employee Assessment
11.1 Performance Evaluation Systems 325
11.2 Appraisal Methods 332
11.3 Completing and Conducting the Appraisal 345
11.4 Cases and Problems 354
Chapter 12: Working with Labor Unions
12.1 The Nature of Unions 361
12.2 Collective Bargaining 373
12.3 Administration of the Collective Bargaining Agre ...
The document provides an overview of human resource management and human resource planning. It discusses key topics such as the importance of human resources, objectives of HRM, the process of human resource planning, and factors involved in environmental scanning as part of HR planning. The key points covered are:
1) HRM involves policies and practices for recruiting, selecting, training and rewarding employees.
2) The objectives of HRM include taking care of employee work life, acting as a liaison between management and employees, and offering training to develop skills.
3) Human resource planning is a process that identifies future HR needs based on organizational objectives and manages changes in the internal and external environment.
An Analysis of Human Resources In The Modern Corporationujiroveron
The document discusses topics related to human resources management. It addresses how HR can remain vital in modern organizations by designing flexible work schedules, outsourcing non-essential tasks, and using technology in recruiting. It also discusses how HR can ensure fair hiring practices by following equal employment laws and focusing on job-candidate fits. The document ends by listing functional areas (e.g. finance, operations) that an HR director should cover in presentations to department heads.
This document is a collection of thought pieces about changing HR operating models. It discusses the evolution of HR operating models from an operational focus to a strategic focus. While the Ulrich model of shared services, centers of expertise, and business partners has dominated, the pieces argue the future model needs to focus more on effectiveness and adding business value. There is no one-size-fits-all model; the optimal structure depends on business strategy and needs. Moving forward, HR functions must design themselves based on organizational needs and ensure they have the right capabilities.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
8. April 20th, 2010 201003 Supplementary Issue Preparatory Office of
HASA
Pudong New Area
Association of Enterprises
with Foreign (Domestic)
Investment
人力资源从业者公会(筹) Main Contents
HR Administrators & Specialists Association The Mission & Vision of HASA
The revision of the Charter of
the Founding Members’ Confer-
Meeting Minutes for 2nd Meeting of the Drafting Committee of HASA (2010.4.10) ence of HASA
On the afternoon of April 10th, 2010, more than 20 HR VPs, HR directors join the 2nd The financing,, operations and
meeting of the Drafting Committee of HASA, representing over 300 founding members and
ownership of intellectual
63 drafting committee members.
The meeting was held at the reception conference room of Zhabei government of property & copyrights
Shanghai. The attendees enjoyed the new Long Jin tea and discussed thoroughly about
the documents, financing plan and operations of HASA. The representatives elaborated The working schedule of the
their opinions enthusiastically Drafting Committee
The meeting discussed about the results of the 1st and 2nd preparatory sessions, the 1st
drafting committee meeting. Also, the meeting reviewed the charter for the founding mem-
The participants of the meeting
bers’ conference, the mission, vision and the operations of HASA. The meeting also au-
dited the funding of the preparatory stages and investigated the financing, investment, and
income distribution for future operations. Meanwhile, the meeting initially determined the The Charter of the Founding
ownership of intellectual property and copyrights and thus confirms the working products of Members’ Conference of HASA
HASA founding members with mechanism. (Version II)
The meetings believe that: Unlike other can undertake the social responsibilities only are required in economic development.
types of HR communities in China, HASA is a based on the healthy HR team and industrial Therefore, as an industry-wide for HR, HASA
industry-wide association and will be sanctioned rules. The founding members and core team should initiatively undertake the social re-
by the central government of China per the legal of HASA come from senior HR executives, sponsibilities of consolidating human re-
procedures. scholars of business administrations and top sources and improving social productivity.
China is facing the 2nd transforming of indus- executives. We are able to conclude the gist From a micro point of view, that is to better
trial structures. In the future economic develop- of HR management from rich on-site experi- act well as an HR administrator in the organi-
ment, human resources play a critical role. HR ences and from theoretical perspective. zation as mentioned in item 1, while from a
management get fast development in the past Those benchmarks and regulations for HR macro view, we are supposed to offer profes-
over 10 years, while enormous HR practitioners industry established from various angles play sional advice and suggestions to the govern-
come to this occupation and bunches of HR ser- crucial role in advancement of HR team; ment with regards to education, mobility and
vice vendors emerge. Therefore, to set up formal 2. To provide support for public decision employment to support manpower equipment
processes and models for HR management with making: To assist the government to design in the country’s economic development.
common agreement, is significant for coaching and implement feasible and effective public To reiterate the above, the meeting approves
next generations of HR practitioners, for regulat- decisions, HASA should provide relevant the following missions and vision for HASA:
ing behaviors of HR service industry, for providing intelligence, feedback, report and etc. that
support to government’s decision making, for help implementation of the policies formu-
optimizing workforce and for promoting employ- lated by the government. Furthermore, that
ment rates. creates positive social and legal environment
Hence, HASA should have the following for HR management as well.
functions in the HR industry: 3. To speed up the optimization of human
1. Self-improvement for HR practitioners: it is resources structures and promote the
one of the missions of HASA to improve the employment rates: Being the team that
competencies of both senior HR professionals manages the workforce, the HR profession-
and next generation of HR practitioners. HR als most understand what types of talents
The Mission:
To bridge between the government and economic entities in human resources management. To build up
and maintain communication and interaction with the government from HR perspective to provide advice
for the government's public decision-making, and create positive social environment for HR management.
To contribute to expediting the construction for modern industrial systems by ensuring the quality and effi-
ciency of economic growth from HR angel;
Through setting up benchmarks, rules and standards, educating & information exchanging, to promote HR
professional successors and upgrade the level of HR management;
To support the government in terms of advancing the quality of the community's workforce, optimizing the
talent structure, in order to promote employment.
The Vision
The HR Administrators & Specialists Association dedicate to communicating and consolidating the HR
theories, methodology and practice of both China and global regions to represent the advanced HR man-
agement models, helping multinationals in terms of localization and promoting China business to global-
ize operations.
9. Page 2 人力资源从业者公会(筹)
1. The organizations of HASA:
1.1 At preparatory stage:
1.1.1 The Founding Members’ Conference: The top decision-making authority of HASA;
1.1.2 The Drafting Committee: to draft and review the legal documents. Responsible for the
Founding Members’ Conference.
1.1.3 The preparatory committee: responsible for day-day operations of HASA. Reporting to the
Drafting Committee.
1.2 After sanctioned:
1.2.1 The Member Representative Conference: the top decision-making organ of HASA;
1.2.2 The Board of Directors: The executive decision-making organ and report the Member
Representative Conference. The 1st Board of Directors consist of all founding members of
HASA automatically;
1.2.3 The Board of Executives: The organ in charge of day-to-day operations of HASA. To exe-
cute the resolutions of as approved by the Member Representative Conference & the
Board of Directors. The 1st Board of Executives consist of the drafting committee mem-
bers automatically.
2. The founding members of HASA should be individuals. The founding member has the rights
for perpetual exempt of membership fee and is entitled to the honorary title of “The Foun-
der of HASA”;
3. HASA should have the database of the members’ profiles;
4. After HASA is officially sanctioned, related policies should be formulated to charge the mem-
bership fee to the individual and organization members and provide services;
5. To ensure the future operations and continuous improvement of HASA, independent HASA
funds should be set up;
6. The meeting claims that, egalitarianism is not the spirit in HASA. Speaking of rewards, contri-
bution should go first. HASA is the organization for all HR professionals and needs the efforts
from all members. HASA is still at its beginning stage and requires the founding member’s
contributions. HASA needs to set up mechanism to evaluate the future reward based on
the member’s contribution. In order to respect knowledge and protect the founding mem-
bers’ working products, the meeting believes it necessary to allocate the shares of the HASA
funds to the founding members according to the individual’s contributions, ownership of intel-
lectual property and copyrights. The founding member is entitled to the interests generated
from the operation of the HASA funds. The funds should have monitoring mechanism of audit-
ing and public scrutiny. All details should be institutionalized.
7. In order to achieve the mission and vision of HASA, the main functions of HASA should in-
clude the following. The income derived will be used to support the operations and continuous
improvement of HASA.
7.1 Professional seminars and communication events;
7.2 HR professional trainings;
7.3 Occupational assessment for HR practitioners;
7.4 Evaluation for organizational HR management system and human assets;
7.5 Standardized benchmarks of HR management;
7.6 Regulations for HR service industry;
7.7 Evaluation for HR service vendors;
7.8 HR publications;
7.9 HR research reports;
7.10 Other assignments by the government.
10. Page 3
The meeting reviewed the nominated name list of the founding members and the Drafting Com-
mittee;
The meeting deliberated on the application of USD 50,000 invested by C.HOWARD HR Develop-
ment Funds as the preparatory funds for HASA preparation;
The meeting authorized C.HOWARD HR Development Funds as the delegate of HASA for fi-
nancing before the association is officially sanctioned.
The meeting clarifies the expression and defines HASA as “the country-level HR association au-
thorized and sanctioned by the government”.
The meeting decides that the disputes on the English name of HASA (HR Administrators & Spe-
cialists Association) will be finalized by the central government of China when the association is
sanctioned.
The meeting determined the working schedule of the Drafting Committee:
Working Plan for the Drafting Committee for April-June of 2010
The Deadline Contents Participants
April, 2010 Nominated name list of the founding The Drafing Committee
members
May, 2010 To draft the charters of HASA The Drafting Committee
June, 2010 Review of the nominated name list of the The Founding Members Conference
founding members
June, 2010 Review of the charters of HASA The Founding Members Conference
July, 2010- To run legal formalities for sanction The Preparatory Committee
The meeting also plans to conduct series of professional events throughout different loca-
tions since April of 2010, based on which view points, experiences will be consolidated. That
intelligence will be compiled into publications or teaching materials to spread the advanced
trends and concept of HA management. The concrete arrangements will be announced in sepa-
rate notifications.
The meeting decides to assign a email account with @hasa.org.cn to each drafting committee
member for convenient contact. The account name and password will be sent to each committee
member afterwards.
Appendix: The Founding Members’ Conference Charter for HASA (Version II)
11. Page 4 人力资源从业者公会(筹)
Participants of this Meeting (Listed with no special orders)
PAEFI PAEDI HR Commission, Director Tyco, HR VP Asia Pacific Mr. Kevin Kang
Mr. Kevin Cheung
General HASA Coordinator
Acceture, HR Director Greater China Ms. Daisy Dai Marsh, VP Ms. Sophie Sun
Carrier, HR Director Asia Ms. Charlene Ge Bank of China Investment, HR VP Dr. Ai-Dong Liu
GSK, HR Director Mr. Eddie Jiang Nippon Paint, HR & Admin Direc- Mr. Owen Qian
tor
HASA, Director of Public Liaison Mr. Si-Yu Chen Hormel, HR Manager China Mr. Frank Huang
CBRE, HR Director Ms. Sharen Yang Vishay, HR Director China Mr. Bright Wang
ArvinMeritor, HR Director Asia Pacific Mr. Jason Yang Daphne, HR Director Ms. Jenny Zhang
Juki, Deputy General Manager China Mr. Jun-De Yan TPI, HR & Finance Director Mr. Kevin He
Prologis, VP Ms. Mary Xu Hua-Teng Software, HR Director Ms. Lily Li
C.HOWARD HR Funds, Marketing & PR Mr. Howell Lee HASA, Secretary to the Prepara- Ms. Jennifer Chen
Director Greater China tory Committee
The following are not available for the meeting and provided their opinions or proposed to the meeting
Fiat Group, HR VP Mr. Yen Chong General Motors, HR Director Ms. Shannon Dipietro
Alcatel-Lucent, HR VP, Asia Pacific Mr. Javier Cerrudos Cisco, HR Director Global Mr. Scott Slipy
Li Ning, HR Director Mr. Bin Liao Chartis Insurance, HR VP Ms. Yi Wang
China
Fosun Pharmaceutical, HR VP Mr. Wen-Yue Zhou Delphi, HR Director, Asia Mr. Jonathan Lu
Pacific
Standard Chartered, Sr. HR Executive Mr. Felix Chua WU-Mart, Sr. HR Director Mr. Richard Li
Honeywell, HR Director, Asia Pacific Ms. Nada Najjar Schneider, HR Director China Ms. Linda Fan
Sika, HR Director China Qin Jiang Coco-Cola, HR Director China Ms. Angle Li
Cummins, HR Director East Asia Mr. Wilson He Hella, HR Director Asia Pacific Ms. Priscilla Guan
Philips, HR VP China Mr. David Zhang Exide, HR VP Asia Pacific Mr. Lin Bo
Power-one, HR Director Mr. Gordhan Cheng MeziMedia, HR Director Mr. Michael Chen
Goodbaby, HR VP Mr. Chun Li Celanease, HR Director, Asia Ms. Helen Huang
Microport, HR Director Mr. Ping Hu Boringel-Ingelheim, HR VP Ms. Marlene Ye
China
Robinson, Head of HR Ms. Anne Yu Bluescope Steel, HR VP Mr. Maxwell Yu
Fujitsu PFU, Managing Director Mr. Phil Tu Ashland, HR Director Asia Mr. Junder Chiang
Pacific
Eaton, Corporate Affairs Director, AP Ms. Lucy Lu Polo, HR Director Ms. Yvonne Zhu
Poka Poka Hotel, HR Director Mr. Romulo Balbin Wacker, HR Director China Ms. Rebecca Liu
Trane, HR Director China Mr. Chevy Chang Cortina, HR Director Asia Ms. Jenny Gao
Pacific
12. Charter of the Founding Members’ Conference for
the HR Administrators & Specialists Association (Preparatory)
(Draft, Version II)
April 10th, 2010
1. General Provision
1.1 This Charter is formulated as to set up the HR Administrators & Specialists Association and
better serve the HR professionals;
1.2 The HR Administrators & Specialists Association (Hereinafter referred as “HASA”) is a
non-profit industry-wide for HR incumbents, dedicating to standardizing HR industry,
improving professionalism, advancing workforce's capabilities and employment.
1.3 HASA is NOT affiliated to any commercial entities. HASA is an country-level HR
association officially sanctioned by China government. Per the legal requirements, HASA
will be sanctioned by the central government of China.
1.4 HASA sets no restrictions to the member’s geography, nationality, religion, ethnics, age,
gender and the employer’s origin of investment;
1.5 The “Founding Members’ Conference” (Hereinafter referred as “FMC”) for HR
Administrators & Specialists Association mentioned herein is constituted voluntarily by
senior HR executives, top corporate executives and academic experts;
1.6 The mission for the FMC is: With the principle and methodology of organizing and
advancing researches & communications in human resources management as to promote
innovation of HR theories and practices, dedicate to setting up the professional network and
industry-wide association for human resources incumbents that fit China markets: i.e. the HR
Administrators & Specialists Association.
1.7 All rights & interests of HASA are owned by members. The member representive conference
is the top decision-making agency. In the preparatory period, the Founding Members
Conference is the decision-making agency. The drafting committee will execute the day-day
operation issues of HASA on behalf of the Founding Members Conference.
1.8 The Founding Members’ Conference and the drafting committee has the power to determine
all documents like charters, regulations, rules, standards and etc., has the power to determine
the governance and organization, has the power to determine attributions of ownership,
intellectual property and copyrights, has the power to determine the financing and income
distribution while HASA is executing its missions and responsibilities, has the power to
determine the qualifications of membership and the duties and powers of being a member.
1.9 This charter shall be valid until HASA is formally founded and registered and will be
replaced by the charters of HASA.
2. Constitution, Duties & Powers of Founding Members’ Conference
2.1 The founding members of HASA are individuals.
2.2 Qualifications of the founding member
2.2.1 Any founding member of HASA is an individual. The founding member shall
possess 10+ years' experiences at the position of HR head of at least country level or
above (e.g. China HR head or AP HR head), or be the senior corporate executive or
the authoritative expert of HR management or business administration from
distinguished institutions. The qualified applicants who admit & acknowledge this
Charter and conform the duties as founding members shall be accepted as founding
Charter of FMC for HASA 1/4
13. members after approved by the FMC;
2.2.2 Individual HR practitioners, senior business executives or scholars who meet the
qualifications of the founding member and acknowledge this charter shall be
accepted as founding members, upon invitations from the Preparatory Committee of
HASA;
2.3 Resignation and termination
2.3.1 The founding member who notifies the FMC or the Preparatory Committee of
resignation in written form shall be granted as voluntary resignation;
2.3.2 If the founding member does not participate any events or does not execute
resolutions determined by the FMC within one year without the acceptable reason is
regarded as voluntary resignation;
2.3.3 The founding member who seriously violates this charter shall forfeit the
membership of the FMC upon approval by the FMC.
2.4 Founding members’ duties and powers
2.4.1 Powers
2.4.1.1 To participate the FMC or the professional events organized by the FMC;
2.4.1.2 To access to the necessary material conditions or convenience provided by
the FMC in order to initiate professional researches or communications;
2.4.1.3 To share editorials, articles, publications or other types of HR research and
practice organized by the FMC;
2.4.1.4 Owns the rights to share the income of the intellectual property &
copyrights while HASA execute its mission;
2.4.1.5 To advise or suggest to the activities of the FMC;
2.4.1.6 To vote or be elected within the framework of the FMC;
2.4.1.7 To nominate and vote for the candidates of the Drafting Committee;
2.4.1.8 To advise and vote to the proposals raised by the Drafting Committee;
2.4.1.9 Perpetual exempt from membership fee;
2.4.1.10 Entitled to the lifetime honor of “the Founder of HASA”.
2.4.2 Duties
2.4.2.1 To conform this Charter and exercise the resolutions approved by the
FMC;
2.4.2.2 To participate the FMC or the professional events organized by FMC;
2.4.2.3 To provide the FMC with articles or other types of HR researches and
practice;
2.4.2.4 Exercise duties as assigned by the FMC.
2.5 Responsibilities of the FMC
2.5.1 The “FMC” referred herein means the executive agency through which the founding
members determine resolutions via meeting to prepare HASA before HASA is
formally founded and registered. The FMC is the top authoritative organization
during the preparatory period of HASA. Once HASA is founded, the FMC will be
replaced by the member representatives’ general meeting.
2.5.2 As to protect the interests of all founding members, the FMC set the following
principles:
2.5.2.1 The principle of balance: That is, to protect the rights of majority opinions
also the minority opinions, as well as the founding members’ opinions who
are not able to attend the FMC, and ultimately for the purpose of ensure
the whole interests of all founding members;
2.5.2.2 The principle of constraints on the leaders: That is, while the members
Charter of FMC for HASA 2/4
14. empower the rights to the leaders (including but not limited to the
Preparatory Committee or any other officers or academic leaders who
potentially impact on the group decision making), members shall reserve
their independent rights to directly control the group affairs, without being
controlled by the leaders instead;
2.5.2.3 The principle of majority: That is, all proposals shall come to force only
agreed by at least 2/3 (Two Thirds) of the founding members.
2.5.2.4 The principle of persuasion: That is, every member has the right to
persuade other members to accept his/her arguments, until that argument is
accepted as a common agreement or a different common agreement is
agreed by FMC and prevails the individual arguments.
2.6 Assignments of the FMC
2.6.1 To formulate and approve the charters for HASA;
2.6.2 To formulate the criteria, rules and benchmarks of HR industry, with which to
improve HR incumbents’ professionalism, evaluate the organizational HR
management level and to advance the society’s workforce progress;
2.6.3 To initiate the professional education of HR management;
2.6.4 To promote membership;
2.6.5 To process international cooperation and build up sharing mechanism for academic
and practice materials;
2.6.6 To participate in consultancy for related government organs, research or academic
institutions or business entities in area of human resources development;
2.6.7 To conduct social surveys for workforce development in various areas and provide
advisory reference for government while formulating policies and regulations;
2.6.8 Other assignments as agreed by the FMC.
3. Constitutions, Duties and Powers of the Preparatory Committee
3.1 Constitution
3.1.1 Those senior HR executives, top corporate executives with 10+ experiences or
authoritative experts from academic or research institutions who are willing to
contribute time and efforts as to dedicate to serving HR industry, if admit and
acknowledge this Charter, shall be the committee member after applies and be
approved by the FMC.
3.1.2 The Preparatory Committee is the executive agency on behalf of the FMC. The
purpose of the Preparatory Committee is to serve the FMC and exercise the
resolutions agreed and approved by the FMC;
3.1.3 The PC comprise one Director General, a number of Vice Director General and some
committee members;
3.1.4 There is a secretariat affiliated to the Preparatory Committee. At the moment, the
secretariat members are temporarily designated by the Human Resources
Commission of Pudong New Areas Association of Enterprises with Foreign
(Domestic) Investment. The secretariat shall be in charge of general issues of the
Preparatory Committee, including but not limited to the day-day liaison and the
implementation of other affairs as assigned by the Preparatory Committee.
3.2 Duties and Powers
3.2.1 To promote qualified individuals to join the FMC;
3.2.2 To organize the FMC meeting;
3.2.3 Personnel adjustment of the Preparatory Committee
3.2.4 To formulate and summarize the working schedule and event arrangements for the
Charter of FMC for HASA 3/4
15. Preparatory Committee;
3.2.5 To organize the meetings of the Drafting Committee;
3.2.6 To advise the personnel adjustment for the Drafting Committee.
4. Constitutions, Duties and Powers of the Drafting Committee
4.1 Constitution
4.1.1 The member of the Drafting Committee shall be undertaken by senior HR
professionals, top corporate executives or authoritative of HR or business
administration;
4.1.2 The member of the Drafting Committee shall be nominated by the Preparatory
Committee or the FMC and the designation will come to effective only after
approved by the FMC;
4.1.3 The Preparatory Committee shall consist of various groups categorized by the
functions of human resources management.
4.2 Powers
4.2.1 Nominate & vote for chairperson of each module of the committee;
4.2.2 Automatically becomes the committee member of the first academic committee once
HASA is formally registered;
4.2.3 Owns the intellectual property, copyrights and rights of authorship with HASA in
terms of the corresponding parts that the committee member contributes in drafting
or revising;
4.2.4 Owns the rights to share the income of the intellectual property & copyrights while
HASA execute its mission;
4.2.5 Perpetual exempt from membership fee;
4.2.6 Entitled to the lifetime honor of HASA draftsperson;
4.3 Duties:
4.3.1 Draft & revise HASA charters, regulations, rules and other documents that governing
HASA operation;
4.3.2 Provide materials, documentation, cases, data and other experiences to HASA to
ensure HASA documents are properly drafted and revised;
4.3.3 Contribute time and other resources to promote the drafting committee’s progress;
4.3.4 Support the propaganda, seminar, publication and other charity events as assigned by
the government;
4.3.5 Propose suggestions and advise to the committee.
5. Appendix
5.1 This charter and all activities of the Founding Members’ Conference shall be governed and
construed in accordance with the laws of the People’s Republic of China;
5.2 In the case of any conflict between the terms of this Charter and the laws of the People’s
Republic of China, the laws of the People’s Republic of China shall prevail;
5.3 If any provision of the terms and conditions of this Charter is deemed invalid or
unenforceable under any applicable statute or rule of the laws, such part, to that extent only,
will be deemed to be omitted without affecting the validity of the other parts of this Charter;
5.4 Any pending matters not covered in this Charter shall be discussed and determined in other
forthcoming documents;
5.5 The final rights of interpretation of this Charter shall be reserved by the Founding Members’
Conference for the HR Administrators & Specialists Association.
Charter of FMC for HASA 4/4