The document provides a summary of the Human Resource Management Professionals Act 2012 in Kenya. It establishes the Institute of Human Resource Management (IHRM) and the Human Resource Management Professionals Examinations Board to regulate HR practice standards. IHRM oversees registration of qualified HR professionals and ensures they meet competency standards. The Examinations Board sets certification exams in HR. Membership levels include Fellow, Member and Associate based on qualifications. Disciplinary measures include suspension or removal from the register for misconduct. Funds come from registration fees and other sources to support IHRM's operations.
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
This document provides an example of key performance indicators (KPIs) for evaluating a human resources manager. It includes 4 key result areas for an HR department and defines KPIs as measurable indicators used to evaluate performance in each area. Targets and actual results are defined for each KPI, and a formula is provided to calculate scores based on performance and determine an overall final score. The final score is then used to determine bonuses, salary increases, and promotions.
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
This document provides an example of key performance indicators (KPIs) for evaluating a human resources manager. It includes 4 key result areas for an HR department and defines KPIs as measurable indicators used to evaluate performance in each area. Targets and actual results are defined for each KPI, and a formula is provided to calculate scores based on performance and determine an overall final score. The final score is then used to determine bonuses, salary increases, and promotions.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Human Resource Planning Process PowerPoint Presentation SlidesSlideTeam
Through our Human Resource Planning Process PowerPoint Presentation Slides, you can identify current and future HR needs to achieve business goals. Human capital strategy PowerPoint complete deck contains a varied range of PowerPoint templates such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Demonstrate pathways to implement HR strategy using the manpower planning process PPT visuals. Additionally, you can use this workforce management process presentation design for related topics like strategic HR planning, HRM plan, staffing model, human capital business plan, etc. These human asset management plan PPT visuals can be easily modified as and when required, which makes your presentation even more impressive. You can explain each step implemented to maximize the human resource potential with this premade easy to use HRM process PowerPoint slide.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/3jrgTCu
- HR History
- HR Function
- HR Role in 3 words
- Recruitment
- Job Analysis
- Purpose of interviews
- Types of interviews
- Interview's questions
- Training & development
- Performance Management
- HR needed qualifications
- HR job titles
The document discusses the importance of effective supervision and outlines key factors for supervisors to be effective. It states that effective supervisors are critical to achieving organizational goals like increased productivity and engaged employees. To be effective, supervisors need personal qualities like communication skills, technical skills relevant to the job, experience on the job, formal training, mentoring from other supervisors, and support from upper management. The document provides details on each of these factors and their impact.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
http://odofwny.wordpress.com/
The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
The document summarizes an HR planning assignment for the Treaties and Aboriginal Government sector of the Department of Indian Affairs and Northern Development in Canada. It outlines the organizational profile, mission, business activities, workforce demographics, key HR challenges, and strategic priorities and action plans to address talent management and performance management. The main challenges are a high percentage of upcoming retirements, knowledge transfer needs, and diversity hiring targets. The strategic priorities focus on succession planning, recruitment of younger and minority employees, retention strategies, and establishing competency frameworks and performance metrics.
The National HR Audit framework presented by Bonnie Johansen, Chairperson: SA...SABPP
The document discusses the implementation of HR audits and standards in South Africa by SABPP. It provides details on:
1) The need to improve HR practices and establish standards to increase the professionalism of the HR field.
2) SABPP's plan to develop a rigorous audit process to certify organizations' compliance with HR standards.
3) The selection and training of auditors, including competency requirements and an ethical code, to conduct independent and objective audits.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document outlines the key result areas (KRAs) and key performance indicators (KPIs) for an HR department. The 7 KRAs covered are: (1) Recruiting, (2) HR Ratios, (3) Performance Appraisal, (4) Regulation Compliance, (5) Rewards and Recognition, (6) Compensation & Benefits, and (7) Learning & Development. For each KRA, 2-3 KPIs are defined along with the measurement formula and target levels. The KPIs measure metrics such as number of days to hire, leave usage, high/low performer percentages, training courses/hours, and error rates.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
2016 ICSAN MCPE Understanding the Financial Reporting Council (FRC)Uto Ukpanah
The document discusses the Financial Reporting Council (FRC) of Nigeria and its National Code of Corporate Governance for the Private Sector. It establishes the FRC to regulate financial reporting, auditing, and corporate governance standards. It outlines the directorates of the FRC and describes the code's sections on board structure, committees, and roles of chairman, independent directors, and other officers. The code is designed to protect investors while promoting high governance standards in Nigerian companies.
The document discusses selecting, training, and developing the right people for an organization. It emphasizes preparing thorough job descriptions and interview questions, hiring for attitude over skills, and providing continuous training and education for both employees and board members. Selecting the wrong people can be costly, while investing in training and developing human capital is important for organizational success.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Human Resource Planning Process PowerPoint Presentation SlidesSlideTeam
Through our Human Resource Planning Process PowerPoint Presentation Slides, you can identify current and future HR needs to achieve business goals. Human capital strategy PowerPoint complete deck contains a varied range of PowerPoint templates such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Demonstrate pathways to implement HR strategy using the manpower planning process PPT visuals. Additionally, you can use this workforce management process presentation design for related topics like strategic HR planning, HRM plan, staffing model, human capital business plan, etc. These human asset management plan PPT visuals can be easily modified as and when required, which makes your presentation even more impressive. You can explain each step implemented to maximize the human resource potential with this premade easy to use HRM process PowerPoint slide.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/3jrgTCu
- HR History
- HR Function
- HR Role in 3 words
- Recruitment
- Job Analysis
- Purpose of interviews
- Types of interviews
- Interview's questions
- Training & development
- Performance Management
- HR needed qualifications
- HR job titles
The document discusses the importance of effective supervision and outlines key factors for supervisors to be effective. It states that effective supervisors are critical to achieving organizational goals like increased productivity and engaged employees. To be effective, supervisors need personal qualities like communication skills, technical skills relevant to the job, experience on the job, formal training, mentoring from other supervisors, and support from upper management. The document provides details on each of these factors and their impact.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
http://odofwny.wordpress.com/
The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
The document summarizes an HR planning assignment for the Treaties and Aboriginal Government sector of the Department of Indian Affairs and Northern Development in Canada. It outlines the organizational profile, mission, business activities, workforce demographics, key HR challenges, and strategic priorities and action plans to address talent management and performance management. The main challenges are a high percentage of upcoming retirements, knowledge transfer needs, and diversity hiring targets. The strategic priorities focus on succession planning, recruitment of younger and minority employees, retention strategies, and establishing competency frameworks and performance metrics.
The National HR Audit framework presented by Bonnie Johansen, Chairperson: SA...SABPP
The document discusses the implementation of HR audits and standards in South Africa by SABPP. It provides details on:
1) The need to improve HR practices and establish standards to increase the professionalism of the HR field.
2) SABPP's plan to develop a rigorous audit process to certify organizations' compliance with HR standards.
3) The selection and training of auditors, including competency requirements and an ethical code, to conduct independent and objective audits.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document outlines the key result areas (KRAs) and key performance indicators (KPIs) for an HR department. The 7 KRAs covered are: (1) Recruiting, (2) HR Ratios, (3) Performance Appraisal, (4) Regulation Compliance, (5) Rewards and Recognition, (6) Compensation & Benefits, and (7) Learning & Development. For each KRA, 2-3 KPIs are defined along with the measurement formula and target levels. The KPIs measure metrics such as number of days to hire, leave usage, high/low performer percentages, training courses/hours, and error rates.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
2016 ICSAN MCPE Understanding the Financial Reporting Council (FRC)Uto Ukpanah
The document discusses the Financial Reporting Council (FRC) of Nigeria and its National Code of Corporate Governance for the Private Sector. It establishes the FRC to regulate financial reporting, auditing, and corporate governance standards. It outlines the directorates of the FRC and describes the code's sections on board structure, committees, and roles of chairman, independent directors, and other officers. The code is designed to protect investors while promoting high governance standards in Nigerian companies.
The document discusses selecting, training, and developing the right people for an organization. It emphasizes preparing thorough job descriptions and interview questions, hiring for attitude over skills, and providing continuous training and education for both employees and board members. Selecting the wrong people can be costly, while investing in training and developing human capital is important for organizational success.
This document outlines the charter of the Governance and Nominating Committee of Terex Corporation. The committee plays a central role in planning board composition, developing nomination criteria, and evaluating board performance. It is responsible for identifying and nominating director candidates, recommending governance guidelines and actions, and assessing compliance with ethics policies. The committee charter specifies its composition, responsibilities, authority, and process for meetings and annual evaluations.
This document outlines the charter of the Governance and Nominating Committee of Terex Corporation. It establishes that the committee is responsible for identifying and nominating candidates for the board, developing corporate governance guidelines, and evaluating board performance. The committee must consist of at least three independent directors appointed by the board. It has the authority to retain outside advisors and legal counsel. The committee meets at least quarterly and reports to the full board, providing an annual review of governance guidelines, board performance, and its own charter and performance.
The document discusses the roles and responsibilities of boards of directors. It explains that boards of directors are bodies that oversee the activities of companies and organizations. They are responsible for overall management, strategy, and effective functioning. Boards delegate day-to-day operations to executives but remain accountable for performance. The document also provides examples of board structures and responsibilities for banks, including composition of boards, eligibility of directors, and regulatory oversight by the Reserve Bank of India.
World HR Board is an educational organization affiliated with Middle Earth HR that offers merit-based scholarships for two certification programs in human resource management and training and development. The Fellowship program provides six certifications for professionals with over eight years of HR experience, while the Licentiate programs provide four certifications and are aimed at those with one to six years experience. The certifications cover topics such as compensation and benefits management, organization development, and learning and development. Program costs range from $1,200 to $850. World HR Board receives accreditation from the HR Certification Institute and has won awards for its contributions to the global HR field.
Christine Botha, Head of #SABPP Audit Unit shares world’s 1st National HR Aud...SABPP
The document discusses establishing standards for human resource management. It notes that many industries and professions have standards to ensure quality and consistency, yet human resource management is often practiced without standards. It proposes establishing a South African National HR Standards system and HR audit process. A unit would be created within SABPP to oversee HR audits conducted by trained auditors. Audits would assess organizations against 13 HR management standards elements. Certification would be awarded if no major non-compliances are found and continuous improvement is demonstrated. The audit process and auditor competencies are described to ensure rigorous, ethical audits.
TechTarget Corporate Governance Nominating And Corporate Governance Committee...Manya Mohan
The Nominating and Corporate Governance Committee is responsible for identifying and recommending individuals for the Board of Directors as well as developing corporate governance guidelines. The Committee oversees annual evaluations of the Board and management. It is tasked with reviewing related party transactions, the Code of Business Conduct, and recommending changes to governance policies and procedures.
This document provides a project report on the recruitment and selection process at Annamalai University. It includes sections on the title, declaration, preface, acknowledgements, executive summary, table of contents, and objectives of the study. The report then discusses the processes of recruitment and selection at the university in detail. It provides information on pre-selection, eligibility requirements, assessment criteria, and the roles of different committees and individuals in the selection process.
The document discusses the organizational structure and governance of cooperatives. It outlines the roles and responsibilities of the general assembly, board of directors, management, and various committees. It also covers the election and removal of officers, required reports, and functions of management. As a business entity, cooperatives must comply with relevant business laws and registration requirements.
This document outlines the competency framework for achieving the Chartered Professional in Human Resources (CPHR) designation. It includes descriptions of the functional knowledge areas, enabling competencies, proficiency levels, and requirements to obtain and maintain the CPHR. The framework establishes the minimum competencies candidates must demonstrate in order to be certified as a CPHR. It is used by employers, academics, and HR professionals to understand the skills and qualifications of CPHRs.
The document provides information on various human resources certification programs offered by ABMC International Ltd. It outlines 8 certification programs at 3 levels - general, specialization, and senior. The certifications examine areas such as HR strategy, talent management, metrics and analytics, learning and development, and project management. Requirements include work experience, education qualifications, and signing an ethics statement. Exams are comprised of multiple choice questions testing HR knowledge and are offered several times a year worldwide. Fees and study resources are also outlined.
None
Key Responsibilities:
- Preside over board meetings and executive committee meetings
- Set meeting agendas and ensure meetings are productive and on track
- Represent the chapter at external events and meetings
- Serve as a liaison between the chapter and ASTD National
- Ensure chapter goals and objectives are being met
- Oversee the general operations of the chapter
- Act as a spokesperson for the chapter
- Mentor and support the President-Elect
- Appoint committee chairs and oversee their work
- Review and approve committee reports
- Review and approve the annual budget
- Review and approve contracts and agreements
- Ensure compliance with chapter bylaws and policies
- Delegate tasks and responsibilities as needed
World HR Board is an educational organization affiliated with Middle Earth HR, the seventh largest HR training company globally. Formerly known as Asian HR Board, it offers merit-based scholarships between 55-75% for two certificate programs: a Fellowship in organizational HRM involving 6 certifications, and a Licentiate program with options in HR generalist and training & development both involving 4 certifications each. The programs are eligible to those with work experience in HR and aim to develop global HR professionals.
This document provides guidelines for chartered accountants regarding management consultancy companies. It outlines requirements for the name, registration, and ethical compliance of a management consultancy company. Some key points include:
- The name of the company must be approved by the Institute and cannot indicate it is a chartered accountant firm. It can indicate the area of management consultancy services.
- After incorporating under the Companies Act and getting name approval, the company must register with the Institute.
- If a chartered accountant owns the company, and their firm is a statutory auditor, the company cannot accept prohibited internal audit or bookkeeping assignments for that client. Ceilings on non-audit fees also apply.
The document outlines the corporate governance guidelines of Amerada Hess Corporation. It discusses several topics, including:
1) The board's responsibility for oversight of the company's business and affairs in the best interest of stockholders.
2) Guidelines for board composition, including size, skills, expertise, and independence of directors.
3) Flexibility in selecting the chairman of the board and CEO roles.
4) Criteria for nominating and selecting directors, including commitments, skills, diversity, and share ownership.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
The document provides an overview of the Institute of Company Secretaries of India (ICSI) and the Company Secretary profession. Some key points:
- ICSI regulates and develops the profession of Company Secretaries in India. It has over 33,000 members and oversees the Company Secretary education course.
- The Company Secretary course can be taken through distance learning or online and involves Foundation, Executive and Professional levels. It provides opportunities for both employment and independent practice.
- Company Secretaries play an important role in companies as they are responsible for compliance and advising on governance issues. They help ensure a company follows all applicable laws.
CS- COMPANY SECTARY COURSE. FOR CA,CMA,CS COMMERCE STUDENTS Bibek Prajapati
CS- COMPANY SECTARY COURSE. FOR CA,CMA,CS COMMERCE STUDENTS .
Listen to your professors. ...
Gain professional experience through an internship. ...
Think about what you don't like. ...
Listen to yourself. ...
Go abroad and learn another language. ...
Always consider the real world. ...
Talk to recent grads.
The document outlines the bylaws of Capital Referees, a nonprofit organization that promotes soccer officiating. It establishes the purpose of fostering good sportsmanship through qualified officiating. It details the organizational structure including a 7-member board of directors consisting of president, vice president, secretary, treasurer, and other roles. The bylaws describe election procedures for board members, duties and powers of the board, and establishes two classes of membership - active members who can officiate matches and other members.
Similar to Human resource management professionals act 2012 summary ( Kenya) (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Human resource management professionals act 2012 summary ( Kenya)
1. A SUMMARY OF HUMAN RESOURCE MANAGEMENT PROFESSIONALSACT 2012
PREPARED BY: NDIRANGU DENNIS WAMBUGU
https://ke.linkedin.com/in/ndirangudenniswambugu
REVIEWED & EDITED BY:
1. STEPHEN AMADALO
2. RICHARD JELLICAN
October 2016
2. DISCLAIMER
THIS SUMMARY HAS BEEN PREPARED AND AVAILED FOR THE PURPOSE OF
FAMILIARIZING WITH THE HUMAN RESOURCE MANAGEMENT PROFESSIONALS
ACT 2012 AND DOES NOT IN ANY WAY SUBSTITUTE THE ACT. IT IS
RECOMMENDED THAT THE READER MAKES AN EFFORT TO READ THE
REGULATIONS ENACTED BY THE PARLIAMENT OF KENYA THROUGH GAZETTE
NOTICE NUMBER 216 OF 2012 [THE HUMAN RESOURCE MANAGEMENT PROFESSIONALS ACT,
2012] AND LEGAL NOTICE 86 OF 2015[THE HUMAN RESOURCE MANAGEMENT PROFESSIONALS
(REGISTRATION AND TRAINING) REGULATIONS, 2015.]
3. ACKNOWLEDGEMENT
I would like to extend my appreciation to Stephen Amadalo and Richard Jellican for their
valuable input and willingness to give part of their time to review and edit this document.
4. Introduction
The Human Resource Management Professionals Act herein referred to as the Act, serves to
establish the Institute of Human Resource Management and the Human Resource Management
Professionals Examinations Board that provide for the examination, registration and regulation
of the standards of the Human Resource practice. The composition and the administration of the
Institute and the Human Resource Management Professionals Board shall be discussed further in
the subsequent pages of this summarized Act.
The Institute of Human Resource Management (IHRM)
Section 3(2) of the Act the Institute of Human Resource Management is established to be a body
corporate therefore it possess all the aspects of a company registered in Kenya. Some of the
characteristics include;
a. Can sue and be sued.
b. Ability to purchase, acquire, hold and or dispose property.
c. Ability to borrow money
Being the body responsible for the successful implementation of the Act it has been given the
power to perform or act as necessary for the optimal performance of its functions under the
Act.
Functions of IHRM
The HRMP Act 2012 has mandated the Institute of Human Resource Management to perform the
following functions;
a. Establish, monitor and publish the standards of professional competence and practice
among the Human Resource Professionals.
b. Register the persons who meet the required professional and ethics standards as its
members.
c. Promote research in Human Resource and related matters within the country.
d. Publishing books, periodicals and journals on the HR field
e. Provide medium for communication, exchange of information, knowledge and ethical
standards for HR practitioners.
f. Network with regional and international bodies to promote and develop a progressive
high standard HR practices.
g. hold examinations and prescribe tests of competency deemed appropriate to qualify for
membership and certification by the Institute;
h. advise the Examinations Board on matters relating to examination standards and policies;
i. Advising the registration committee on matters relating to the registration of new
members.
j. regulate the practice, competence and professional conduct of human resource
professionals;
k. Promote and protect the welfare and interests of human resource professionals.
l. Promote inter-professional collaboration with other professional bodies such as ICPSK,
ICPAK and LSK
5. m. Carry out any other functions prescribed for it under the HRMP Act 2012 or under any
written law.
Management of the IHRM
The management of the IHRM is vested in a council which consists of:
a. A chairperson who shall be qualified Human Resource Professional with at least five
years’ experience in HRM, elected by the members of the Institute.
b. Principal Secretary of ministry being responsible for public service or a person appointed
in writing by the principal secretary.
c. Principal Secretary of the ministry being responsible for labor and Human Resource
Development or representative appointed by the principal secretary.
d. Six other members who possess the knowledge and experience in HRM elected by HRM
professionals registered as members of the institute.
e. Executive Director ( a person appointed as the executive director of the institute under
section 8 of the Act)
“There shall be an executive director who shall be competitively appointed by the council whose
terms and conditions of service shall be determined by the council in the instrument of
appointment or otherwise in writing from time to time”
The following are some of the requirements for one to be appointed as an executive director of
the IHRM;
a. Registered Human Resource Professional.
b. Has at least five years proven experience in Human Resource Management.
c. Meets the requirements of chapter six of the constitution
Responsibilities of the executive director of IHRM
a. Secretary to the council.
b. Implementing the Act.
c. Responsible for the day to day management of the affairs of the institute.
Roles and Powers of the Council
a. Appointing the executive director
b. Appointing officers, agents and other staff that are necessary for the proper and efficient
discharge of the functions of the institute and the council as per the Act.
c. On advice of the Executive Director, engage on behalf of the Institute the services of
experts and consultants in respect of any of the functions of the institute in connection in
which they are considered to have special competence.
d. The council may by resolution either generally or in particular case delegate to any
committee or any agent of the council the power to perform the functions of the council
as per the Act or any other written law.
e. Appointing the members of the disciplinary committee.
6. Membership and Qualifications
The Human Resource Management Act, 2012 and Human Resource Management
Professionals(Registration and Training) Regulations, 2015 have established various
membership categories as below;
Membership category Qualifications
1. Fellow member of IHRM A member of IHRM, has practiced HRM for
fifteen (15) years or more and has rendered
outstanding contribution to the HR profession
2. Member of IHRM a) Bachelor’s degree/master’s degree in any
discipline from a recognized university and
a higher diploma in HRM or its equivalent
from a recognized university and minimum
of 5years work experience in HRM.
b) Bachelor’s degree/ master’s degree in
Human Resource Management with a
minimum of 5 years work experience in
HRM.
c) Master’s degree in HRM with a minimum
of three years of teaching or research in the
field of HR.
d) PhD in Human Resource Management with
a minimum of 3 years’ experience in
teaching or research experience in HR.
e) Bachelor’s degree in any discipline and is
a Certified Secretary [CS(K)] with a
minimum of 5 years work experience in
HR
3. Associate member a) Bachelor’s degree or a master’s degree in
Human Resource Management.
b) Higher diploma in HR or its equivalent
from an accredited institution.
c) Diploma in HR from an accredited
institution.
d) Diploma in any discipline and a certificate
in Human Resource or its equivalent from
an accredited institution of higher learning.
The following qualification criteria for eligibility to join IHRM as a full member came to an
end on 31st
December 2015;
1. Bachelor’s degree or master’s degree in any discipline, a certificate in any of the
competencies of Human Resource Management with a minimum of 10 years’ work
experience in HRM.
7. 2. Higher diploma in Human Resource Management or its equivalent with a minimum
experience of 10 years work experience in human Resource.
Honorary fellow-The individual has made outstanding contribution in the field of Human
Resource Management or to the IHRM (honorary fellow is not a member of IHRM). Becoming
an honorary fellow is subject to invitation by the council.
Membership registration committee
This is the committee that is responsible for receiving applications and granting practicing
certificates in accordance with the human Resource management professionals Act 2012. The
committee comprises of:
a. Chairperson appointed by the council from amongst the members of the council.
b. One person appointed by the Federation of Kenyan Employers (FKE).
c. One person nominated by the Examinations Board.
d. One person nominated by Kenya National Examination Council (KNEC).
e. Attorney general or a person appointed as representative by him/her in writing.
The following are some of the functions of the registration committee:
a. Monitoring compliance with professional quality assurance and other standards that may
be published by the council from time to time.
b. Prescribe regulations to govern the quality assurance programs including actions
necessary to correct the deviations.
c. Advise the council on matters pertaining to professional standards necessary for
attainment of quality assurance.
d. Recommend to the council that a member’s conduct be referred for enquiry.
Disqualification from registration
An individual may be disqualified from being registered as a member of the Institute if the
individual;
a. Is convicted by court of competent jurisdiction in Kenya or elsewhere of an offence
involving fraud/dishonesty.
b. Is undischarged bankrupt.
c. Is found by the council to be guilty of professional misconduct in accordance with the
Human Resource Management Professionals Act 2012
d. Has not met the requirements of chapter six of the constitution.
Removal of names from members register
The registration committee has been given the power to remove the name of a person from the
register if the person;
a. Convicted of an offense under the Human Resource Management Professionals Act 2012
b. Has failed to renew the membership.
c. Is of unsound mind.
d. Is declared bankrupt.
8. e. Has been found guilty and the registration suspended or revoked through disciplinary
proceedings.
f. Requests that the name be removed from the register.
g. The member is deceased.
h. The entry was incorrectly or fraudulently made.
The secretary to the registration committee shall ensure that the name and address of every
person whose name is removed from the register is published in the Kenya gazette within one
month from the date of removal.
Practicing certificate
The Human Resource Management Professionals Act 2012 forbids any individual from
undertaking Human Resource Management activities in Kenya without a valid practicing
certificate issued by the Registration Committee. To qualify for the practicing certificate the
individual is required to;
a. Be a member of the institute
b. Have paid the required fee.
c. The member has fulfilled any other requirements as may be prescribed.
The practice certificate maybe revoked if its owner:
a. Is removed from the register.
b. Has been suspended under section (34) of the Human Resource Management
Professionals Act 2012.
If due to the above circumstances the certificate ceases to be in force the holder is required by the
act to deliver it to the council within thirty days from the date it ceased to be in force.
Disciplinary provisions by the Act
The Act has clearly illustrated the occasion in which a human Resource Professional registered
as a member of the Institute of Human Resource Management may be cited for professional
misconduct in addition to that it has provided for the establishment of a disciplinary committee.
Professional misconduct
Professional misconduct arises if the Human Resource Professional:
a. deliberately fails to follow the laid down Human Resource procedures of his employer or
client save those which are in violation of law;
b. Refuses, fails or neglects to follow the given Human Resource principles in the course of
practicing his professional functions.
c. Engages in any corrupt practices.
d. Is guilty of neglecting any of his professional duties.
e. Engages himself in any negative practices such as nepotism, tribalism, racism or
discrimination during his professional duties.
f. Discloses any acquired information to anybody during his working period without the
knowledge of his employer or clients.
9. g. Uses his position to obtain favors of a sexual kind or other benefits he/she is not entitled
to in the discharge of his/her professional functions.
h. Engages in activities which are in conflict with those of his employer or client.
i. Is found guilty of fraud or dishonest act.
Disciplinary committee
The committee that is mandated to handle the disciplinary issues of Human Resource
Professionals known as disciplinary committee consist of five members appointed by the
council from amongst the members of the council.
Where on recommendation of the disciplinary committee, the council may:
a. Issue the person with letter of admonishment.
b. Suspend the registration of the person for a period not exceeding 12 months.
c. Withdraw or cancel the practicing certificate of the professional for a period not
exceeding 5 years.
d. Impose a fine which the council deems appropriate in the circumstance.
e. Remove the name of the person from the register.
It’s the role of the council to inform the person of the action taken against him or her. If the
council has either suspended the practicing certificate or removed the person’s name from the
register, the person affected shall surrender the practicing certificate and registration certificate
to the council failure to do so the person is deemed to have committed a professional misconduct
and is liable to a fine.
Where a member feels aggrieved by the decision of the council he/she may appeal to the High
Court within sixty (60) days from the date of the decision. If a members practicing certificate has
been suspended he/she may appeal to the council to lift the suspension before the expiry of the
suspension period, where the council is satisfied that the suspension should be lifted the
member’s practicing certificate shall be reinstated after the member pays the prescribed fee.
Examinations board
The examination board is a body corporate with perpetual succession and a common seal and in
its corporate name be capable of:
a. Suing and being sued.
b. Purchasing, acquiring, holding and disposing of property in its possession.
c. Borrowing money.
The board consists of:
a. Four people who shall be qualified Human Resource Professionals nominated by the
council one of whom shall be appointed by the council as the chairperson of the board.
b. Two people nominated by the cabinet secretary of education one of whom shall be from
Kenya institute of education (KIE) and the other from Kenya National Examination
Council (KNEC).
10. c. Director of Personnel Management or a person nominated by him or her to act as
representative in writing
d. One person nominated by the Commission for Higher Education (CHE)
e. One person nominated by the Attorney General.
The functions of the Examination Board shall be;
a. Prescribe and regulate the syllabuses of Human Resource Management Professionals
examinations.
b. Prepare and conduct examinations for persons seeking registration under the Act.
c. Make rules in respect to the examinations.
d. Promote the recognition of its examinations both locally and internationally.
e. Issue professional qualifying certificates to the candidates who have satisfied
examination requirements.
f. Investigate and determine the disciplinary cases of students registered under the
examinations board.
Funds of the council
The act has provided for the possible sources of money that can be used to cater for the councils
day to day activities some of the sources include:
a. Money paid to the council pursuant to the Human Resource Management Professionals
Act.
b. Proceeds of any investment by the Council.
c. Donations, gifts or endowments from lawful organizations or sources.
d. Grants.
The act also regulates the financial conduct of the organization through;
Regulating when the financial year ends
Establishing the deadline for preparation of financial estimates for a particular year.
Establishing a procedure for approval of the annual estimates.
Providing for the audit of accounts.
References:
Human Resource Management Professionals Act 2012
Human Resource Management Professionals (Registration and Training) Regulations 2015