EXECUTIVE SUMMARY
General economic outlook 2005 for Asia Pacific
China is expected to grow by 8.4%, with its inflation rate forecasted to be 3.9% as it continues its expansion with the onset of newer investments. The newly-industrialized economies of South Korea, Taiwan, Hong Kong, and Singapore are expected to have slower exports for the year. In particular, South Korea’s stagnant domestic demand will slow its economic growth to 3.7%, while the other three economies will experience slow domestic demand expansion. As a whole, the forecasted growth rate of these countries will be 4.0%, with combined inflation at 1.3%, lower than those posted in 2004.
Emerging economies of Indonesia and Vietnam are expected to grow by 5.2% and 8.0%, spurred on by increased investments and rapid expansions. On the other hand, Thailand, Malaysia, and the Philippines is seen to slow down due to weaker exports, with forecasted growth rates at 6.0%, 5.6%, and 5.5%, respectively. For these countries, combined growth rate is seen to be stable at 5.7%, though slightly lower than 2004 figures. Inflation rate forecast is at 4.1%.
As a whole, combined growth rate for the region is anticipated to be at 6.3%, while inflation will be at 3.0%. The forecasts are based on assumptions developed by the Institute of Developing Economies that: the U.S. and Japanese economies will post slower growth, and crude oil prices will decrease by 8% on the average.
Unemployment
Except for New Zealand, Australia, and Singapore, unemployment remains to be a major concern in Bangladesh, India, Philippines, and Sri Lanka. Bangladesh says even highly qualified people can’t find jobs. The government is not recruiting and the nationalized mills/factories are closing down due to continued losses. In the case of India, labor force is growing at a rate of 2.5% annually but employment is growing at only 2.3%. Thus, the country is faced with the challenge of not only absorbing new entrants to the job market (estimated at 7 million every year) but also the clearing of backlog. In the Philippines, unemployment is over 11%. While it is true that unemployment rate is high, job vacancies are also on the rise. This clearly indicates a mismatch problem. In Sri Lanka, unemployment rate is at 8.6%. Unemployment rate is highest among the youth in the age group of 15-19 years. However, the real age group which is worst affected is 20-24 year group.
In the case of New Zealand and Australia, unemployment is not a problem. In the case of New Zealand, unemployment rates have been steadily falling for the last few years. Their problem, rather, is skills shortage. Singapore, on the other hand, the strong employment creation has led to a significant decline in unemployment. This coupled with a rise in job vacancies led to a marked improvement in the ration of job openings to job seekers.
HR challenge
Australia:
o Retention of staff, particularly nature age and the corresponding skill shortage the departure of aged skilled workers generates
o Culture of early retirement coupled with decreasing fertility rate over the last 20 years. The country is now facing labor market shortages in general terms, with specific skill shortages in various areas such as engineering. Accounting, and all trades.
o Need for more flexible employment conditions to enable older workers, mothers with children, career of aging parents and even new entrants to the workforce who do not seek full time careers to still remain engaged in the workforce.
Bangladesh:
o HRM is not fully recognized in many companies
o Unprofessionalism and lack of interest of HR Managers to join the HR Institute
Hongkong:
o Change management
o Lack of resources
o Lack of management support
Malaysia:
o To nurture a people that will uphold noble and positive values, such as being knowledgeable, capable, diligent, courteous, trustworthy, efficient and productive.
New Zealand:
o Skills shortage
o Retention
Philippines:
o Unemployment
o Competitiveness
o Flexible labor code
o Ethics
Sri Lanka:
o To improve the quality of Sri Lankan workforce in terms of knowledge, competencies, skills and attitudes and thereby build a world-class workforce.
Competency shifts in HR
Australia:
o A shift from reactive to proactive. There is an emerging significance for workforce planning meaning building employee capability based on the anticipated future direction of the company.
The HR professional standards are developed and disseminated by SHRI in conjunction with leading industry and academic HR experts.
Hongkong
o No formal or official standards have been set yet for HR professionals regarding their competencies/qualifications.
Malaysia
o Presently the standards/competencies determining what constitutes an HR professional has not been defined in clear terms, though there is general agreement that the traditional role of the HR person necessitates a greater and quicker chance to that of being a business partner.
Presently working towards the recognition and certification of the HR professional, and hopes to see this a reality in the not too distant future.
New Zealand
o Has the HR competency framework containing 9 areas of professional competence. The framework has been in its present form since June 2000.
Philippines
o Growing awareness of strategic HR courses. Made available to support this.
Sri Lanka
o Courses ladder available to pursue HR career.
Asia Pacific Federation Human Resource Management (APFHRM)
Report
Australia
Overview
AHRI finished 2005 with a total membership of 10,606 individual members. Whilst this represents a slight increase on membership numbers from 2003, the membership numbers have been relatively static for the last few years.
AHRI was founded in 1943 and has been operating as the only HR Institute representing the needs of the HR profession in Australia since this time. In 1999, the Institute experience significant financial difficulties and a voluntary administrator was appointed. Deakin University acquired the Institute at this time and over the past 5 years, has worked in partnership with the members to re-establish the association as a wholly owned, not-for-profit Institute.
AHRI has no National President, but does have a representative Council of State Presidents, consisting of elected representatives from each of the eight States and Territories of Australia.
Activities of 2004
AHRI’s activity has continued to expand over the last 12 months. Significant achievements include the following:
o Introduction of a model of voluntary tertiary accreditation for HR curriculum. Universities may now apply to AHRI to independently evaluate HR curriculum at both undergraduate and post-graduate levels to determine whether the curriculum will satisfy the current and future requirements of business. During 2004, 19 universities from a possible 22 applied.
o Introduction of a new model of membership accreditation linked to the tertiary accreditation model. From 1 July 04, in order to be recognised as a member of the Institute, members must have completed an AHRI accredited tertiary education program. The system will be phased in over the next few years as the graduates from these programs come through. More senior grades are recognised as Certified Professional and Fellows of the Institute. The number of members who have applied for re-grade to Fellow has increased by more than 100% since 1 July when the new model was introduced.
o The Institute’s annual convention has continued to increase substantially each year with 2004 the largest yet held. Over 2,500 people attended the event either as delegate, visitor, exhibitor or speaker.
o The Institute re-launched the AHRI Awards for Excellence in People Management in 2004 with a large increase in the applications for these Awards. The Awards were redesigned to focus on HR demonstrating its contribution towards the achievement of an articulated business goal. The assessment process involves the completion of a self assessment questionnaire which is then validated by a site visit from trained members which includes both an interview with the CEO and a focus group of members. Over 300 people attended the first national judging dinner in October where the Head of the Australian Defence Force, General Peter Cosgrove addressed the audience.
o Over 10,000 members and guests attended State and National seminars and professional development activities organised by local volunteers across the country. Increased demand for such activities has been identified in regional areas which will result in significantly more activity in 2005.
o AHRI conducted its first HR remuneration and benefits survey in 2004. The results revealed that HR professionals had received a pay increase of 4.4% on average compared to the national average of 2.3% in the previous 12 months.
o AHRI’s media presence has increased significantly with over 100 mentions in national press in Australia.
o Correspondingly, AHRI’s relationship with the Federal government has increased in 2004. Board approval was received in late 04 for the appointment of a Government Relations Manager to assist the Executive Director to take advantage of these opportunities.
o Research has increased substantially with a series of reports being produced.
o AHRI was asked to present to the OECD on the issue of the maturing workforce in Australia, and has been represented on a range of committees in relation to this issue.
HR challenges
Retention of staff, particularly mature age and the corresponding skill shortage the departure of aged skilled workers generates.
The existence of superannuation policies in the past, particularly in the public sector, has produced a culture of early retirement in Australia. Coupled with a decreasing fertility rate over the last 20 years, Australia is now facing labour market shortages in general terms, with specific skill shortages in various areas such as engineering, accounting and all trades.
From a HR perspective, the need for more flexible employment conditions to enable older workers, mothers with children, carers of ageing parents and even new entrants to the workforce who do not seek full time careers to still remain engaged in the workforce is a huge challenge.
Competency shifts affecting HR
It is clear that an area of emerging significance for HR professionals is in the area of work force planning. This requires HR to move from a predominantly re-active business approach to a more proactive role whereby HR actually assists to build the capability of the employees based on the anticipated future direction of the company.
Development of professional standards
The human resource (HR) professional standards in Australia are developed and disseminated by AHRI in conjunction with leading industry and academic HR experts. These standards were reviewed by CEOs and senior HR practitioners in 2003 to reflect the capabilities required of HR professionals to meet emerging challenges facing Australian businesses. The model below represents the key capabilities and outcomes as determined by the review.
Certification:
The AHRI National Accreditation Committee, consisting of business mangers, HR practitioners and academics, accredits the human resource management qualifications of Australian Tertiary Institutions (universities and technical colleges) based on the AHRI professional standards. Currently 42 HR qualifications across 19 Tertiary Institutions have AHRI accreditation.
To view the AHRI Member Accreditation and Professional Development Framework please click here.
Learning and development routes:
There are two key learning and development pathways for HR professionals in Australia. The first is undertaking education with AHRI via the Foundations of HR and Professional Diploma of HR which leads to advanced standing in the Deakin University Graduate Diploma of HR and MBA (HR major). The second is by undertaking an undergraduate and/or post graduate AHRI accredited qualification from any of the Universities who have received AHRI approval through the National Accreditation Committee. To maintain professional status, AHRI members must undertake 90 hours professional development over a three year period. The above framework provides an overview of the indicative HR roles and associated education, professional development activities and AHRI membership grade.
What projects need the aid other WFPMA countries, or what successful projects could be changed?
Whilst no projects currently require assistance from the WFPMA, it would be useful to be aware of research that is currently being conducted or planned in other countries. If there were any opportunities to expand research projects to take into consideration the work of other groups, and allow cross country comparisons, AHRI would welcome the opportunity to participate in this.
Bangladesh
1. Unemployment
The unemployment situation is too serious. Even highly qualified persons are unemployed. The government is not recruiting people due to various reasons. The nationalized mills/factories are closing down due to continued losses for last few years. Due to stoppage of ‘Quota system’ in the garment factories, millions of female workers will be unemployed in the coming months.
We need more mills/factories in order to solve this problem. The government is simply helpless.
2. Membership
Hony. Member |
2 |
Institutional Member |
10 |
Fellow Member |
70 |
Members |
75 |
Associate Members |
250 |
Total |
442 |
3. Founding date - May 23, 1980
4. President - Alhaj Anwarul Azim
5. Activities/programmes in 05
a) We will be celebrating Golden Jubilee of the Institute on May 23,2005. It will be followed by Annual Dinner, Certificate Awarding Ceremony
b) The Annual function of the Institute will be held in March, 05
So long we were in a rented building but recently we have bought office space of our own at a very reputed place and shifted our office to this place with effect from January 05.
We hope that from now-onwards we will get more and more participants for our courses and our financial position will also be much better.
6. National HR issues
a) Human Resource Management is not yet fully recognized in many companies particularly in the nationalized sector and our employers who are mostly first generation employers do not give any importance to this branch of management.
b) Even the HR Managers/Officers are not professional in their attitude and though thousands of officers are working in this field, most of them are not showing any interest to become members of this Institute.
c) The Government is totally careless about this subject and they are running its mills/factories in a traditional way.
Hongkong
Update on the HR Institute
Membership:
365 Corporate Members
3302 Individual Members
63 Student Members
(Total: 3730 Members) (as of Dec 31, 2004)
Founding Date: Feb 1977
President: Mr Peter Barrett (Founding)/Ms Virginia Choi (Present)
Activities/Programs
Highlights of the year:
- 25th HKIHRM Annual Conference (at Hong Kong Convention & Exhibition Centre, on Nov 8 and 9, 2005)
- HKIHRM Global Training Program: Global Mobility Specialist (GMS™) (on March 2005)
Major membership services at a glance:
o Free information & statistics:
o daily e-newsletter and website (www.hkihrm.org)
o professional legal & tax advice (HK& PRC)
o Professional development:
o training & development programs, seminars & workshops, e-Learning, annual conference & exhibition
o official journals and code of practice
o Networking and sharing:
o special interest groups, gatherings & sharing, delegations to international conferences
o directories (HR service providers directory/ membership directory/ special interest group directories)
o Research studies:
o regular surveys on major HR topics (e.g manpower planning, turnover and vacancy, training, pay and benefits & HRM practices)
o ad hoc and topical surveys (e.g. quick polls of latest HR issues)
o employee experience survey
o Advertising and promotion channels:
o www.hkihrm.org, publications, direct mailing and exhibitions
o free placement of recruitment advertisements on www.hkihrm.org
Greatest HR challenge in your country
According to the 2004 HKIHRM Research on HRM Strategies & Practices in Hong Kong, HR professionals were found to face the challenges of “change management”, “lack of resources” and “lack of management support” in both the 2001 and 2004:
Top 5 major challenges facing HR professionals
Rank |
2004 Survey |
2001 Survey |
1 |
Change of management |
Lack of management support |
2 |
Lack of resources |
Lack of resources |
3 |
Lack of resources |
Change of management |
4 |
Staff/retention / turnover |
HR competency enhancement |
5 |
Compensation and benefit |
Staff morale / motivation / |
Competency shifts affecting human resources professionals given the increasing importance attached to certification or qualification of human resources professionals, as far as projects, changes, and results are concerned:
How does your country define the standards determining what constitutes and HR professional and the competencies he/she needs?
How does your country certify the attainment of professional standards? And what learning and development routes can be pursued to keep these competencies up to date?
a & b)
In HK, no formal or official standards have been set yet for HR professionals regarding their competencies/ qualifications.
Following are the membership admission criteria the Institute is adopting now and our various efforts in trying to provide a standards in HRM:
1) Criteria of member admission :
Fellow Member (Voting Member)
A person can become a Fellow only upon invitation and he/she:
o must have been an Ordinary Member for a continuous period of 5 years
o has been contributing to the development of the HR profession and/or the Institute
o must currently be holding a senior executive position in HRM/HRD or be in a specialist function of HRM/HRD and have at least 15 years of experience.
Ordinary Member (Voting Member)
A person who is currently holding an executive position in HRM/HRD or performing a specialist function in HRM/HRD, provided that he/she:
o has obtained a degree in HK/qualification which is recognized by our Membership Committee and has competently performed executive and/or advisory duties in the HRM/HRD and/or a specialist function for a minimum of 5 years where at least 70% of the responsibilities are comprised of HR tasks
o OR has successfully completed a post-secondary course in HRM/HRD or related areas and has competently performed executive and/or advisory duties in the HRM/HRD and/or a specialist function for a minimum of 7 years where at least 70% of the responsibilities are comprised of HR tasks
o OR holds full membership in the appropriate grade of an overseas professional HR institute approved by the Institute
Associate Member (Non-Voting Member)
A person who has completed a course in HRM/HRD or related areas recognized by the Membership Committee
OR a person who is engaged in a profession or occupation in which knowledge of the principles of HRM/HRD is desirable
OR a person who is engaged in the field of HRM/HRD or a specialist function therein but does not qualify yet for admission as an Ordinary Member
Associate Member (Full-time student)
A person who is studying a full-time course in HRM/HRD or a course with a HR-related subjects recognized by the Membership Committee. On completion of full-time study, an Associate Member (Student) will become an Associate Member.
2) Continued research efforts relating to HR competency
i. Joint research with University of Michigan Business School (UMBS) on HR Competency Study
ii. The survey was conducted in HK and had been conducted in 1998 and 2004 to identify HR competencies critical in determining the perceived effectiveness of HR professionals in HK.
iii. Have participated in similar survey conducted by WFPMA
3) Accreditation initiative
The Institute ascertained in 2002 “accreditation” as one of its 4 major initiatives requiring special attention. Substantial resources were assigned in 2003 to take the project forward.
What projects need the aid of other WFPMA countries or what successful projects could be charged?
- NIL.
India
o Statistics would help/How serious a concern is it ?
In 10th Plan (2002-2007) the unemployment will reduce from 1.66 of 9th Plan (1997-02) to 0.86.
o Is it rising or falling?
India’s labour force is growing at a rate of 2.5 percent annually, but employment is growing at only 2.3 percent. Thus the country is faced with the challenge of not only absorbing new entrants to the job market (estimated at Seven million people every year) but also clearing of backlog.
o What is causing unemployment?
One factor is population explosion. The GDP growth rate has not increased in all records uniformly in all sectors for example in Agriculture sector in 1997-02 it is 3.9which is absorbing 62% of the total labour. Where as in manufacturing and construction section the GDP growth rate is 7 which absorbs only 16 percent of Work force, Economic Reforms may have given a boost to Industrial Productivity and brought in foreign investment in capital intensive areas. But the boom has not created jobs.
o What is the country doing about it?
The acceleration in the economy’s growth rate to 7 percent per annum with special emphasis on the agriculture sector is expected to help in creating 54 million work opportunities over the period. This would lead to a reduction in the open unemployment rate from 1.9 percent in 1996-97 to 1.47 percent in the Plan’s terminal year, that is, by about a million persons - from 7.5 million to 6.63 million.
The Category-wise Membership position of National Institute of Personnel Management , 45, Jhowtala Road (Ist Floor), Kolkata – 700 019 are as follows :
Life Member |
:2171 |
Corporate Member |
:3026 |
Associate Member |
:1866 |
Student Member |
:1402 |
Institutional Member |
226 |
Founding Date : With the merger of IIPM & NILM, NIPM came into existence in March, 1980.
President : Mr Partha Chatterjee, National President, NIPM, India
Activities / Programs :
Southern Regional Conference – 2005 : Chennai, India on 4th & 5th February, 2005.
Annual National Conference – 2005: Hyderabad, India sometime in April, 2005
APFHRM Conference – 2005:
Bangalore, India in November, 2005.
Malaysia
PROGRAMMES OFFERED
MIHRM is renowned for its specialized certification programmes. The Institute has a pool of experienced HR Professionals from a wide range of academic backgrounds and work experiences to keep abreast with the latest developments in these fields.
Diploma Programmes: |
Certificate Programmes: |
DIIR (Diploma in Industrial Relations) |
CISM (Certificate in Security Management) Duration - 6 months |
Public programmes:
MIHRM also provides short programmes of 1 to 5 days duration. These programmes, which are cost-effective and able to address issues of particular interest, include such topics as Human Resource Management, Industrial Relations, Safety and Security, Motivational Management and Personal Productivity. Amongst the more popular programmes are:
1) HRM for Executives
• Principles & Practice of HRM
• Organizational Behavior
• Employment
• Compensation, Benefits & Appraisal
• Training & Development
• Industrial Relations
• In-House / Corporate Training & HR Consultancy
2) Malaysian Labor Laws
• Employment Act
• Industrial Relations Act
• Trade Unions Act
• Law on Dismissals
• Employee Provident Fund (EPF)
• Social Security Act (SOCSO)
3) Domestic Inquiry Procedures
• What Constitutes A Misconduct?
• Investigating Offences
• Domestic Inquiry
• Industrial Court Awards
(Pertaining to Domestic Inquiries)
• Mock Domestic Inquiry (Role Play Exercise)
4) Personnel Skills for Secretaries & HR/Personnel Assts.
• Overview of the role of Secretaries & HR/Personnel Assts. & the linkage to HRM
• Overview of Personnel/HR Mgt.
• Developing Personnel/HR Mgt.
• Manpower Planning
• Recruitment & Selection
• Job Analysis, Description & Evaluation
• Wage & Salary Administration
• Training & Development
• HR/Personnel & the Law
In-house / Corporate training & HR consultancy
Custom-tailored programmes to enhance the productivity and skills of employees in all areas. The training is conducted at the client’s premises or MIHRM’s training centre both in English and in Bahasa Malaysia.
MIHRM also does work on specialized HR consultancy projects for companies.
Conferences, seminars & workshops
MIHRM provides the opportunities to develop and enhance knowledge and skills through its conferences, seminars, workshops and forums at national and international levels. Speakers are specially invited from amongst well-known experts to deliver and share their knowledge with the participants.
Tea-talks
Once a month, members and non-members are invited to participate in a 2-hour presentation-cum-workshop on a particular HR topic facilitated by an experienced practitioner in that field.
New Zealand
1. National HR issue
Unemployment - Unemployment is not a problem in New Zealand. Unemployment rates have been steadily falling for the last few years. Indeed, a skills shortage exists in New Zealand.
The following statistics have been drawn from the Household Labour Force Survey, September 2004 quarter.
oSeasonally adjusted employment grew 0.9 percent to 2,022,000.
o The seasonally adjusted unemployment rate stood at 3.8 percent
o The seasonally adjusted labour force participation rate rose to 67.0 percent.
September 2004 quarter |
Quarterly change |
Annual Change |
|
Unemployment rate |
3.8% |
-0.2% |
-0.6% |
Unemployed |
79,000 |
-5.2% |
-12.7% |
Employed |
2,022,000 |
+0.9% |
+2.9% |
Not in the labour force |
1,037,000 |
-0.2% |
+0.4% |
Labour force participation rate |
67.0% |
+0.2% |
+0.4% |
 |
 |
Source: Statistics New Zealand
Job growth was steady…
There was a 0.9% increase in employment over the September quarter, taking annual employment growth to 2.8% and reflecting strong demand for labour.
…and the unemployment rate fell to 3.8%...
Despite an increase in the labour force participation rate (from 66.8% to 70.0%) the rate of new job creation was sufficient to reduce the unemployment rate from 4.0% to 3.8% between the June and September quarters. Decreased unemployment has occurred across most groups of the unemployed by duration, with the exception of people unemployed for 1-2 years.
Most of the growth in employment since 2002 has come from full-time employment, with part-time employment increasing only a little over that period and not at all in the latest quarter.
There was a 0.4% decrease in aggregate hours worked over the September quarter, and a 3.4% increase over the year to September. Although this implies an improvement in labour productivity over the year, the rate of labour productivity growth has slowed.
Figure 1: Employment
Source: The Treasury
The skills shortage predicates immigration policy. The NZ Immigration Service publishes an ‘Immediate Skill Shortage List’ and a ‘Long Term Skill Shortage List’. The skills shortage lists are reviewed biannually when new policy is formulated. The lists are formulated as a result of consultation with Government agencies, industry training organisations (ITOs) and unions.
2. HRINZ update
Membership
As at 20th January = 2419 members. This represents a net annual membership growth of 15% to 20% year on year. Our membership density is 35% of the total potential pool of HR practitioners operating in New Zealand.
HRINZ does not have Corporate Membership.
HRINZ was renamed on 1 April 1999. Formerly known as the Institute of Personnel Management of New Zealand, the Institute was founded in 1951 and became an incorporated society in 1985.
The current National President is Ross Pearce MHRINZ. Ross’ two year term as National President ends in March 2005.
Activities
1. HRINZ has had a busy year with Professional Development Programmes being delivered in locations in both North and South Islands. There is a steady flow of new Members and a full PD programme has been planned for 2005. Please see Appendix.
2. Due to the increase in membership, a new branch will be created in South Auckland, plus new groups will be created in provincial areas.
3. The HRINZ HR Initiative of the Year Award is now in its 6th year and the Person of the Year Award is in its 3rd year.
4. The 2005 National Conference will take place in Wellington in September with the overall theme ‘Working Through Values’ – ‘The business conference for serious HR people.’
5. Professional [Certificated] Membership is steadily increasing as a result of the new online application process. The Institute now has 280 Professional Members. This represents almost 12% of total membership.
6. The Institute has a Strategic & Annual Business Planning Process and has a number of sub-committees working on projects.
a. The Career Development Project team is looking at various ways of enhancing the membership benefits.
b. The Competency Review Group is examining the HRINZ Professional Framework with a view to possibly expanding competencies.
c. The Gradings Panel regularly meets to review Professional Membership of the Institute.
7. The Institute has carried out a nationwide Remuneration Survey Project, the results of which will be made available in January 2005.
8. The Institute has increasing engagement with Government, which has led to the Institute being consulted on overall employment issues. The CEO of the Department of Labour has recently featured in Human Resources magazine. The Department was a co-sponsor of the 2003 HR Initiative of the Year Awards and is doing likewise for the 2004 Awards. The Department will have a regular column in Human Resources magazine from the April issue onwards. The Institute will also be holding regular briefing sessions with the Department and HRINZ Business Leaders.
3. Greatest HR challenge in New Zealand
Linked to the issue of a skills shortage, is the further issue of retention. This matter has been the subject of a paper in the Asia Pacific Journal of Human Resources - 2003; 41: 196-214. The paper is entitled, ”Labour Turnover and Retention in New Zealand: The Causes and Consequences of leaving and staying with employers.” The authors are Professor Peter Boxall and Dr Erling Rasmussen of the University of Auckland and Dr Keith Macky of Massey University.
A number of larger organisations are examining various strategies of retention including assistance with student loans and, through the medium of alumni associations, continuance of employment once former employees return from their ‘OE’ overseas experience.
4. Competency shifts affecting HR professionals
HRINZ has the HR Competency Framework containing nine areas of professional competence. The Framework has been in its present form since June 2000.
There is, at present, a comparative review being carried out to examine competency frameworks of other HR institutes around the world, with a view to expand the HRINZ HR Competency Framework. At the time of writing, a draft report has been produced which will be presented to the Institute’s National Council later this year.
Members initially join the Institute as General Members. Once a requisite number of years have passed in which substantial HR managerial experience has been gained, together with relevant qualifications, a Member is encouraged to apply for Professional Membership. This entails submitting a curriculum vitae and completing an online matrix application form. This form is viewed by the Gradings Panel, experienced HR practitioners, who assess the applicants experience and qualifications against the criteria. The Gradings Panel make a recommendation to the National Council and the applicant becomes a Professional Member and entitled to use the initials MHRINZ after their surname.
5. Projects requiring WFPMA aid
There are no projects at present that require such aid.
Appendix
The following Professional Development Programme will be delivered in 2005:
HR foundations
A 3 day introduction to Human Resources practice
o Wellington, 21-23 February
o Auckland, 6-8 April
o Christchurch, 20-22 July
o Wellington, 10-12 August
o Dunedin, 19-21 October
o Auckland, 23-25 November
HR business performance
A 3 day intermediate course on Human Resources management
o Wellington, 22-24 June
Strategic human resource management
A 4 day advanced Human Resource Management course
o Auckland, 1 – 4 November
Organisational complexity, Dave Snowden
Tbc Late November/Early December
HRINZ nnual Conference and Expo
“Working through Values”
14th to 16th September 2005 - Wellington
Philippines
PHILIPPINE DATA
Labor force survey
In the latest results of the country’s Labor Force Survey (LFS) posted December 15, 2004, year-on-year preliminary data showed a higher unemployment rate and a decline in employment rate for the last survey month of October.
The labor force participation rate (LFPR) in October was at 66.5%, a 0.6 drop from 2003’s 67.1%, thus the preliminary LFPR for 2004 is calculated to be at 67.5%.
Moreover, compared to the previous year employment rate in October 2004 was lower at 89.1% compared to 2003’s 89.8%. Unemployment increased from 10.2% to 10.9% from the two Octobers, with the preliminary unemployment rate for 2004 at almost 12%.
Of the 31.7 million employed, 5.4 million reported they were underemployed (persons seeking additional working hours), again increasing compared with the previous 5.0 million.
Situationer
The Philippine labor market still bears the problems that hinder the Filipino households’ desire to improve its living conditions. As a result, most largely resort to alternative means such as self-employment or find overseas work.
According to the Philippine’s National Economic and Development Authority (NEDA), unemployment rates were consistently high, specifically for the periods of 2001-2004, with an average of over 11%. With a large working age population, the modest GDP growth was insufficient to produce employment opportunities, which becomes even scarcer in the urban areas. The NEDA also believes that jobs are also scant for the unskilled, inexperienced, and the mismatched (those whose education does not match industry needs) across the country.
In the urban areas, the NEDA reports data showing that every two out of three unemployed comes from this sector. However, this problem has its root causes from the phenomenon of rural to urban migration, where jobseekers from the rural regions, themselves faced with insufficient job opportunities, lower income, and hopes of a better life; migrate to the cities in hopes of finding employment.
Furthermore, the unskilled and inexperienced comprise the majority (almost half of total) of the unemployed, usually for young people aged 15-24 years old. Thus, youth unemployment is the highest from among the age groups of the labor force.
For the mismatched (or “educated unemployed”), the NEDA describes these as better educated than those currently employed, a paradox as companies demand more and more experienced workers to fill-up job positions. Therefore, an increasing number of educated jobseekers find it hard to get employed, even in entry-level positions.
Data reveals that technical professionals, those highly educated and skilled, comprise only over 7% of the total employed.
GOVERNMENT GOALS AND ACTION PLANS
As stated above, unemployment has stayed high as a result of the inadequacy of the number of jobs generated to absorb the labor force. Despite a job generation figure of 3.2 million, unemployment still stood at over 11%. Official estimates showed that for the period of January to July 2004 alone, the government was able to generate 1.2 million jobs, hitting its target set for the year; and yet for the same period, the actual average unemployment rate was already at 12.13%, while government targets were only 7.55-8.64 percent for the rest of the year.
Realizing this, the Philippine government has revised its targets to reduce unemployment rates further to significantly reduce the incidence of poverty. In the next 5-6 years, the country’s Medium-Term Development Plan (MTDP) mandates that the unemployment rates be reduced to an average of 10%. The government is currently trying to attract higher foreign investments into the country to expand the economy at a faster pace, in efforts to sustain long-term growth and address the unemployment problem. Moreover, growth strategies include employment preservation, higher job generation, employability enhancement programs, and employment facilitation projects. To assist the government, the PMAP has created a private sector-led commission for with the goal of enhancing the human resources of its country.
UPDATE ON THE HR INSTITUTE
Overview
a) Membership |
1080 corporate members |
Founding date: |
October 13, 1956 |
President: |
Ms. Lina A. Aseneta |
Executive Director: |
Mr Gerardo A. Plana |
ACTIVITIES OF 2004
PMAP’s activities of 2004 can best be described as initiatives aimed at strengthening our advocacies, linkages (both local and international), member services, training services, and organization development.
Advocacies
The following advocacies were either promoted vigorously or started the groundwork for intensified promotion.
a) Labor Code Amendments – the Institute continuous to lobby for the amendments of an antiquated labor code. This is being undertaken by speaking about our proposed changes in various fora and representations made to increase awareness of our legislators. PMAP is also spearheading the creation of a support base from the business sector for this advocacy.
b) PMAP is likewise working out with legislators the creation of a national commission charged with the responsibility of developing and implementing a national HR agenda to integrate all HR efforts of the country. This move has the support of more than 30 multi-sectoral organizations in the Philippines. This was an offshoot of the Institute’s presidential profile project that led to the interviews and assessment of job qualifications of the presidential candidates of the recent national elections.
c) PMAP is launching a “corrupt-free” Philippines movement. It is hoped that we can contribute to increasing awareness of the need to eliminate corruption in all sectors of society and at the same time serve as a vehicle to integrate all good anti-corruption programs of the country.
d) PMAP has worked on building the competency to promote mediation, as a way of settling conflicts and declog our courts from cases. We have completed the task of training a team of mediators who can be mentors. It is foreseen that delivering “mediation courses” will be one of the thrusts for 2005.
e) PMAP continues to promote work-life balance programs. This has been going on for the last three years. It all started when we got a grant to conduct research, organize a conference, and develop training modules on the subject.
Annual Conference is scheduled for September 28, 29, 30 in Cebu City. The conference theme is “Achieving Results thru Purposive Action”. The conference will focus on discussing how to overcome “obstacles” in getting things done. After the conference, it is hoped participants will have enough ideas to build a “culture of action” in their own respective organizations.
Training and education
PMAP continues to offer short courses on HR to its members. One of the present initiatives is to offer a post graduate course on strategic HR, with a strong business orientation. We are presently acquiring accreditation from our Commission of Higher Education. We are also interested in tying up with a reputable foreign university to partner with us in granting masters degree in HRM.
Corporate certification
We are presently finalizing our license for Investor in People Award from the United Kingdom. We were able to get a grant from the European Union to subsidize 10 organizations to help them get this award. The Investor in People Award operates pretty much like a ISO accreditation but this one focuses on the people side.
PMAP special commission
PMAP turns 50 on October 13, 2006. as early as 3 years ago, a Special Commission has been created to review and suggest changes as to how PMAP should reinvent itself in order to be relevant in the next 50 years. Presently, the Special Commission is preparing for a consultation process that will lead to ratification at the end of the year.
HR Challenge
The key HR challenges of the country remain to be reducing unemployment, improving competitiveness of business and the workforce, legislating a more relevant and flexible labor code and reducing levels of corruption. All of these are hoped to be addressed by the national commission on the HR agenda.
Competency shifts affecting HR
There is a growing awareness and appreciation of strategic HR in organizations. In light of this, the Institute has intensified making available courses that will help HR professionals become more strategic. PMAP is right now thinking of offering examinations to test proficiency in HR work. This can either be done by tying up with another HR organization who already has the technology/experience or develop our own system.
What projects can be shared?
One project that is worth sharing is the development and implementation of a national HR agenda. This is how an HR organization can meaningfully help in nation building.
Singapore
Introduction
This report aims to provide useful information on Singapore's Economic and Employment climate as well as insights on the challenges and issues the HR Profession faced in Singapore. Information on Singapore Human Resources Institute membership statues and its activities
I. National HR Issue: Employment and Unemployment Issues
Labour Statistic and Summary (Source: Singapore Ministry of Manpower, Labour Market Report for third quarter 2004)
Recovery in the job market strengthened in third quarter, supported by the robust economic growth in the first half of the year. Employment saw its longest sustained period of expansion, outlasted only by the recovery from the Asian crisis. The strong employment creation has led to a significant decline in unemployment. This coupled with a rise in job vacancies led to a marked improvement in the ratio of job openings to job seekers. Unemployment as at September 2004 is 3.4 as compared to 4.5 as at June 2004.
The strong employment creation has led to a significant decline in unemployment. The seasonally adjusted overall unemployment rate fell to 3.4% in September 2004 from 4.5% three months back while the corresponding resident rate was 3.9% and 5.0%. This improvement brought the unemployment rate to around the level in 1999 when the economy started recovering from the Asian crisis but it exceeded the pre-crisis low of around 2.0%. An estimated 62,200 residents were unemployed in September 2004. The Seasonally adjusted figure was 69,700.
Private sector job openings numbered 18,900 in September 2004, the highest in three and a half years. The rise in job openings and fall in job seekers led to a substantial improvement in the seasonally adjusted ratio of job vacancy to unemployed persons to 42 job openings for every 100 job seekers in September from 29 for every 100 in June 2004, at the aggregate level. Nevertheless, the ratio remained substantially below the more than 200 openings for every 100 job seekers registered before the Asian crisis.
The strong economic rebound has benefited workers, reducing even the pool of long term unemployed. Nevertheless, structural unemployment remains a concern as businesses continue to restructure and evolve, driven by advances in IT connectivity and rising competition. Supported by the festive boost, employment is likely to rise further in the fourth quarter. However, the underlying growth momentum is expected to ease as the Singapore economy transits to a slower rate of growth amidst the anticipated slowdown in global IT demand and weaker growth in the world economy.
Key issues and problems -
(Source: Singapore Ministry of Manpower, Labour Market Report for third quarter 2004)
(a) More Matured and less educated unemployed
Though unemployment rates has dropped and the economy look optimistic, but the matured (aged 40 % over) and the less educated (with below secondary education) formed 58% and 40% respectively of the pool of resident unemployed in Sept 2004
(b) The Professional, Managers and Executives and Technicians (PMETs) highest in retrenched and lowest rate of re-employment
In the 3rd quarter of 2005, 1596 workers were temporarily laid off or on placed on short workweek, up from 994 reported in the previous quarter. However, this remained 63% below the 4308 workers affected in the same period a year ago. Professional, Managers and Executives and Technicians formed the largest share among the local retrenched, continuing a trend that began in the 4th quarter in 2001. They are followed by 34% of clerical, sales and services workers and production worker. The younger below 30 yrs old accounted the smallest share.
Re-employment among the PMETs is at 52%. while 71% of clerical, sales and service workers found job after retrenched. Re-employment of production workers, cleaners and labourers is at 64%.
Initiatives and programmes
Singapore has embarked on various programmes and initiatives to address the issues of the matured and uneducated as well as the PMETs in seeking employment.
The following are various types of programmes and initiatives
(a) Singapore workforce development agency
Established in September 2003, the Singapore Workforce Development Agency (WDA) acts as a catalyst and champion of workforce development. It aims to enhance the employability and competitiveness of both employees and job seekers.
The WDA intends to do this by developing a comprehensive, market-driven and performance-based adult continuing education and training framework. The agency also works with other economic agencies to promote the enhancement of human and intellectual capital in Singapore. More information at www.wda.gov.sg.
(b) Incentives To hire mature workers
The Ministry of Manpower administers the People for Jobs Traineeship Programme (PJTP) which provides an incentive in the form of a wage support, to employers to encourage them to create and make available suitable job opportunities for local workers who are in their 40s and above and making a career transition. The incentive, granted in the form of a wage support to participating companies, is to assist them to set up a traineeship / mentorship arrangement to help newly recruited older workers from another sector or with no relevant work experience to fit into the new jobs and work environment. More information at www.mom.gov.sg
(c) Training opportunities and incentives
For Singapore to remain globally competitive, employers need to ensure that their workers can adapt to changing economic demands. To facilitate this, the Ministry of Manpower has developed training programmes to help workers meet these challenges:
Basic Enabling Skills
These programmes reach out to workers from all spectrum of the economy. From basic workplace English to Information Technology, we help workers improve themselves. There are also programmes to develop labour market skills ranging from job searching to career planning and handling career transitions.
Job Specific Training for Workers
As Singapore's economy restructures, new employment opportunities require different skills and expertise. The Ministry has numerous schemes in place to ensure that workers adapt to their new job scopes and are equipped to meet these new challenges.
Skills Training for Professionals & Executives
Customised programmes designed to enhance the skills and expertise of professionals and executives are available for those who wish to be redeployed to a high-growth sector of the economy or become self-employed.
Singapore employability skills sets
ESS is one of the initiatives of the Workforce Development Agency (WDA) to enhance the overall skills standards of Singapore workers at three levels: operational, supervisory and managerial. It is developed in consultation with employers, industry associations and subject matter experts.
More information at www.mom.gov.sg / www.wda.gov.sg
(d) Singapore professionals' and executives' cooperative (SPEC)
SPEC helps to ensure that Singapore's professionals and executives in its fold can find comfort and support to meet the challenges of the New Economy
SPEC strives to create a 'harbour of lives and opportunities' for Singapore's professionals, managers, executives, businessmen and self-employed. And SPEC's vision is to achieve connectivity with its members, thus enhancing and enriching social capital in Singapore for the progress and prosperity of their family and workplace.
At SPEC, Mindset Change Programmes were specifically designed to manage those who were retrenched in helping them get started for new employment. Careerlink and Career counselling programmes were put in place to help increase the rate of re-employment and employment amongst the PMETs.
More information at www.spec.org.sg
II. Update on Singapore human resources institute
Founded On: 24 Nov 1965
President: Mdm Ho Geok Choo
Membership |
|
Corporate friends |
150 |
Individual members |
2800 |
Total |
2900 |
Activities/Programs
Year 2005 marks SHRI's 40 years of bringing HR to the fore. Various activities have
been planned in 2005 and 2006 with the most prestigious and mega event to be the
11th World HR Congress Singapore 2006 where SHRI represent Singapore and the
APFHRM in hosting the WFPMA Congress.
(a) Events and Activities
- The Singapore HR Awards 2005
- The National HR Conference 2005
- SHRI Regional Forum and Exhibition 2005
- People Symposium 2005
- HR Accreditation
- 11th World HR Congress Singapore 2006
Sri Lanka
I. National HR Issue - Unemployment of Sri Lanka
The unemployed population is comprised of persons above 15 years of age:-
a) Without work (i.e. persons not in paid or self employed)
b) Currently available for work (i.e. those persons who are available for paid or self employed)
c) Seeking work (i.e. those who have taken specific steps during the last 12 months)
In the first three quarters in 2003 there were 648 thousand unemployed persons in Sri Lanka (excluding Northern Province). According to Quarterly Labour Force Survey (QLFA) the unemployment rate had been 8.6%. As per a percentage of labour force by sex; male rate had been 6.1% whereas female rate had been 13.5%. When compared with year 2002, the total number of unemployed persons stand as 626 thousand, in which male rate had been 8.8% whereas female rate 12.9%.
It reveals that female unemployment rate is still high though the rate shows a downward trend. One possible reason for more females to be unemployed may be that, most of the females find it difficult to live far away from their places of residence for long periods of time or travel long distance for employment in far away places unlike males. Majority prefer to work closer to where they live.
The unemployment rate is highest among the youth in the age group of 15-19 years. However the real age group which is worst affected is 20-24 year group. This is the age group in which many people enter the labour force. Survey results shows that youth spend a longer period of time on Education or Vocational, Technical, Professional or other such training at present than those in the yesteryears. Surveys conducted clearly indicate that there are number of issues related to employment and non employment which need serious attention of the planners and policy makers. Youth unemployment has been a very sensitive and a serious issue through the last few decades in the country.
Sri Lanka has had a very bad experience due to youth unrest at various points of time mainly because of unemployment and the existing gap between the rich and the poor.
Understanding the situation very clearly the government of Sri Lanka has taken necessary steps to create employment opportunities to absorb different categories of persons with different levels of education and skills either in the formal sector or in the informal sector.
The unemployed are usually depressed. Only a job can make them feel needed socially useful and accepted. Recently to reduce the unrest among the educated youth the government of Sri Lanka provided 40,000 job opportunities for the University graduates in the Public Sector.
Many of the educated youth who cannot find employment do not have adequate resources to start even a self employment activity. Actions have been taken to provide them with loan facilities at lower rates interest. They are also been provided with proper directions, guidance and whatever possible support to start a business on their own and also to find markets for their produce.
Understanding the social responsibility, our Institute (IPM Sri Lanka) too conducts career development programmes at regional level to educate the youth on current trends and opportunities.
I. Update on the Institute
Membership |
|
Individual |
|
Fellow members |
- 31 |
Members |
- 69 |
Associate Members |
- 126 |
Affiliate Members |
- 221 |
Student Members |
- 468 |
Total |
- 915 |
Founding Date
The IPM Sri Lanka founded in the year 1959 and incorporated by an act No 24. of parliament in 1976.
President
Mr. Daya Bollegala
Activities / Programs:
o Study Programmes - at three different levels
o Foundation Level
o Certificate Level
o National Diploma level
o Arrangements have been made to conduct a Master of Management Degree Programme in Human Resource Management as a specialization with the University of Southern Queensland (USQ) Australia.
o Conducting Seminars & workshops in HR related fields
o Awarding Membership at different levels
o National HR Conference & HR Service Providers Exhibition
o Organising National HRM Awards with two other local organizations
o Besides the exchange programme currently in place with NIPM India, to share knowledge, experience and to learn best HR practices, to establish similar programmes with other countries in the region
II. Greatest HR challenge in your country
To improve the quality of Sri Lankan workforce in terms of Knowledge, Competencies, Skills and Attitudes and thereby to build a world class workforce.
This is needed for enterprises to be competitive in the Global Market. For this purpose, HR can contribute by building effective HR Outfits in organizations and also establishing a mechanism at national level to develop competencies, to improve the quality of workforce. Enhancement of the quality of workforce would increase the productivity thus encouraging prospective investors to invest in Sri Lanka. This will result in generation of employment which is an urgent national priority.
III. Competency shifts affecting Human Resources Professionals
A person who is desirous of pursuing a HR career will be provided with the opportunity to follow the under mentioned programmes
(a) Foundation Programme
(b) Certificate Programme
(c) National Diploma programme comprising 11 modules.
A person who has successfully followed a Diploma programme and gained a satisfactory theoretical knowledge and practical understanding of the subject with appropriate work experience of 3-5 years duration will get the opportunity to become an Associate Member.
In order to improve the quality of our premier programme, the syllabus of the current Diploma Programme has been revised as indicated below.
Professional Stage I – Preliminary Level
o Management Process and Introduction to HR Management
o Employee Resourcing
o Compensation Management
o Employee Development
o Performance Management
o Employee Relations
o Employee Services
o Industrial Services
Professional Stage II – Intermediate
o Strategic HR Management
o Industrial Psychology
o Industrial Law
o Organizational Behaviour
o Business Practices
a. Marketing Management
b. Operations / Production Management
c. Financial Management
o Business statistics and HR Information systems
o Elective
o Elective
Elective subjects are Marketing Management, Operations Management and Quantitative Management
Professional Stage III – Final Stage
o Advanced HR Management / Issues in HR Management
o Research Methods and Consulting
o Research Project / Policy paper
IV. Projects need the aid of other WFPMA countries
o Establishing of a Learning Center where you can enhance the HR Knowledge with the support of e-learning, books and computer aid assistance
o Sharing of knowledge through placements provided by different countries in order to enhance HR expertise
ROC, Taiwan
I. Membership:
o 253 Corporate members
o 3559 Individual members
o ____ Others
o Founding Date: May 1991
o President : Mr. Stanley Lin
o Activities/Programs: see website www.chrma.org.tw
II. Greatest HR challenge in your country
o Unemployment Rate
o Reduction of newborn and workforce population
o Growth of foreign population
o Practice of New Retirement Fund
III. Competency shifts affecting human resources professionals given the increasing importance attached to certification or qualification of human resources professionals, as far as projects, changes, and results are concerned:
o How does your country define the standards determining what constitutes and HR professional and the competencies he/she needs?
o How does your country certify the attainment of professional standards? And what learning and development routes can be pursued to keep these competencies up to date?
We hold and issue certificates to HR professional training courses after qualified by a period of learning and both written & oral tests.
IV. What projects need the aid of other WFPMA countries or what successful projects could be charged?
o The International HR Forum in May 26, 27, 2005. We need speakers on Success after M&A (successful real cases and analysis)
o Share information about the best practices on 4 goals during 2005-2006:
1. HR – Internationalization
2. Management Process – Electronization
3. Human Capital – Superiorization
4. Manpower Development - Health Attribute
