This Newsletter contains the meeting minutes of 2nd preparatory session of HASA, the meeting minutes of 1st meeting of the drafting commitee.
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Following the success of the first preparatory session for Human Assets Standards Association (Preparatory), on March 10th, 2010, the authoritative experts from reputable institutions, and HR Directors and VPs of China or Asia Pacific region from over 20 world-famous corporations gathered together again to have a second pre-paratory session. They had further discussed the topics that have general concerns such as the founding of Human Assets Standards Associations (HASA), the standards of HR industry, the personnel structure of the society, and employment, etc. The conference was held by Mr. Kevin S. Cheung, the Director General of Ex-ecutive Committee, Human Resources Commission of PDI and the Coordinator of HASA.
Meeting Minutes for 2nd Preparatory Session (March 10, 2010)
Prof. Jin-Tao Shi Professor from Shanghai Jiao Tong University, Ph.D Advisor
I ’m honored to be here and communi-cate with all of you to-day. I think it’s of great significance
to establish an industry association like this. There is a general election of the Dean of Antai Business School this year. We select the candidates from all over the world. If the Human Resource Man-agement is internationalization-oriented, it would be developed much faster. The topics discussed today are quite different compared with previous ones. The Minis-try of Labor used to issue certificates for Human Resource Specialists (Level 1, 2
and 3). While we were compiling the teaching materials for the test, we also tried to draw on the experience of foreign materials, but it is still not international enough. We suppose to transit internationalization to localization, which is our ultimate goal. I think we are facing three problems at the moment: How to innovate? (We should be
different from any other associa-tions); How to contribute? (Everyone in
the association should contribute); How to share? (Whoever contrib-
uted in the association should have the rights to get rewarded).
In order to speed up the develop-ment, I think that we should have three characteristics: 1. Authority, 2. Legality, and 3. Universality (let every HR practitioner understand). Some private enterprises have been
growing really quick, but do not have any Human Resource Man-agement. When these kinds of private enterprises develop to certain level, they will lose competitiveness in the market. Some of them would hire consulting companies to work for them for a while. How-ever, the HR systems would not be probably used once set up. The reason is that they don't understand the systems at all, so they can't take benefits from that. I believe that management could enhance efficiency, and good HRM is the key to achieve that. For example, if you can't keep the core R&D staff, you will lose core competitive-ness. I think one of our most important tasks is not to issue certifi-cates, but to set up the standards that could be used by every HR practitioner. As an academic staff in university, I'm more than happy to contribute myself to this community.
Main Contents
Role and functions of official HR associations
Challenges of both domestic and overseas HR manage-ment
Discussion on the develop-ment of both domestic and overseas professional HR associations
Discussion on jointly found-ing the HR Administrators & Specialists Association
Drafting plan
Process design and evalua-tion for training
Preparatory Office of HASA Pudong New Area Association of Enterprises with Foreign (Domestic) Investment
Contents
Meeting minutes for 2nd Pre-paratory session of HASA
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Meeting minutes for 1st draft-ing committee meeting
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Working Schedule for April-May of 2010
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April 1st, 2010 No. 201003
Kevin first started with the challenges of Human Resource Management both within China and in the world. He also elaborated the development of HR professional groups and the functions, the objectives and the necessity of founding an officially-sanctioned HR association. The attendees proposed their opinions and expectations of founding HASA, the professional association for HR practitioners one after another. The following are main cited speeches from the participants.
人力资源从业者公会(筹) HR Administrators & Specialists Association
Mr. Kevin S. Cheung (Zhen Zhang) Director General PDI, HR Commission Coordinator of HASA
Special Acknowledgements to: Fu Dan University
(Listed with no special orders) Northwest Polytechnic University
I'm very interested in today's topics, so volunteer to speak. I want to address several issues: 1. The Wealth of Nations mainly talks about allocating, which helps a lot in improving productivity. McDonald’s in Hong Kong usually would hire some mentally retarded people to work for them. This is so smart be-cause this would largely promote the social image, plus those people are fully capable for the job. 2. Can talents be duplicated fast? I always propose to manage personnel by systems and standards rather than showing too much individuality. In this way, corporations are able to duplicate the HRM models and training models, so the human resources in the organizations could grow faster thus meet the need of Human Resource for running the business. 3.
Now most of CEOs are promoted from CFOs or marketing and technical positions. What are their differences compared with CHOs? I think that our role in the companies is not clear enough. The standards for recruiting and employment are not clear at all. Every CHO could have totally different working style, which I believe is the biggest difference compared with the CFO. CFOs can obtain industrial information through various channels. The outcome of work is able to be quantified. How-ever, CHOs do not have such comparability within the industry. The difference between CFO and CHO is clearly the ability to manage data, which is crucial to an organization's operation. I'm one of the a few HR professionals who also take care of both HRM and finance. I'm eager to improve the ability of analyzing data throughout my HR team. Generally speaking, the job design, contribution rate and labor productivity and etc. are core information of an organization. Can we offer HR industrial reference through a credible platform with confidentiality? 4. Knowledge management: many things can be recorded, but thoughts can’t . We should consolidate the essence of HRM through HASA, so the next generation of HR professionals can be benefited and be more successful. In conclusion, I believe it is necessary to establish an association like HASA for HR industry. I'm willing to contribute myself, and meanwhile, take benefits from it as well.
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Mr. Owen Qian (Guo-Xin Qian), HR & Admin Director from Nippon Paint (Vice Director General of PDI HR Commission)
There is no doubt that it’s so important to establish HASA. I also believe that HR could have standards established. Next time we may discuss about the topics per the HR modules like: Operation HR, Strategic HR, etc. There are some HR reports in the market. Now that you can pay and get. But those organizations are operated for profits, unlike HASA, a non-profit association. Eventually we can have more members to contribute. Certainly, I’d get some industrial information from the association as well. Nowadays some Chinese enterprises are trying to acquire foreign companies, even if they succeed, what most challenges is HR issues afterwards. Through HASA, we can learn about the HR standards in different countries, because the members of the
association are from various parts of the world. Moreover, HASA may also discuss about how to im-prove the competencies of HR practitioners: for example, the application of psychology in HRM and etc., because HR is also type of Art.
Mr. Jason Yang (Qun-Sheng Yang), HR Director-AP from Arvin Meritor
I am the examiner of the National Human Resource Specialist Test, I strongly feel the lack of measurement criteria. The biggest challenge that faces us everyday is what data we can use to convince our bosses and line managers, who are used to reading data. If HR has standards and can be interpreted by formula, that would be much easier. We should use their language to con-vince them and statistics is such a bridge.
Ms. Julie Tang (Bei-Li Tang), HR General Manager from CSAV
No. 201003
How to be an authoritative association? We can only survive when there are needs. The foreign markets are comparatively mature and stable, so it is suitable for standardi-zation. Though we can refer to the standards of foreign HR industry, however, foreign markets are quite different from ours. We need to think about what the Chinese mar-kets need, what Chinese HR practitioners need, and what are the objectives of our industry association? Speaking of the industrial standards for HR, I believe it could be a double-edged sword. Once the HR standards are established, they will help the companies to make right decisions, however on the other hand, it could put a lot pressure on HRM if the
organization tries to follow the standards regardless what they really need. Since we are from different social networks and industries, we should share our experience more with others. By that means, more people will be benefited and be willing to join HASA. This should also be one of the ob-jectives. In terms of universality, I would concentrate on the name of our association, which should have more broad representativeness. To set the industry standards could be one of the association's missions, but not all. The association should advocate more people to join as members. Besides those from multinationals, we need more members from local entities as well. We can't rely on limited organizations to represent the entire HR industry.
Our company is a manufacturing company. Every year when we prepare the budget, the HR department have difficulty in finding industrial benchmarks. Now we can do is only to measure the sufficiency of workforce by referring to historical standards of the company. There’s no convincing statistics of the industry that we can use for reference. Regarding the different production lines and the different costs of workforce, there’s big variance in HR management. This is also due to the lack of standards.
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Ms. Yi Wang, VP of HR from Chartis Insurance
Ms. Vivian Wang (Fang Wang), HR Director-AP from Eaton
I’m very excited learning about the establishment of HASA, meanwhile, have concerns as well. It is good to have such an association. I’ve been working overseas for quite a long time. Many industries there have associations: for example, lawyers, accountants, doctors and etc., they all have industry-wide associations. The industrial associations usually have significant impact on the industry’s development through credibility. Indus-try associations can set up standards and guidelines to regulate the industrial develop-ment, correct irregular phenomena and help to enhance the professional levels of new practitioners. Certainly, with the help of HASA, we can also communicate with the gov-ernment to improve the feasibilities of decision-making, like social securities, pension
and etc.. This will become a great platform for communication. In China, at this moment, many industries al-ready have associations. If we want to establish the association for HR industry, we are facing the challenge that we need to figure out the missions and goals of this association, as well as functions.
Ms. Sharen Yang (Xian-Hong Yang), HR Director-Greater China from CBRE
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What are our prospective visions? I would say: 1. Though HRM is a kind of art, we need some scientific stuff to help us fulfill the job in formal ways. 2. Indus-trial benchmarks are more than necessary. Checking with the benchmarks is like taking a health check for the company. The index out of a reasonable range could be a reminder for us to review if we need more improvement in HR. 3. It can enhance the knowledge of junior HR Practitioners from science angel. 4. We may assist the government in regulating market behaviors by building industry standards. 5. By collecting voices and feedbacks from the industry, we will be able to provide advices and suggestions to the government when they make public decisions. There is a HR association for foreign enterprises in Beijing under Beijing
FESCO (Beijing Foreign Service Company). They have given valuable suggestions to the govern-ment when the government make Labor Management Regulations in Beijing. They have represented the HR industry and influenced the public decisions, and created a better investment environment. HASA, as an industry-wide association, is not the same with some other HR clubs that affiliated to commercial entities. Its standpoint should be more universal and neutral. We need to think about the positioning of this association. Can the association become an organization that objectively evaluates enterprises’ HRM level, or it has other functions?
Mr. Eddie Jiang (Jing Jiang), HR Director from GSK
Today's discussions are specially valuable. Every location has different situa-tions of HRM. For China, the difference is labor. The costs of workforce in China has been increasing a lot recently. Compared to neighboring countries, Malaysia could have lower labor costs because they have people from Indone-sia and the Philippines. Labor costs of inland areas of China are cheaper than of the coastal cities. Multinationals behave better in terms of operating busi-ness legally. How to help other organizations to create a fine environment for operations? How to support the government to offer feasible advices for em-ployment laws and regulations from HR? Many HR practitioners today are too ego. We are willing to share experiences with others, and of course, expect to gain information from this network. This is the only way to encourage sharing
HR intelligence and experience. Through HASA, we are able to coach junior HR practitioners, there-fore promote the competencies of the whole industry. When we talk about HR, we specially concentrate on globalization. However, HR localization is the same important. India has many HR networks. Through those, people get connected and share suc-cessful experiences. But we need to notice that some of the industry associations will lose attractive-ness gradually. We should consider how HASA can help and reward the members and the HR indus-try. The motives to found HASA are wonderful. A few arguments are beneficial sometime. If we could set up some standards and benchmarks, it could help a lot when we voice at work. We have to keep on the passion.
Mr. Menon Jayesh, Sr. HR Director from Flextronics
Recently, I'm preparing teaching materials about HRM for my HR team. Most of the teaching materials and reference books of HR in markets are not good enough. One of the disadvantages is the deficiency of on-site experience. Either from the angle of views or the applications, those publications are not appropriate to apply to business operations directly. HR professionals have to understand the organizations’ needs before the accomplish their assignments. What are the organization’s HR demands? Do needs change when the organi-zation is at different phases of development? These directly determine HR's role and responsibilities. The founders of HASA are top HR professionals and we all have rich practical experience. If everyone could summarize the es-sence of their work: for example, C&B, training, recruiting and so on, then we
can quickly train the juniors and thus duplicate talents.
Mr. Chun Li, VP of HR from Goodbaby
人力资源从业者公会(筹)
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Normally the professional associations has some linkage to judicial or gov-ernmental organs. Associations like these in other countries are usually very authoritative and very powerful. Can we get connected with the Ministry of Human Resources and Social Security? One of the most important prob-lems that HR face at work is that we have to handle some issues related with laws or governmental policies: for example, recruiting, training, C&B and etc. Currently, HR departments have to work with the governmental labor administrative organs for those affairs. In that way, HR have to spend too time and involvement, but also that methodology reduces the govern-ment’s efficiency.
Can we possibly build up liaisons governmental organs? We may formulate industrial rules and guidelines authorized by the government. Through those, HASA will be able to regulate organiza-tions’ behavior in HRM. Therefore, HASA’s certification will be able to assist the government in monitoring organizations’ HRM. Whoever gets HASA’s certification will do more legally and profes-sionally in human resource management.
Mr. Willie Ye (Cheng-Wei Ye), HR Director-Greater China from Arkema
There are quite a lot industries that have associations now, such as insurance and banking. There also exit many associations for practitioners in HK, TW and overseas, such as for doctors, accountants, architects and etc. As the HR practitioners manages workforce for the society, our role is specially critical. Our competencies directly influence the country: whether it can achieve the economic development goals, whether it can optimize talent structures, whether it can improve the quality of workforce, and it can promote employment rates and thus achieve the macroeconomic strategic objectives? The country’s economic development plan needs every economic entity and every company to implement, which is closely related to HRM. So far, we do not have an industry-wide association for HR, and we are not acting as far as we could have.
So what can HRM contribute to the society? For example, Professor Jin-Tao Shi from Jiao Tong University had participated in formulating a proposal of for the country’s HR development. He had offered valuable and professional opinions on retention and development for key talents for critical industrial development. This is one of the important contributions that HR people can reward to the society.
Although there are already existed lots of standards and certificates in China and in the world, we are not going to deny the outcomes that others achieved. On the contrary, we need to add value on their basis. As an industrial association, we should refer to and take advantages from the accomplishments by others, meanwhile, we should utilize HASA’s on-site experience and universality to verify the professional achievements from others. Furthermore, translating theories into practices, and achieving maximum common agreement within the whole industry through
To improve China’s HR management professionalism, regulate HR industrial behaviors, in order to advancing the globalization for China’s economy and helping multinationals’ business localization; To support the government’s administration on human resources development and employment, HASA advocate HR professionals take actions and social responsibilities. The preparatory sessions con-solidate the missions of HASA as the following statements: To bridge between the government and economic entities in human resources management. To build up and maintain com-
munication and interaction with the government from HR perspective to provide advice for the government's public decision-making, and create positive social environment for HR management. To contribute to expediting the construction for modern industrial systems by ensuring the quality and efficiency of economic growth from HR angel;
Through setting up benchmarks, rules and standards, educating & information exchanging, to promote HR professional suc-cessors and upgrade the level of HR management;
To support the government in terms of advancing the quality of the community's workforce, optimizing the talent structure, in order to promote employment.
Postscript the platform of HASA. It is believed that the industry standards and guidelines produced by this means will have largest universality, and will be recognized and utilized by all HR people. One of the objectives today is to give feedbacks on some controversial issues or topics worth investigated from the 1st preparatory session. The role of HASA should not be limited. It may have more functions to be derived. Both of the preparatory sessions consist of founding members, who are all senior HR executives. Though some of the founding members not able to join us today due to time or geographical restrictions, they have given valuable opinions and suggestions to us before and after the meetings.
The founding members of HASA are from world-famous organizations, taking leading roles in their own industries. Although the founders are not able to contain all organizations, but the HRM standards of those model organizations are completely able to represent the development trend of HRM. HASA dedicate to coaching HR successors, while we can also bridge between the government and entities, thus improve local HR’s professional skills and help multinationals better localize.
It has to be emphasized that unlike an academic society or other spontaneous associations, an industrial association is representing the whole HR industry. On one hand, we must protect our benefits, build up a platform for HR industry’s better development, create a better environment, advance communications, and strive for rights and interests. On the other hand, as the team managing the workforce of the society, we must undertake the social missions.
Meeting Minutes for 1st Drafting Committee(2010.3.26)
Professor Wen-Xian Zhang Professor from Fu Dan University, Ph. D Advisor
I ’m very glad to be here and discuss about this topic with you all. We have had this kind of
events many times. Today’s topic is still mainly about how to go deep into the issue of establishing Human Resource Assets Standards with Chinese Characteristics. The reason of choosing the module of training is that I’ve sought for opinions from many people before the confer-ence. I’ve found that many are still con-fused and misunderstand about this module. Currently the supply and re-quests of training markets has the prob-lem of irregularity, poor customization and poor effectiveness. In the end, the consequence comes back to the organi-zation, it is again the HR’s fault of such costly and energy-consuming job with no effectiveness. However, we can’t deny the value of training itself. I think training is an in-vestment, a real investment, an invest-ment that could be measured and cre-ate values instead of a kind of expense. Training is the headspring of core com-petitiveness. We always advocate im-proving core competitiveness. So,
where to start? Training is a good starting pointing. Therefore, training is the key to strategy, the base of execution and the secret weapon to success. We've known from cases of some reputa-ble corporations that the training process is to forecast the training needs, deter-mine trainees, clarify training contents, select training models, measure training effectiveness and evaluate ROI. Now we revert back to the effect where training is generated, which is our train-ing department. Because of the eco-nomic turndowns since 2008, quite a lot training departments had been dis-missed. This shows the positioning of training department in both HR depart-ment and in the whole organization, had got problems. Therefore, we need to get to the bottom of what is the contribution of training and the assessment models of training. Now, how is the research stage of training evaluation in the world from an interna-tional angle? There only 4 hierarchies of assessment: Level 1, Level 2 to Level 3 and Level 4. There emerges Level 5 now, but this level doesn't have a reliable answer. What is Assessment Level 5? That is the ROI of training should be quantified. It is just an assumption yet. How to quantify the effect that training creates has not been discussed out. Now, I’d like introduce a little bit about Level 4 Assessment,. Let’s see what level of your organizations are. Phase 1, Reaction: What aspects are the trainee satisfied with? That is Level 1. Phase 2,
Learn: This is not talking about the superfi-cial effects and satisfaction, but what you have learned and whether you have ob-tained the actual contents of the course? Phase 3, Behavior: whether it changes your behavior by learning this? Phase 4, whether the change of behavior has posi-tive influence on the organization? Trough the training, behaviors change thus lead to outcomes. However whether the outcomes will effect performances is yet to be veri-fied. Today we are discussing ROI (Return On Investment). That is, we need the statistics to say whether the training effects is good or not. It is cost and return from accounting perspective. Cost can be divided into direct cost, indirect cost, exploiting cost, opera-tion cost and the trainees' remuneration. In other words, if we want to measure, ana-lyze and sum up the cost of training, we need to determine what is the direct cost, indirect cost, exploiting cost, operation cost and the trainees’ remuneration. Next let’s see return, which we need to have further investigation. I'm especially happy today. I feel like we are in an executive seminar. We are here to produce outcomes. There is few out-comes like BSC (Balanced Scorecard) in the world yet. I hope that we can produce such outcomes here, based on everyone's wisdom, efforts, and intelligence. It is also because that we have foundation. If we have normal small and private enterprises to discuss about such top issues, it would be far more difficult because their basic
人力资源从业者公会(筹)
T hrough the previous series of discussions, HASA has reached some common agreements.
Those contents will be summarized into documents and will be published in the monthly newsletters. When the preparation is completed, those documents will be submitted to the central government to get sanctioned as the country-level association. Now, all documents are about to be drafted and the preparatory committee will ask for opinions from the drafting committee members. Today’s event is to take the training module as a sample, and in the following discussions, we’ll continue similar researches into each modules of HR management. Now the agenda for today: Prof. Zhang will share his research & practice experience in training quantifying. After that, every participant please propose your suggestions from your own practice. Let’s evaluate the feasibility to set the training module as a trial.
Director General Pu Dong Investment Association, HR Commission Coordinator of HASA Mr. Kevin S. Cheung (Zhen Zhang)
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work is not done. On contrary, the people here are close to the peek of the HR industry. This is a breakpoint of establishing Hu-man Assets. This is an innovation, because nobody else did so. We have to quantify the final results. Just because it is challeng-ing, many people never tried to do so. In order to better quantify the training effectiveness, I suggest start with projects. According to the nature of professionalism, we are able to figure out what training brings to the specific assignment and what the returns are. Even we might not be able to quantify the training result into money, but if there is improvement, it means it is feasible. In fact, one of the approaches to im-prove the organization's key competitiveness is to reduce costs. Training has influences on product costs, material saving, en-ergy saving and reducing wastes. It would improve cost competitiveness in all aspects and can be even more effective for mar-keting, product innovation, technology development and so on. Comparatively, to enhance competitiveness through capital op-eration is more difficult, for that requires special expertise.
I have some work experience with accounting background. The return of training is relatively difficult to be quantified. In the past, the training in factories were usually examined by training performance. Once the training had been conducted, the trainees were required to write down an Action Plan for performance im-provement. After three weeks, the training manager would follow up the trainees and examine which criteria had been improved and whether the index were reached. Similar trials had been done for some time, but the key point is to translate that into money, which is rather difficult. We can expect some benefits if we try. Our standard is to seek for common agreement while reserving differences. What we are discussing about is the common sense. What we need to do is to sum up that stuff. Regarding different organizations, they can customize that according to their demands and backgrounds. Our focus for this discussion is to estab-
lish mathematic models based on Professor Zhang's academic research background.
Ms. Julie Tang (Bei-Li Tang), General Manager-HR from CSAV
Return is mainly about improving operation indexes. The change of performance needs to be quantified as well: for example, the workers in production department have safety issues, e.g. the cost would be reduced if work injuries decreases, expenses of delayed jobs are reduced and overtime expenses are cut down. Regarding change of quality: for example, in the food industry, the production facilities are high-class and costly. If the staff don’t know how to operate, it would cause waste. Through training and some tests, we could reduce some costs and losses that influence organization’s creditability. Change of attitude: most of the bosses now expect the staff on whichever positions believe that “Attitude first, ability second”. Bosses are more satisfied with the staff’s positive working attitudes. When we do training, we concentrate on some
etiquette or refer to the good side of some similar factories. What we expect the change of working attitudes is that you do more than what you get. This is needed by every boss.
Ms. Anne Yu (Cui-Qin Yu), Head of HR from Robinson
The trainees are reporting to Line Managers. The Line Managers have to regulate their behavior and do follow-ups. Because training involves many people and is difficult to trace every person, trainees would be allocated to every department manager or immediate supervisors. There will be submission after the allo-cation, and then the Line Managers submit to us and assist HR to get involved in the team. On one hand we see how the Line Managers value the training, and then we review their actions and final plans. Their coaches are required as well. Those are lined to line managers’ performance.
Ms. Qin-Qin Liu, Representative from Li-Ning (Delegate of Mr. Bin Liao, HR Director of Li-Ning)
人力资源从业者公会(筹) No. 201003
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I want to say that we need to see whether your training is of great scale, or aim at one person’s particular skill. If there is a huge group of people, it is hard to measure your return. But it would be much easier if we do on purpose. We do value training. We have our plans when implement trainings. We review how many employees have successful performance after trained: whether they act differently before and after the training? We should determine whether that effect is derived from training or just a subsequence of the market. Normally it is difficult to tell apart. However, we can find the trend is good or bad. We categorize all the projects in the company and see how ROI links to our business and outcomes.
Ms. Regina Mok (Qing-Luan Mo), HR Director from Carrier Asia
To quantify training is a pseudo-proposition. Changes of human’s behaviors can never be measured from training perspective. The evaluation, reward, and penalty after training are hard to be done, because the change is caused by a huge system. So it is hard to look at from one angle: the angel of raining. There are three aspects of training needs: 1. Make sure the training plan is related to business issues. To concretize the training goal while conducting; 2. While implementing the training program, to make sure every atten-dees is clear about the problems to be solved: to concretize their expectations. When evaluate training out-comes, to evaluate by investigating if that individual’s particular problem has been solved. 3. Knowledge management: We should have training improve continuously. The importance is to keep the training materi-als and trainees would get great effects as well even if that is facilitated by other trainers. All trainings should meet those three requirements. In that way, the training managers will be clear about the emphasis,
and how to deal with them. From psychology perspective, human being’s behavior is hard to be assessed by one action. For example, the increment of sales is not all training effect. This is a very systematic behavior; it would be helpful to analyze it.
When I came to Mainland China in 1995, the first job was training manager. So far, ROI is hard to be de-fined. During that period, even in interview, when the applicants asked about company’s welfare policies, they would ask about training. That means they regard training a sort of welfare. As a water treatment com-pany that highly appreciate technical skills, our new staff are hired by different functional teams: e.g. sales and technicians. For example, a new sales person gets no sales bonus. New employees get trained for half a year or even 9 months. They are stationed on-site half time and spend the other half tie in office. Only the supervisors regard the person qualified to produce per the assessment criteria, that individual is supposed to get bonus based on the performance. That linkage drive them work harder and enthusiastically. It is hard to establish a completely “fair” evaluation policy. All is measured by KIPs which are subjective indicators to be appraised as objectively as possible.. The standards stuck in impasse has to be correct or wrong, thus
impasse and debates increase too. What we need is a universal framework and basic principles applicable to all organizations.
Mr. Chun Li, VP of HR from Goodbaby
Mr. Borren Chen (Zheng-Jie Chen), HR Director-Greater China from Nalco
From a general managers’ point of view, the HR issues raised by attendees are a little bit detailed. Our companies’ characters are different, and we are in different industries, it is impossible to reach consensus. I would propose that Prof. Zhang set basic guidelines and models for training from an academic angle. HR provide massive statistics to sum-marize verify. That motivates our passion and reach consensus. We can research and investigate from our own expertise. Effects will gradually emerge and influence other regions and even the whole country. At this moment, general discussions are hard to be accepted.
Mr. Jun-De Yan, Deputy General Manager from Juki China
To quantify is possible. The linchpin is how much time and efforts that the organization is willing to invest. My company produces vehicle components, CI (Continuous Improvement) is much critical. That is mainly for workflow, which is certainly quantifiable. We are getting down to it. Therefore we train the staff as soon as they are hired, teaching them many tools. They select a subject after the training. If the elements shown on the teaching materials could be improved, it could be quantified as well. It is possible to quan-tify the effects of social skills and leadership, such as the training for team leaders. Certainly there are other considerations, for instance, compensation and other factors will enhance the effectiveness. However, while quantifying training analysis, we should eliminate those irrelevant issues. Surveys could be an approach for staff to pick out the irrelevant elements then generate quantification the
weightings of the relevant issues. The problem is the degree of relevance, and secondly, the weighting. The model is feasible, but it needs numerous cases, data and analysis. If there are enough organizations to put the data together, we can then find out one index is correlated to another. The progress of the employee’s satisfaction might not come from the leadership training, it might be the subsequence of HR management and some Policies. The questionnaires that we design have certain pertinence: for example, there is survey of leaders’ behaviors for leadership train-ing. That is for investigating the impact of the leader’s impact on the employees. However, that sort of methodology is costly.
Mr. Jason Yang (Qun-Sheng Yang), HR Director-AP from Arvin Meritor
The core issue that we were discussing is not how to quantify the training outcomes, but how to conduct performance evaluations for training. There are difficulties in performance evaluation itself. The quantifiable stuff have been quantified, while the others unquantifiable we shouldn’t quantify them deliberately. We have performance score card in organizations. For sales and production, their behavior is simple, and we can quantify the results. However, for non-profit centers, such as R&D, administration, finance and etc, the behaviors are complicated. Therefore, it is a difficult problem to quantify that. Another problem that we are having is quantification for performance. That is concept difficult to reach, so coaching is necessary. It could take rather long time for training to produce ROI, but is comparatively measurable. Training is not omnipotent. The linchpin lies in the policy to support trainings after it’s con-ducted. To change the behavior is the gist. There should be policies for performance appraisal. To quantify
the training outcomes is not our ultimate goal, it is good enough to be measurable.
Mr. Michael Chen (Lei Chen), HR Director from MeziMedia
The effect of training is not only measured by fortune and money. What we need is standards of visible impression that can be applied universally. We need something of process: for example, some job evaluation tools designed by renowned consulting firms consist the factors mostly related with business operations and related with the position’s value, and those factors are com-monly recognized by the There is no absolute standards in the world. We need a standardized model. Through the evaluation methodology recognized by most people. Process is something of universality. While mathematical bench-mark needs numerous numbers to support, and then we can see the correla-tion through statistics. Someone should write down drafts, and he Drafting Committee should review and raise advice. Finally, the standards approved by the Founding Members Conference will represent some industrial trends at quite large extent. Though we can not represent the whole industry, but most of our organizations are taking leading roles either in the specific industry or even in the world, possessing substantial market shares. Additionally, the out-comes obtained through our professional research & studies will be influential to other SMEs. That is how the market runs, which will be helpful to the next generation of HR practitioners and to improve management as well.
Postscript Working Plan of April-May for the Drafting Committee
Deadline Contents Participants
April, 2010 Nominated name list of the founding mem-bers
The Drafting Commit-tee
May, 2010 To draft the charters of HASA
The Drafting Commit-tee
June, 2010 Review of the nomi-nated name list of the founding members
Preparatory Office of HASA Pudong New Area Association of Enterprises with Foreign (Domestic) Investment
will be the benefit multinational & local business in terms of business localization and globalization. The establishment of the Drafting Com-mittee and the mechanism of Founding Members’ Conference mark the success of initial prepara-tion of HASA and represents that HASA has started its legal proce-dures. As planned, the Drafting committee is going to finish the charters and finalize the founding members’ name list before June, 2010 and the Founding Members’ Confer-ence shall approve that. Since July of 2010, per the legal require-ments, all documents should be submitted to the central govern-ment of China for sanction through governmental channels. To cele-brate the success of the initial preparation and the establishment of the Drafting Committee of HASA, as approved by the govern-ment, HASA determine to host a celebration buffet. HASA prepara-tory office, officials from both Shanghai municipality & Pudong, the Drafting Committee, the Found-ing Members will present to wit-ness the milestone moment of
Under the support and considera-tion of China’s government and related governmental organs, since December of 2009, more than 300 senior HR professionals, senior corporate executives, reputable scholars from both domestic and overseas companies, institutions and other organizations came to discussion for over 4 months. Fi-nalized agreements were con-cluded on jointly founding the HR Administrators & Specialists Asso-ciation / Human Assets Standards Association. The association (HASA) is supposed to be the only country-level association for HR practitioners and scholars. The association has no restrictions on the members’ nationality, region, race, religion, gender, age, and the employer’s origin of investment. In April, 2010, by order of the gov-ernment, the Founding Members’ Conference determine to set up the Drafting Committee. The Drafting Committee is going to prepare the charters, treaties, benchmarks and standards for the association based on the missions of serving HR, advancing human resources and promoting employment, which
China’s HR industry. We’re spe-cially honored to invite you join us for the buffet. Should you accept the invitation, please send your confirmation to the email address: [email protected] and a formal Letter of Invitation will be sent to you shortly after we receive your confirmation.
Announcement of Buffet Celebration for the Establishment of HASA Preparatory Committee
Time: 17:30-21:30, April, 23rd, 2010 Venue: The revolving restaurant,
Sofitel Jin Jiang Oriental Pudong, No. 889, Yang Gao Rd. (South), Pudong New Area, Shanghai,
Parking: Garage of the Hotel Subway: Line 4, Line 6
APRIAL 2010
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HASA Events for April—May of 2010
Date Topic Venue Time
April 10th, 2010 2nd Drafting committee meet-ing of HASA (Bilingual)
Reception room of Zha Bei District Government, Shanghai
13:30-17:00
April 14th, 2010 Hiring strategy & models after the economic turndowns (Mandarin)
Yangtze Hall, Renaissance Shanghai Pudong Hotel
13:30-17:00
April 23rd, 2010 Buffet for HASA (Bilingual) The revolving restaurant, Sofitel Shanghai Jin Jiang Oriental, No. 889, Yang Gao Rd. Shanghai
18:00-21:00
May 26th, 2010 Round-table session for HR service vendors (Bilingual)
To be determined 13:30-17:00
Participants
Drafting committee members, founding mem-bers of HASA
Junior & middle level HR practitioners
Governmental officials, HASA founding mem-bers and drafting committee
HR Service Vendors
May 14th, 2010 Close Dialogue-Conversation with Senior HR executives (Serial salon) (Mandarin)
A1, 3 F, Civic Centre, No. 2, He Huan Rd., Pudong, Shanghai