34th International Symposium on Public Personnel - IPMA

THIRTY‐FOURTH INTERNATIONAL SYMPOSIUM ON HUMAN RESOURCE MANAGEMENT

Westin Beijing Financial Street Hotel, Beijing, China, October 25‐28, 2009 Presiding Officer Joseph Lunt, Jr., IPMA‐CP IPMA‐HR President Final Report ‐ Contents I.

Introduction ................................................................................................................................. 1

II. Discussion Summaries ................................................................................................................. 1 A. Discussion Summary: Performance Management/Compensation ...................................... 2

B. Discussion Summary: Cultural Change ................................................................................ 4 III. The Impact of the Global Recession on Human Resource Management .................................... 6

IV. Establishment of an Asia Network .............................................................................................. 7 V. Appendices A. Overview Presentation: Performance Management/Compensation, Chitral Amarasiri, IPMA‐CP, Deputy General Manager (HRM) Commercial Bank of Ceylon, Sri Lanka ............ 8 B. Overview Presentation: Cultural Change, Peter Reilly, Director, HR Research and Consultancy, Institute for Employment Studies, United Kingdom ....................................... 14 C. Impact of the Global Recession on the Philippines, Mary Ann Fernandez‐Mendoza, Commissioner, Civil Service Commission, Philippines .......................................................... 19 D. Impact of the Global Recession on Tanzania, Thecla Shangali, Executive Secretary, Tanzania Public Service Commission ................................................... 23 E. Impact of the Global Recession on Human Resource Management, Neil Reichenberg, Executive Director, International Public Management Association for Human Resources ........................................................................................ 28 F. Establishment of an Asia HR Network, Almaz Woldekidane, Senior Governance and Public Administration Officer, United Nations ............................... 31 G. Establishment of an Asia HR Network, Rohan Pandithakorralage, IPMA‐CP, Director of Human Resources, Aitken Spence & Company, Sri Lanka ................................. 36 H. Roster of Participants ........................................................................................................... 41

International Symposium Report I.

Introduction

The thirty‐fourth International Symposium on Human Resource Management was held from October 25th – 28th, in Beijing China. The following 15 countries and international organizations were represented at the International Symposium: Bangladesh Canada China Japan Kenya Philippines Singapore Sri Lanka Tanzania Thailand Uganda United Arab Emirates United Kingdom United Nations United States Joseph Lunt, IPMA‐CP, IPMA‐HR President welcomed everyone to the International Symposium. The two primary discussion topics were Performance Management/Compensation and Cultural Change. Chitral Amarasiri, IPMA‐CP, Chief HR Officer, Commercial Bank of Ceylon, Sri Lanka provided the overview presentation on the topic of Performance Management/Compensation and Peter Reilly, Director, HR Research and Consultancy, Institute for Employment Studies, United Kingdom gave the overview presentation on the Cultural Change topic. The International Symposium included presentations on The Impact of the Global Recession on Human Resource Management. There were presentations on this subject by Mary Ann Fernandez‐Mendoza, Commissioner, Civil Service Commission, Philippines, Thecla Shangali, Executive Secretary, Public Service Commission, Tanzania, and Neil Reichenberg, Executive Director, IPMA‐HR. There were presentations on establishing an Asia HR Network by Almaz Woldekidane, Senior Governance and Public Administration Officer, United Nations and Rohan Pandithakorralage, IPMA‐CP, Director of Human Resources, Aitken Spence & Company, Sri Lanka. II. Discussion Summaries

a. Discussion Summary: Performance Management/Compensation Mr. Amarasiri discussed the importance of integrating performance management with compensation. He indicated that organizations should set performance targets, monitor and support performance, and measure performance and issue rewards based on the level of performance. He believes that performance management systems can be the Achilles heel of HR, with both employees and managers complaining about the performance management system. He cited a study in which only 3 out of 10 respondents believe that the performance management system actually helps to improve performance. He stated that performance management systems operate on the following four pillars: 1) goal setting and accountability, which is the process of setting performance expectations, 2) review and measurement of performance on defined goals against set expectations, 3) performance feedback and coaching to improve employee performance, and 4) alignment to HR systems in which performance outcomes are integrated with other HR systems. Mr. Amarasiri outlined the following performance management system issues that need to be considered: • It is important that the performance management system evaluate employees on factors that are relevant to their jobs and the expected performance standards should be communicated at the beginning of the rating cycle. • There should be a well‐documented procedure for how the performance management process will be conducted, with defined roles and responsibilities for employees and managers. • Training should be provided to managers on the performance management process so that they understand how to discuss performance with employees. • Managers should keep records to document both effective and ineffective employee performance. Managers need to be held accountable for discussing performance issues with employees and for providing them with feedback in a timely manner. • Performance evaluations should be reviewed by a higher level manager or a panel. • Employees should be provided with a method by which they can comment on and appeal their performance evaluations. On rewards strategy, Mr. Amarasiri observed that the key objective is to align the business and people strategies. When designing a rewards system, the vision and mission of the organization, the business strategy and reward strategy, and the need to be both externally competitive and internally equitable need to be considered. There are risks associated with compensation that include: 1) a lack of long‐term thinking, 2) formulaic based incentive schemes and behaviors that encourage inappropriate risks, and 3) widening pay gaps and perception of inequity among average workers. Salary ranges are established for each job grade, and within each salary range, there is a minimum, maximum, and midpoint. Compensation consists of salary, short term incentives, benefits and perquisites, such as health care, retirement, car, and long term incentives.

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The International Symposium participants divided into two groups to discuss the issue of Performance Management/Compensation in greater detail. The participants all reported having performance management systems and there was agreement that it was important for organizations to have them. There was no consensus on the best performance management system. The foundation of performance management systems include that they be: job related, applied consistently, fair, increase accountability and provide feedback on performance. While some have computerized their performance management systems, most are using paper‐based systems. The participants believed to be successful, a performance management system needed to be fair, transparent, acceptable, and user friendly. Computerized performance management systems may, to a certain extent, take away the human touch. In some organizations, strategic objectives are established that cascade to the units and individuals. Some maintain a balance between individual and group performance. Some have incorporated competencies into their performance management system. The positives of performance management systems include: providing feedback to employees about their performance, they tend to be results based, they lead to increased communication between supervisors and employees, and they allow the organization to compare different work units. The negatives of performance management systems are: the reluctance and inability of managers to discuss performance issues, they can be time consuming to administer, they may be perceived as being subjective, employees do not trust them, and rewards may not be linked to the performance management system. Some organizations reported having standardization committees that are designed to ensure some uniformity of ratings among different work units within the organization. The use of forced distributions was discussed. Among the participants were organizations that used performance contracts for their senior executives such as the chief executive officers and permanent secretaries. These contracts are for a specified period of time and can usually be renewed if performance is satisfactory. There was discussion as to whether the performance management system has resulted in an increase in service delivery. In order for this to happen, it is necessary to identify the right key performance indicators. Some of the participants reported that their organizations use client satisfaction surveys to monitor performance. One organization reported having an online complaint system that allows citizens to raise concerns with services. The organization measures the level and time it takes to resolve complaints. On compensation, the participants indicated that there is use of market‐based systems and this is especially prevalent in the private sector. The economy, especially during the recession, is a driving factor in determining compensation. The majority does not use pay for performance systems and some believed that these systems are not equitable and provide greater rewards for managers. There is

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pressure from various employee groups to provide additional compensation and this may result in selective increases for those groups. In some countries, there is an annual increment that is provided that is not linked to performance, others tie increases to performance. An honors award program that provides a one‐salary grade increase for excellent performance was described. It was noted that in one organization, while annual increments had been announced, the payment of the increases was 2‐3 years in arrears. Several organizations reported that they are trying to bring lower paid employees closer to the higher paid employees in the expectation that it will reduce corruption. One organization has incorporated various allowances into salary, since this will increase pensions. The result has been that some in the private sector would prefer to work for the government. Compression is a problem in some organizations, with little difference between higher and lower paid employees as well as between different grades. One organization reported the use of a performance bonus, which is based on both the performance of the individual as well as the importance of the agency. Performance is more likely to be a factor in promotions rather than in layoffs. Those organizations that have labor unions indicated that when they have layoffs, they are based on seniority. b. Discussion Summary: Cultural Change In the overview on the discussion topic of Cultural Change, Mr. Peter Reilly, indicated that culture describes the way things are done in the organization. Culture is important to the human resource department for a variety of factors since it: 1) facilitates or inhibits change, 2) drives welcome/unwelcome behaviors, 3) encourages or discourages performance, 4) affects organizational functioning, 5) supports or hinders personal growth, 6) limits diversity initiatives, and 7) can help people be creative or unimaginative. Mr. Reilly advised that rewards are used to implement change. Performance based pay could refocus the efforts of employees, motivate employees to behave differently, drive up organizational performance, and reward top performers in order to retain them. He noted that employees may value of variety of factors including: fair treatment, due process, transparent policies and practices, being recognized and valued, being consulted on job changes, independence, collaboration with colleagues, and competent and trustworthy managers. He noted that leaders influence the culture of organizations. Leaders can be visionary, directing, values based, customer focused, authentic, humble, self‐aware, wise, competent, and knowledgeable. The leadership culture should seek to enhance performance through people based on values. Mr. Reilly described an engagement approach in which employees 1) say that their job and organization are good, 2) stay with the organization and develop within it, and 3) strive to go the extra mile for organizational success. The goal of this approach is to deliver excellent organizational results. He stated

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that there are four principles in order to enable cultural agility: 1) promote self‐awareness, 2) ensure organizational values are clear, 3) promote cultural understanding, and 4) create processes for learning. The participants defined the culture and values of their organizations as being: customer focused, professional and knowledgeable, transparent, bureaucratic, having integrity and trust, providing quality, respected, results oriented and accountable, decentralized, innovative and flexible, and depending on the function empowering people to act or being controlling. There was agreement that the public sector is more risk averse than the private sector. There was agreement that the culture of the organization can impact performance. For example, an excessive number of rules and procedures can stifle performance while a flexible culture can lead to enhanced performance. The participants believed that the culture of an organization can: encourage the fast delivery of service, focus on customers, develop people, improve morale and job satisfaction, increase loyalty to the organization, optimize productivity, and improve teamwork. All of the participants reported that their organizations have changed their culture. Among the goals of the changes were: being less bureaucratic, embracing technology, increasing communication, flattening organizational structures, empowering employees, rewarding change, ‘walking the talk’, increasing respect, implementing job rotations, managing risk and stress, bringing in new leadership, and focusing on talent management to ensure that the right people are in the right positions at the right time. Leaders are looked at as role models and they can be the soul of organizations and serve to inspire employees. Leaders can be coaches, mentors, and counselors and can help to develop people. Leaders should be knowledgeable, visible, and available. Leaders can encourage labor‐management cooperation. Leaders need to be able to assess people and make needed changes. Leaders should possess emotional intelligence. It was recognized that when trying to change the culture of an organization, new leadership might need to be brought in. The participants believed that the engagement of employees varied based on their level within the organization. There was agreement that top managers are more engaged, with a reported engagement level of 70 – 90%. Due to the amount of uncertainty, tension, and less empowerment, middle managers tend to be less engaged, with a reported engagement level of 50 – 70%. Those at the lower level who are involved in service delivery are as highly engaged as top managers, while those involved in administrative functions may be less engaged. The participants reported that their organizations have taken a variety of steps to improve employee engagement. Some reported having undertaken engagement surveys, others have established employee councils, and some have established suggestion programs. Succession planning and career management also are effective tools for increasing the engagement of employees. The participants also cited such measures as being less bureaucratic, increasing communication, reducing power distances, empowering employees, rewarding change, managing risk and stress, increasing respect as ways in which employee engagement can be increased.

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III. The Impact of the Global Recession on Human Resource Management The International Symposium participants discussed the impact of the global recession on human resource management. Ms. Mary Ann Fernandez‐Mendoza noted that the overall impact of the global recession on the economy of the Philippines was moderate, with the most affected sectors being export‐oriented industries, such as electronics and labor‐intensive manufacturing firms. The government sector was the least affected. Ms. Fernandez‐Mendoza noted that the Philippines government launched a stimulus package that provided short and medium term public employment and relief packages. The government also is closely monitoring developments at the cabinet level, engaging in discussions on employment issues with key industry sectors, strengthening information communication technologies infrastructure and competencies, and developing short‐term human resource strategies that include flexible arrangements in the private sector to provide for 4‐day workweeks, shorter work hours, and livelihood programs for the unemployed and short‐term government employment. She reported that there are 11 million Filipinos working in 100 countries and they annually remit $17 billion to the Philippines. Ms. Thecla Shangali reported that the impact of the global recession has been felt in Tanzania. She indicated that there has been a decline in tourism and trade exports along with reduced foreign direct investment flows and decreased donor support of development programs. She advised that the government through public service reform programs has made tremendous achievements in the area of human resource management and these need to be safeguarded from the impact of the global recession. She noted that compensation is likely to be undermined by the effects of the recession. While the government wants to raise salaries to make them more competitive, due to the recession, there may be a need to slow down the pace of meeting targets for higher salaries and the reduction of poverty. She discussed the threats being posed by the HIV/AIDS pandemic as well as the need to address diversity management issues such as gender mainstreaming. She concluded that there is a need for the government to: enhance public service values and virtues, enhance the capacity for public servants to provide a more conducive environment for the private sector, provide value for money, enhance the role of public administration and management of the crisis, and reduce waste in the use of public resources. Mr. Neil Reichenberg stated that since the recession began in December 2007, the US economy has lost 7.3 million jobs and the unemployment rate is almost 10%. He noted that IPMA‐HR has conducted a survey of its membership and found that the most common actions being undertaken in response to the recession are: hiring freezes, travel restrictions, reduced training expenditures, reduced use of outside consultants, and layoffs. He advised that organizations are looking at restructuring jobs, consolidations, and increasing the use of technology. Those organizations that are hiring are receiving a large number of highly qualified candidates. While some employees may be happy to have a job, he indicated that hiring freezes and no salary increases may result in a declined emphasis on performance and lower morale. Where there are hiring freezes, supervisors may tolerate poor performers, since if the poor performers

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are terminated, they will not be replaced. He reported that IPMA‐HR participated in a survey in which 80% of the respondents reported that the economy is delaying retirements. The positives of delayed retirements are that it allows more time for knowledge transfer, position transition, and the mentoring of younger workers. The negatives are that it can result in retaining employees who are no longer productive and also can result in the loss of promotional opportunities for younger employees. He cited a recent survey, which found that due to the actions taken by employers during the recession, employee engagement has declined, especially among top performers. He cautioned that this could lead to retention problems among top performers when the economy recovers. IV. Establishment of an Asia HR Network Ms. Almaz Woldekidane reported that the United Nations had been involved with the establishment of the Africa Public Sector Human Resource Managers’ Network (APS‐HRMnet). She indicated that the United Nations was interested in establishing a similar network in Asia. She demonstrated the online capacity that has been established, which allows human resource professionals in Africa to share ideas and knowledge and invite others to upcoming events. Additional information on the APS‐HRMnet is available at http://www.unpan.org. Mr. Rohan Pandithakorralage, IPMA‐CP, discussed the establishment of an Asia HR Network by IPMA‐ HR. He indicated that the IPMA‐HR Executive Council had approved the establishment of regional networks. He noted that the network would serve both the public and private sectors and would be called the International People Management Association for Human Resource Professionals (IPMA‐HRP). The purpose of the IPMA‐HRP, according to Mr. Pandithakorralage would be to serve as a forum for human resource professionals to meet and exchange ideas and work towards uplifting the profession, and to explore growth opportunities for individuals. Structurally, he reported that there would be an Asian Executive Council that would develop the programs that would be offered throughout the region. He advised that among the planned activities would be the issuance of professional certifications.

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Organisational Culture and some Implications for HR Peter Reilly

the institute for employment studies

Agenda z What is culture? z Why should HR be interested? z Areas where cultural change is often sought

● Performance ● Reward ● Leadership z Understanding your own culture

Institute for Employment Studies

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What is organisational culture? how things are done around here (Ouchi and Johnson) the collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation (McClean and Marshall) a pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems (Schein) the taken for granted and shared meanings that people assign to their social surroundings (Wilkins)

How is culture found? Level 1: Flowers Visible manifestations of the culture such as language, dress, signs

Level 2: Stalks Organisational values as defined by management

Level 3: Roots Historical organisational core purpose

(adapted from Edgar Schein)


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The iceberg: culture below the wave Goals Products Structure

Formal (overt) aspects

Policies & procedures Technology Financial resources

Informal (covert) aspects

Beliefs Assumptions

Norms Feelings

Values Perceptions

Attitudes French and Bell (1990)

and visualised differently… as a cultural web

Stories

Rituals and routines

Symbols

Cultural Paradigm

Control systems

Power structures

Organisational structures

Johnson and Scholes (1993)


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… or along a cultural continuum analytical

intuitive

slow to react

quick to respond

bureaucratic

entrepreneurial

cautious centralised reactive secretive traditional low concern for quality emotionally cool seeking harmony low involvement hierarchical

risk-taking de-centralised proactive open innovative high concern for quality emotionally warm challenging high involvement meritocratic

Where does your organisation lie along each dimension?


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Why is culture important to HR? z Facilitates or inhibits change z Drives welcome/unwelcome behaviours z Encourages/discourages performance z Affects organisational functioning z Limits diversity initiatives z Permits understanding of sub-groups z Supports/hinders personal growth z Can help people be creative or unimaginative

What sort of performance culture do you want?


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What sort of performance culture do you want?

Performance culture Do you want employees: z emotionally and intellectually engaged with purpose of organisation that drives behaviours? z fulfilling organisational values? z aligning their work plans to organisational objectives? z responding to business needs as they arise? z ready and able to accept change? z balancing innovation with keeping to the rules?


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Reward as a change agent Performance-related pay has been used to: z communicate new business goals z refocus employee efforts z motivate employees to behave differently z release discretionary effort z drive up organisational performance z reward top performers more to retain them z communicate togetherness in one organisation or in teams (through group rewards)

What do you seek in your leaders?


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What do you seek in your leaders?

Leadership culture z Visionary?

z Humble?

z Directing?

z Self-aware?

z Values based?

z Wise?

z Customer focused?

z Competent?

z Authentic?

z Knowledgeable?


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Leadership culture z Visionary? z Directing? z Values based? z Customer focused? z Authentic? z Humble? z Self-aware?

Performance through people based on values

z Wise? z Competent? z Knowledgeable?

An engagement approach z Say

● the job and the organisation are good z Stay

● with the organisation and develop within it z Strive

● to go the extra mile for organisational success

To deliver excellent organisational results


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What do employees value? z z z z z z z z z

Fair treatment? Due process? Transparent policies/practices? To be kept informed? To be consulted on job changes? Feeling valued & recognised? To be left to get on with it? To collaborate with colleagues? Competent and trustworthy managers?

An example of organisational values z Be customer centred z Take initiative and responsibility z Share and collaborate z Challenge and improve z Husband resources

A German insurance company


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How to enable cultural agility - the four principles 1.

Promote self-awareness

2.

Ensure organisational values are clear

3.

lived by leaders; translated into individual objectives; reflected in the recognition and reward

Promote cultural understanding

4.

team/individual profiling; 360 feedback; coaching

opportunities to surface, share values and beliefs; promote insight into they drive perceptions of others

Create processes for learning

use alliances and other opportunities to increase cultural awareness and sensitivity.

Conducting a cultural audit The results from one organisation: z staff don’t feel empowered z too many work silos z inconsistency in resource allocation z lack of stability – too much change to allow people

the chance to work things through z erratic communication z poor performance not managed z internal customers less well served than the public


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A pictorial description

To be contrasted with this


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How would you draw your organisation?

MAS Intimates


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How do you measure success? z Employee understanding and commitment z z z z z z z

to organisational goals Their work plans reflect this alignment Opportunities for employees to perform High (personal/organisational) investment in skills development Employees trust in integrity and competence of managers Evidence of team collaboration High scores on customer service Results in innovation, compliance, diversity…

For further information contact: www.employment-studies.co.uk [email protected]

… thank you


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Global Impact of the Recession on Human Resource Management in the Philippines

MARY ANN Z. FERNANDEZ-MENDOZA COMMISSIONER PHILIPPINE CIVIL SERVICE COMMISSION

The Philippines is… • a country in Southeast Asia with Manila as its capital city. • made up of 7,107 islands covering a land area of 115,739 sq.m. (299,764 sq. km.). • the world’s 12th most populous country with an estimated population of 92 million people.

beautiful tourist destinations, bio-diversity, economic diversity, arts and culture, happy and good-natured people

Latest Key Employment Indicators (in thousands) Indicators Household Population 15 Years Old and Over Labor Force -Employed Persons -Unemployed Persons -Underemployed Persons

Not in the Labor Force

59,512 38,432 or 64.6% 35,509 or 92.4% 2,922 or 7.6% 7,034 or 19.8% 21,081 -National Statistics Office (NSO) July 2009 Labor Force Survey

Employed Persons by Industry: July 2009 Agriculture

11,931.02 or 33.6%

Industry

4,986.86 or 14.8%

Services

18,287.13 or 51.5%

Public Administration and Defense, Compulsory Social Security

2,947.25 or 8.3%

-National Statistics Office (NSO) July 2009 Labor Force Survey

The number of government personnel in the Career Service by Major Subdivision and Level of Position, is shown in the table.

Level

Total

NGA

GOCC

LGU

Total

1,153,651

798,584

82,457

272,610

First Level

350,824

148,528

33,275

169,021

Second Level

776,182

628,146

46,173

101,863

Third Level

13,316

10,305

2,080

931

NonExecutive Career

13,329

11,605

929

795

Source: CSC 2008 Inventory of Government Personnel

Overseas Filipinos • 11 Million OFWs in 100 Countries • 17 Billion USDollars of annual remittances We take care and support many families of the world; service and maintain many facilities and buildings of the world; provide the seamen to many ships of the world; provide care in many hospitals of the world; entertain and make the world relax.

“11 Million OFWs… if all of them return to the Philippines at the same time, the whole world will collapse.” - Jean Houston

Effects of the Global Recession on Human Resource Management • Overall Impact on the economy was Moderate • Most Affected Sectors were Exportoriented Industries, such as electronics and labor-intensive manufacturing firms • Least Affected was the Government Sector

• Several companies reported either laying off workers or cutting working hours as the crisis reduced demand for Philippine exports. – In Luzon, northern Philippines, Intel Corp., the first US semiconductor firm that established a facility in the Philippines, shut down its factory and retrenched 1,800 workers. – In Cebu, southern Philippines, furniture maker and exporter Giardini del Sole Inc. has temporarily shut down and laid off about 250 workers as a result of the financial crisis. – In Baguio City, MOOG Controls Corp. succumbing to the global recession as it retrenches 293 employees, the first time for the company in 25 years of its Philippine operations. • The Philippine Labor Department reported that 40,000 workers were retrenched, 33,000 workers are experiencing shorter working hours while over 5, 400 overseas Filipino workers were displaced because of the crisis.

• The direct effects come from the exposure of the Philippine Financial System to the toxic assets that are at the roots of the global meltdown. • What could be more worrying are the indirect effects which could result from the drying up of the financial flows from the big economies as well as the weakening of the demand for goods and services that the Philippines sell to these big economies. – The Global Recession and the Philippine Economy: Impact and Policy Responses from a Macro Perspective Summary by Emilio T. Antonio, Jr., Ph.D.

Government Response • The Department of Labor and Employment (DOLE), Department of Trade and Industry (DTI), and National Economic and Development Authority (NEDA) formulated a package of responses: – Close monitoring of developments at the Cabinet level – Dialogues/ discussion on employment issues with key industry sectors, such as electronics, banana, pineapple, abaca, coconut, rubber, tuna – Strengthen ICT infrastructure and competencies, e.g., call centers with 100,000 employees – Short-term HR strategies

Short-term HR Strategies • Flexible arrangements in the Private Sector, e.g., 4–day work week, shorter work hours • Livelihood programs for the unemployed • Short-term employment in the government

• The Philippine government launched a stimulus package that made up for losses in consumption by distributing short-run and medium-run employment and relief packages and reviving and accelerating public works. Whatever their leakages, their impact on the affected sectors was positive. – From here to 2010: A View of the Philippine Economy by Gonzalo M. Jurado, Ph.D.

Magna Carta of Women • The Magna Carta of Women is a comprehensive women's human rights law that seeks to eliminate discrimination against women by recognizing, protecting, fulfilling and promoting the rights of Filipino women, especially those in the marginalized sectors.

Magna Carta of Women • Promote human rights and fundamental freedom of women, especially marginalized women • Promote full integration of women’s concerns in development • Special attention for women affected by disasters, calamities and other crisis situations • Participation and representation in decision-making and policymaking processes

Promoting Green Industry • • • •

Ethanol Power Plant Wind Energy Hydro Energy Geothermal Energy

Climate Change • Three devastating typhoons, Frank, Ondoy and Pepeng, struck the Philippines. – Frank (Tropical Storm Fengshen) hit and flooded the Western Visayas in 2008. – Ondoy (Tropical Storm Ketsana) flooded almost 80% of Manila in September 2009. – Pepeng (Tropical Storm Parma) hit the northern Philippines triggering landslides in mountain communities during the 1st week of October 2009. • The said typhoons wreaked havoc to infrastructures, irrigation system, agricultural lands, homes and lives of people in Metro Manila and the nearby provinces. • Half a million persons were affected. • Government is now implementing a Reconstruction Program.

Migration Issues • The Philippine Government continues to be concerned and to advocate against: – Human Trafficking – Unfair and Abusive Working Conditions in Some Countries

Thank You!

THE IMPACT OF THE GLOBAL ECONOMIC RECESSION IN HUMAN RESOURCE MANAGEMENT WITH SPECIAL FOCUS ON TANZANIA PRESENTED AT IPMA-HR CONFERENCE BEIJING CHINA

Thecla W. Shangali, Secretary Public Service Commission, TANZANIA

1.0

Introduction

Although, the global economic recession originated in developed countries, its impact has been felt in Tanzania and elsewhere in the world. This happened due to the country’s integration into the international market system, even though, the degree of the impact, may vary from one country to the other and their effects differ from one sector depending on the prevailing circumstances of a country. The crisis is economic and financial but is already having severe repercussions on public organizations in terms of Human capital and the channelling of resources away from development priorities including Millennium Development Goals (MDGs)

This paper focuses specifically on the impact of the recession with specific focus on aspect of Human Resource Management in the public service. The first part of the paper gives an overview of the impact of the recession on the economy whereas, the second part, focuses on the impact of the recession on the public service delivery with particular focus on Human resource management in Tanzania. Thirdly, the paper discusses challenges to the crisis and provides tentative solutions.

2.0 Overview of the global crisis and its impact on the Tanzania economy The current global financial and economic recession started officially in the United States of America in September 2008 and thereafter spread to Europe and other parts of the world. It is quite evident now that the recession has a knock – on effects on the Tanzania economy. Several changes in the economy have been observed and the adverse effects of the crisis are manifesting themselves through a number of channel to include trade exports, decline in tourism earnings, Which had an impact on Human Resource Development in the public sector, reduced Foreign Direct Investment (FDI) flows and decline of donor support on development programmes.

For instance, between August and November 2008 Tanzania experienced a fall of prices of Robusta coffee by 19.4 percent in the world market, whereas tea prices fell by 27.7 percent, cotton by 29.7 per cent and of cloves by 27.3 percent1. In terms of tourism and transportation, the Government witnessed a decline in a number of visits in the order of up to10 per cent.

Investment flows are lower due to tight global credit conditions that would be imposed on borrowers leading to investment delays or cancellations. The Tanzania Investment Centre has already revised the projected FDI’ figure downwards by 10 percent.3 However given the poor economic prospects in 2009, FDI will remain highly constrained and may fall short of the projected higher targets. Prior to the crisis, Tanzania had drought, power rationing, rise of fuel and food prices in 2007/2008 were also major challenges. With all these events inflation rate rose from 10.3 percent at 2008 to 12.1 percent at the end of September 2009. In that effect, the Government provided a stimulus package of 1.7 trillion (about US $ 1.3 bn)2 to compensate some exporters for losses and guarantee debt rescheduling to boost loans to farmers.

The above adverse effects bear some negative impacts not only on the economy but have spill over effects on other social economic sectors to include the public service. Symptoms are clearly seen on services starting to deteriorate and insufficient funds being allocated to public programmes due to reduced revenue collection by Tanzania Revenue Authority and little donor support. Apparently, public service operations are likely to be affected more in this scenario due to competing economic priorities overriding Human resource management programmes critical in addressing the crisis.

SOME OBSERVABLE IMPACTS OF THE RECESSION ON HUMAN RESOURCE MANAGEMENT AND SERVICE DELIVERY

The Government of Tanzania, through the public service reform programmes, has already made some tremendous achievements in the area of Human Resource Management there is need to be safeguarded against shocks of the recession. These aspects include:-

Performance Management Systems introduced in Ministries, Independent Departments, Regional Secretariats, Agencies and Local Government Authorities; ii. Creation of 29 Executive Agencies in the public Service; iii.Outsoursing of Non – core Government functions to the Private Sector; iv.Continuing enhancement of pays and incentive packages; v. Enhancement of the Public Service Commission Regulatory role in Monitoring the performance of Public Institutions by conducting compliance inspections on adherence to Human resource rules and regulations; vi.Re – engineering of Human Resource processes; i.

Despite the above successes the impacts of the crisis are observed in the Human Resource Management aspect discussed below:-

3.7

Development for service delivery

The overall objective of the interventions under the current public service reform programme is to put in place systems, processes structures that enable each Ministry, Department, Agency, Regional Secretariat and Local Government Authority to develop capacity and perform efficiently and effectively in service delivery. The achievement of these will entail reducing bureaucracy and red tape; improved systems and structures; Human resource Development initiatives; Improved management of information that supports service delivery by promotion of E – government systems and retooling. All these interventions have budgetary implications in terms of designing, putting in place systems and structures, technology and management skills needed by human resource.

3.8 Enhancement of Monitoring and Evaluation (M&E), Information and Communication Technology

In light of recent developments in terms of results – based management and ICT, the current Public Sector Reform Programme will need to pay particular attention to Monitoring and Evaluation, the reporting of results to the Public as well as the promotion of ICT in support of improved administration and Service Delivery because of their cross – cutting nature, failure to implement programme will put at risk the public service transformations envisioned by the Government to deliver the intended results.

3.9 Improvement of Remunerations, pays and incentives to public servants The other area likely to be undermined by effects of the global recession is remunerations that are expected to raise steadily to make them competitive. Despite the initiatives implemented through Medium Term pay Policy strategy, public service pay remain uncompetitive and compressed thereby hindering the recruitment and retention of qualified and competent professionals. However, the issue of remunerations is being confronted with some prolonged challenges due to wage bill limitation financed through Gross National Product (GDP). The situation is likely to be aggravated by the impacts of the global financial and economic crisis, and therefore slow down a pace of meeting targets for higher salaries and reduction of poverty.

3.10 Employment creation and job opportunities Records indicate that for the past five years (2001 – 2006), Tanzania like any other countries in subSaharan Africa faces a serious problem of unemployment. In 2001 the unemployment rate was nearly 13.0 percent whereas in 2006 it was 11.0 per cent.5 In respect of safeguarding employment and expanding job opportunities in the wake of global economic slowdown it would be prudent to enhance the balance of payments flows that are needed to support economic expansion and employment in Tanzania. Related to that domestic fiscal revenue efforts should be enhanced to raise the GDP whilst focusing on public expenditure priorities and seriously embarking on value for money ideals.

In part of the Government, reduction in employment is likely to occur due to Budget cuts particularly on Personnel Emoluments due to limited wage Bill affected by reduced collection of revenue and little Budget support by donors. This indeed will have an impact on the overall aggregate proportion of employment targets.

3.11 Sustaining cross cutting issues in the Public Service.

The Tanzania National Strategy for Growth and Reduction of Poverty (NSGRP) which is in consonance with Millennium Development Goals (MDGs) recognizes threats being posed by HIV/AIDS pandemic in the public service but also the need to address Diversity management issues including gender mainstreaming in the public service.

The attrition within the public service by HIV/AIDs pandemic is severely affecting Human Resource Skill base. The Government together with development partners have been allocating funds to continue combating HIV/AIDs. The sustainability of the programme will again depend on the continuing availability of funds and other resources needed. In essence, it calls for increasing the pace of combating HIV/AIDs in the awake of the current social – economic crisis since by itself pose a threat to Human Resource and the economy at large.

3.12 Human Resource Development initiatives

Programmes introduced to train employees in leadership development, customer care, OPRAS, Computer, Records management and other relevant management skills should be nurtured further and strengthened to reflect the demands of the crisis and therefore they must be adequately funded. The public Service regulations require employers to allocate funds for training their staff. However, This has not always been the case, since most MDAs are being constrained by funds due to limited funding flows to their budgets from the Treasury and hence unable to meet targets spelt out in their Medium Term strategic plans partly because of the recession and therefore affecting Human Resource Development programmes.

3.13 Enhancing the Regulatory Role of the Tanzania Public Service Commission The regulatory role of the Public Service commission is very critical in promoting good governance in public service for managing the economy. However, due to the prevailing crisis, any under funding to the Public Service Commission will undermine the effectiveness of implementation of its functions in managing Human resource in the public service. Already, the Public Service Commission of Tanzania is being confronted with increasing tasks of managing in Human Resources usually operating in a constrained manner. The Public Service Commission is very important in ensuring that Human Resource laws and regulations are adhered to by all employers, appointing and disciplinary authorities.

4.0 OVERALL CHALLENGES AND SOLUTIONS

i.

The challenges of the crisis are many and complex to address. These include:Enhancing of public service values and virtues There is need by the Tanzania Government to strengthen and entrench public service value and virtues of service to the public in terms of integrity, accountability impartiality, professionalism, responsiveness and the adherence to rule and procedures. This should go along side with consistent review of the existing rules and regulations

ii.

Enhancing capacity for public servants to provided conducive environment for the private sector. Since the private sector has been affected by the recession, public servants must be trained to increase their capacity to handle customers and the general public. The crisis mitigating spirit requires public servants to cease from being operating “business as usual” and becoming strategic thinkers and innovators

iii.

Value for money Given the linked resources government must allocate its resources to those priorities that will enable it to produce public goods that will stimulate economic growth and development. In particular, it should increase the focus on improving Human resource skills for service delivery.

iv.

The enhance the role of public administration and management to the crisis The role of public administration in the management of the crisis need to cover socio – economic functions including investment for sustaining economic growth, promoting employment for Social Developing, facilitating development and protecting environment and providing conducive environment for those facing difficulties of the crisis, the government should focus more on human resource critical for conceiving planning and implementing all programmes.

v.

Wastage in Public expenditure The need to reduce wastage in the use of public resources has always prevailed in government operations, but this need becomes more pronounced during this severe period of global financial crisis. Low level of management accountability, improper planning, corruption and other embezzlement leakages. Should be addressed accordingly so as to reduce the impact of the crisis on the economy.

5.0 Conclusion The challenge and constraints in applying the above alternatives to mitigate the impacts of the crisis in Africa, including Tanzania lies on general poverty levels and liquidity situation of the continent. Compounded with low or limited foreign reserves, Balance of payments Deficits, national Debts and corruption to mention some the government will need to provide conducive environment in the public service that makes public servants thinking strategically to tackle the socio – economic challenges. It will be extremely difficult and almost impossible to solve the crisis without involving appropriate human resource at all levels in the public service.

The Impact of the Recession on Human Resource Management Neil Reichenberg IPMA-HR Executive Director

Data The Bureau of Labor Statistics (http://www.bls.gov) reports: October 2009 unemployment rate increased to 10.2% - highest rate since April 1983 Since the recession began in 12/07, 7.3 million jobs have been lost Unemployed/under employed rate – 17.5% (total unemployed, total employed part-time for economic reasons, & marginally attached workers – those neither working nor looking for work)

Data Government employs more than 22 million people – 17% of total employment Rockefeller Institute of Government Study – Since the beginning of the recession until August, state and local governments added 110,000 jobs Government employment declined by 53,000 jobs in September & was unchanged in October, although local government excluding education lost 21,000 jobs

IPMA-HR Economic Conditions Survey IPMA-HR survey conducted in the spring 2009, with over 680 responses Survey will be repeated next year

Most common actions undertaken by IPMA-HR members: Hiring freezes Travel restrictions Reduced training expenditures Reduced use of outside consultants Layoffs

IPMA-HR Economic Conditions Survey Most common actions expected in the next 12 months: Layoffs Increase in employee contributions to health care Furloughs Reduction in travel and training expenditures Hiring freezes

Impact of the Recession Organizations are looking at restructuring jobs, consolidations (governmental units within a geographic area/blending administrative services), establishing consortias, increasing the use of technology Those organizations that are hiring report that they are receiving large number of qualified candidates Departments may be convinced to do a better job of managing overtime usage Concession bargaining especially with public safety unions can be challenging

Impact of the Recession While some employees may be happy to have a job, hiring freezes and no salary increases may result in declined emphasis on performance and lower morale Supervisors may tolerate poor performers where there is hiring freeze, since if the poor performers are terminated, they won’t be replaced Hiring freezes may have the unintended consequence of increasing overtime usage due to vacancies Increased communications may address reduced employee morale Nonmonetary recognition programs also can improve morale

Impact of the Recession Furloughs are a temporary fix that do not address long-term problems If not managed properly, furloughs can result in FLSA violations for exempt employees Some organizations have opted to reduce the salary of exempt employees based on the number of furlough days

Impact of the Recession There is a perception that public safety departments are not sharing the pain of the recession equally with other departments In some jurisdictions, public safety departments are insulated from any cuts In others, public safety employees are expecting to receive raises and benefits increases Where public safety departments are being asked to cut budgets, the reduction may be a smaller percentage than other departments

Impact of the Recession IPMA-HR participated in a survey in which 80% of the 460 respondents said the economy is delaying retirements Positives of delayed retirements More time for knowledge transfer, position transition, and mentoring of younger workers

Negatives of delayed retirements Retaining employees who are no longer productive Loss of promotional opportunities for younger employees

Impact of the Recession Recession won’t last forever and organizations need to ensure they will be able to address their human capital needs when the economy improves Increased stress for HR staff Difficult to keep momentum going for such things as performance-based pay Decreased emphasis on workforce & succession planning

Employee Engagement Watson Wyatt/WorldatWork survey found that due to actions taken by employers during the recession, employee engagement has declined Employee engagement has dropped 9% since last year for all employees & almost 25% for top performing employees In 2009, top performing employees are 20% less likely to agree that they understand the link between their goals and the organization’s goals

Employee Engagement Drop in employee engagement could have a detrimental impact on productivity, quality & customer service As the economy recovers, there could be retention problems for employers, especially among top performers Compared with last year, top performers are 26% less likely to be satisfied with the opportunities for advancement & 29% say promotion opportunity would be a top reason for leaving

For more information, contact: Neil Reichenberg Executive Director IPMA-HR [email protected] 703/549-7100

APS-HRMnet Africa Public Sector - Human Resource Managers’ Network

Go to UNPAN Home Page

Click on UPAN (DPADM)

Click on Products

The Introduction Link.

Besides the Introduction, other links redirect you to another link. Here’s an example with Constitution & Rules link.

Example of the link where information on Constitution & Rules are embedded.

These slides give you the idea of what the APS‐ HRMnet Publications section looks like.

By clicking on one of the links under Speeches & Materials for instance, the link redirects you to another window that contains the information you wish to read.

By clicking APS-HRMnet Online Platform you are able to access our online collaborative platform.

An Introduction to the APS-HRMnet Online Collaborative Platform

APS-HRMnet Tools • Forums – Allows all members to participate in an online discussion about a specific topic – Members can brainstorm new and innovative ideas – Members can share advice and experience gained from past situations in their country’s or region – Members can save money and resources by having virtual meetings/forums

Forums

APS-HRMnet Tools • Events – Members can advertise and invite other members to events, workshops and conferences being held in their region or around the world

Events

APS-HRMnet Tools • Photos – Members can post photos of past events held in their region – These photos are displayed in a slideshow on the Main page of the network – All photos and their details can also be viewed in the photos tab of the network

Photos

APS-HRMnet Tools • Groups – Members can form groups on the basis of similarities of interests or professional specialty. – For example: Members who work specifically in recruiting can form a group where they can use the platform to discuss issues directly affecting recruiting in the Public Sector in Africa.

Groups

APS-HRMnet Tools • Latest Activities – Gives all members the ability to view all recent activity by all members on the network

Latest Activities

APS-HRMnet Overall Benefits • Members from Africa and around the world can meet and network virtually • The network provides a platform which facilitates discussions on Human Resource Management problems with in the region • Members have the ability to brainstorm and share ideas and knowledge in the Human Resource Management field in the public sector • Members can promote and invite fellow members to upcoming events in their region • Online platform allows members to reach out to other members as resources

APS-HRMnet Overall Benefits • Members can benefit from other’s experiences and can work with other members to help find new solutions to shared problems in Public Sector Human Resource Management • Members have the opportunity to form groups on the basis of similar HRM job functions, interest in HRM, interest in solving similar problems or members that belong to a steering committee • Members can have virtual meetings using the Forum tools thereby saving valuable resources

Thank you for your attention

To Join APS-HRMnet go to http://aps-hrmnet.ning.com/

IPMA – HR ASIA NETWORK

Content 1. Introduction, Mission/Purpose 2. Scope/ Authorization & Objectives 3. Organization Structure 4. The Asian Market, Competitors & Business Model 5. Categories of Memberships & Membership Fees 6. Professional Certification 7. Elected Officers and the Asian Council 8. Nominations, Meetings & Amendments 9. Authority and Responsibility of IPMA-HR USA 10. Country Chapter Activities

The Story so far………

People Professionals both

2. The Proposed HR Association IPMA – HRP is a fully own subsidiary of the International Public Management Association for Human Resource (IPMA-HR) of USA. The proposed Association will cover the entire globe excluding American continents. The IPMA-HRP shall consist of one general organization representing membership all such continents The member countries will report to the respective Executive Council (Asia, Africa, Europe) in each continent. The Executive council will be appointed and elected from each member countries and IPMA-HR, USA. And each (Asian) Executive Council will report the IPMA-HRP, USA. Members will be represented through their respective country based chapters in accordance with rules established and published by the IPMA-HRP, USA.

What is IPMA-HRP

IPMA-HRP is an internationally recognized, membership driven, and professional HR certification administering, professional’s HRM Association with special focus on selected Continents e.g. Asia, Africa & Europe.

3. Business Model Promote HR activities in the continent, entitle for sales commission on annual subscription

IPMA-HRP, USA Head Quarters

Continent Council

Promote local HR activities, entitle for a sales commission on the annual subscriptions

Monthly News Letter Quarterly Publication Professional certification Membership Networking opportunities

Membership

Country

Promote HR activities Pay Annual subscription Examination fee

4. IPMA-HRP, The World View

5. Organization Structure IPMA-HR, USA IPMA – HRP, USA

African Executive Council IPMA – HRP, Africa

Asian Executive Council IPMA – HRP, ASIA

Member Countries Partnership/ IPMA-HRP Country

Chapters/Individual Members

European Executive Council IPMA – HRP, Europe

6. The Asian Market

Targeted Asian Market/ Competitors 1. Australia 2. Bahrain 3. Bangladesh 4. Cambodia 5. China 6. India 7. Indonesia 8. Japan 9. Maldives 10.Malaysia 11.Pakistan 12.Philippines 13.Oman 14.Qatar

15. Singapore 16. Sri Lanka 17. Saudi Arabia 18. South Korea 19. Thailand 20. Taiwan 21. UAE Member Countries Partnership/ IPMA-HRP Country e.g. IPMA-HRP Sri Lanka IPMA-HRP Bangladesh Member countries can have chapters in case of a large membership

7. Vision

To Bring HR to the for front

7. Mission/ Purpose To serve as a forum for Human Resources Professionals in each Continent to meet, fraternize and exchange ideas and work towards to uplift the profession, to explore growth opportunities for individuals and also to provide an identity, forum for all human resource professionals throughout the HR network in the world.

8. Objectives 1. 2. 3.

4. 5. 6.

7. 8.

To foster and develop interest in sound human resources management in each continent. (Asian, African & Europe); To encourage affirmative programs that guarantee equal employment opportunity to all individuals; To encourage in the field of human resources management the utilization of the most advanced technologies by (a) providing a structure for developing and promulgating specific human resources management programs, (b) disseminating information to individual members, and (c) exchanging and coordinating ideas among the various members of the Association; To alert the members to relevant pending legislation, developing position papers, where necessary, and interpreting existing laws and regulations affecting their interests To prepare and publish Journals, researches papers, Books, Pamphlets and Papers and to utilize any other means of communication to promote good Human Resources practices. To provide training and development support for Human Resource Professionals by way of organizing and promoting programms / Workshops / Seminars and undertaking studies and research projects for the Government, Private Sector, International agencies and other institutions on Human Resources. To render a program of services and assistance to human resource organizations in meeting administration and technical problems and To provide its members who are actively engaged in the field of human resources management with encouragement, assistance and programs designed to provide for their professional growth and development.

9. Professional Certification Certified HR Professional (CHRP) Global HR Professional (GHRP) • • • •

Examinations will be held in the months of May and November Learning study pack/ franchise learning arrangements Directly managed by IPMA-HR, USA Registration fee, Tuition Fee, Examination Fee

• •

Curriculum Core subject and three streams (Generalist, Specialist, Global)

10. Categories of Membership

Corporate/ Agency Membership. Individual Membership. Affiliate Membership. Student Membership. Honorary Life Membership.

11. Membership Fee The IPMA-HRP, USA shall be vested with authority to determine the schedule of annual service fees for Corporate/Agency Members, including the basis for determining variations in such fees, and shall be empowered to revise such schedule from time-to-time when, in their judgment, revision is warranted by economic conditions or changes in the program of services that accompany Corporate/ Agency Membership in consultation with each Continent (Asian) Council. Membership fee will coordinated by the IPMA-HRP USA, however part of the membership fee will be assigned for each Continent (Asian) office and also for the country chapter.

The IPMA-HRP USA shall determine, and from time-to-time, revise the annual membership dues for Individual Members in consultation with each Continent (Asian) Executive Council. 1. Corporate/ Agency Membership. Any private business organization, public organization, civil service commission, public personnel office, or board, any public agency vested with authority to administer a formal system of people management and employment, any educational institution, civic organization or foundation interested in advancing the purposes and activities of the Association shall be eligible to obtain the services provided by the Association and upon payment of the prescribed service fee shall be entitled to Corporate/Agency Membership in the Association. 2. Individual Membership. Any person who is either An official or staff member of a Corporate or Private or public personnel agency; or Engaged in people management work in a private or public agency; or Consultant or Trainer in people management related work in private enterprise or public agency; or Engaged in teaching private or public people management /administration as a faculty member of a college or university; or Retired from personnel work may become an Individual Member upon payment of the dues as prescribed by the Executive Council.

3. Affiliate Membership Any other person interested in improving people management and not eligible for Individual Membership, shall be eligible for Affiliate Membership upon approval by majority vote of Continent (Asian) Executive Council and upon payment of membership dues, which shall be no less than that of individual members. Affiliate Members shall be permitted to participate in the affairs of the Association, but shall not be eligible to vote or hold office. 4. Student Membership Any full-time graduate or undergraduate student, or Diploma Holder or any person participating in a formal private or public service internship program sponsored by a recognized academic institution, may become a Student Member of the Association upon payment of dues as determined by Continent (Asian) Executive Council. Student Members shall be permitted to participate in the affairs of the Association, but shall not be eligible to vote or hold office. 5. Honorary Life Membership Persons who have rendered distinguished service in advancing or upholding the purposes of the Association may be elected to Honorary Life Membership without fee by the Continent (Asian) Executive Council. This needs to be endorsed by the IPMA-HR, USA. Not more than three persons can be awarded Honorary Life Membership in one year for all Continents. An Honorary Life Member shall have all the rights and privileges of Individual Members, including the right to hold Association office and to vote on all issues requiring a decision by the membership. Each Continent (Asian) Council will nominate such selected names to the IPMA-HRP USA for ratification.

All applicants for membership shall complete and sign the form of application provided by the Association and submit the application to each Continent (Asian) Office. Each Continent (Asian) Executive Council at any meeting, by a two-thirds vote of those present, may terminate the membership of any member (excludes honorary members) who in its judgment has violated the Articles of Incorporation or Bylaws or who has been guilty of conduct detrimental to the best interests of the Association. Each Continent (Asian) Executive Council shall establish, a grace period during which a member shall not be terminated for non-payment of dues. If payment is not received within the grace period, the membership in question shall be automatically terminated. Any member may resign by filing a written resignation, but such resignation shall not relieve the member so resigning of the obligation to pay any dues, or other charges theretofore accrued and unpaid. A resigned member desiring a continued membership record may be reinstated showing proof of qualifications and paying all dues in arrears.

12. Officers for each Continent Elected Officers The Elected officers for each Continent (Asia) shall be the President, the President-Elect, and the immediate Past-President, and shall be nominated, elected and qualified for office in the manner prescribed in its Articles. The President-Elect and the immediate Past-President shall also serve as Vice-Presidents of the Association for corporate legal purposes. However, at the first 5 years IPMA-HRP will appoint all members including prescribed positions. At the end of the first 5 years of existence IPMA-HRP will determine to repeat for another 5 years or to adopt a Appointed/ Elected processes . Term of Office The term of office of the President and the President-Elect shall be for one (1) calendar year. The President-Elect shall automatically succeed to the Office of President, after having served a one-year term as President-Elect. In the event the President-Elect serves as Acting President because of a vacancy in that office, this individual shall continue in office as President for the calendar year. However in the first 5 years, the IPMA-HRP will make decision pertaining to the term of office each Official depends on the circumstances and the term of office will be extended. Vacancies The President-Elect shall serve as Acting President for the unexpired portion of the President’s term in the event of a vacancy in the presidency. In the event of a vacancy in the office of President-Elect, each Continent Executive Council shall elect one of its members to serve as President-Elect and corporate Vice-President of the Continent Council. Duties The President shall conduct the business of the respective Continent Executive Council in accordance to the Bylaws and rules of IPMA-HRP and shall act as Chairperson of the respective Continent Executive Council. The President shall preside at all business sessions and shall appoint all committees, other than committees of the Continent Executive Council.

13. Continent (Asia) Executive Council Composition Respective Continent (Asian) Executive Council shall consist of a minimum of twelve (12) members including the President, the President-Elect, the immediate Past President, three (3) members will be elected, and six (6) members will be appointed by IPMA-HR PUSA. Members of the respective Continent Executive Council shall be nominated, elected, and qualified as per the membership criteria. County Members shall be elected by procedures adopted by each chapter of the country. However, at the first 5 years IPMA-HRP will appoint all members to the Continent Council. At the end of the first 5 years of existence, IPMA-HRP will determine to repeat for another 5 years. Authority and Responsibility Respective Continent (Asian )Executive Council shall be responsible for the conduct of the business of the respective Continent Council during the interim between business meetings of the membership. It shall be the duty of a Continent Executive Council to establish and maintain an Office, to employ staff and provide for such other assistants as may be necessary, and for whose compensation funds are available, and to carry out the objectives and purposes of the Association. Respective Continent Executive Council shall also provide for the proper custody and disbursement of available funds of the IPMA-HRP, shall require or secure in its discretion adequate and sufficient bonds for the protection of the funds, and may authorize the Executive Director of IPMA-HRP, USA or designated officers of each Continent (Asian) Executive Councils to sign payrolls and expense vouchers necessary to maintain and support the Continent Office. Terms of Office The terms of a Continent (Asian) Executive Council members shall be for three years, except as otherwise provided hereafter. The terms of members of each Continent (Asian) Executive Council shall be on a calendar year basis, beginning on January 1 of the year following their election and terminating on December 31 of the year in which their terms expire. may deem appropriate to facilitate the transition to these Bylaws. However in the first 5 years, the IPMA-HRP will make decision pertaining to the term of office each Official depends on the circumstances and the term of office will be extended.

Vacancies

A vacancy on a Continent (Asian) Executive Council may be filled by action of the remaining members of the Council. A vacancy in a Continent Executive Council shall be filled temporarily by action of the presiding officer until the next regularly scheduled country election, when the unexpired term of such a vacancy shall be filled. All vacancies will be appointed in the first 5years. Meetings Continent (Asian) Executive Council shall meet at such times and at such places as it may elect. Notice of such meetings shall be given to each member of the Continent (Asian) Executive Council by the President, but no failure in delivery of such notices shall invalidate the meeting or any proceeding thereat. In the absence of the President and the PresidentElect from such meetings, Continent (Asian) Executive Council shall appoint one of its members as temporary Chairperson. IPMA-HRP of USA authorized to convene a meeting if deemed to be necessary by the IPMAHRP USA. Electronic meeting resolutions shall be valid for the purpose of convenience. However, such resolutions should be endorsed formerly at a Continent (Asian) Executive Council Meeting.

Quorum At any meeting of a Continent (Asian) Executive Council, a majority of voting members shall constitute a quorum for the transaction of the business of the Association and any such business transacted shall be valid provided it is passed upon by a majority of votes present. Transition Nothing in this Article shall be construed to prevent incumbent members of the respective Continent (Asian) Executive Council, duly elected at the time of the adoption of Bylaws of the Association, from completing the terms of office for which they have been elected. Respective Continent (Asian) Executive Council shall adopt such other rules and procedures, as it may deem appropriate to facilitate the transition to these Bylaws.

14.Nominations and Voting Qualifications To be nominated, elected, and to continue to hold office as President, President-Elect, or a member of a Continent (Asian) Executive Council, an individual must be and have been an individual or a staff member covered by an Agency membership for no less than three (3) years, have demonstrated a commitment to the Association through service at any level and be willing to contribute actively of time and talents to the objectives of the Association. However, this rule will not applicable at the first 5 years of existence. Nominations and Balloting for President-Elect A nominating committee consisting of five members shall be appointed with the immediate PastPresident serving as the chairperson of the committee. Not later than 120 days prior to the annual business meeting, the nominating committee shall present to the President a slate of at least one (1) candidate for President-Elect. Upon receipt of the slate of candidates, the President shall publicize the slate of candidates submitted by the nominating committee. In addition to those candidates selected by the nominating committee, petitions nominating additional candidates shall be permitted and be valid, if signed by a total of fifty (50) Corporate/Agency and/or Individual Members and/or Honorary Life Members and received by the executive director not later than ninety (90) days prior to the date of the annual business meeting. Not later than forty-five (45) days prior to the date of the annual business meeting, the executive director shall mail or provide electronically to all voting members a brief biographical sketch from material submitted by each candidate, a statement submitted by each candidate, and a ballot for voting. Any ballots received by the executive director fifteen (15) days prior to the date of the annual business meeting shall be validated and counted in accordance with procedures established by the respective Continent (Asian) Executive Council. To be elected, a candidate must receive a plurality of votes cast for President-Elect. However, this rule will not applicable at the first 5 years of existence.

Nominations and Balloting for respective Continent (Asian) Executive Council The IPMA-HRP shall develop a slate of at least one (1) candidate for all expiring or unfilled Continent (Asian) Executive Council positions, except the president-elect. The slate of candidates would be submitted to the respective Continent (Asian) Executive Council and all individuals on the slate of candidates who receive a majority of the votes cast by members of the Continent (Asian) Executive Council would be elected to the Continent (Asian) Executive Council. All individuals who are approved by the respective Continent (Asian) Executive Council will begin serving a three-year term on January 1 of the year following their election. However, this rule will not applicable at the first 5 years of existence. Eligibility and Procedures Except as otherwise may be provided, all members shall have a voice in the proceedings of the Association. The Executive Council may provide for a vote of the Association by mail ballot or electronic ballot in connection with any matter on which action by the membership is desirable at any time. Except as otherwise may be provided in these Bylaws, all matters requiring a vote of the members shall be decided by a majority vote of the Corporate/Agency, Individual, and Honorary Life Members present and voting. Each Corporate/Agency Covered Staff Member, and each Individual Member and Honorary Life Member shall have one vote. At business meetings, voting shall be by voice or by ballot, as the voting membership shall determine. However, this rule will not applicable at the first 5 years of existence.

15. Meetings Annual Meeting The Continent Council shall meet annually at a time and place designated by the respective Continent (Asian) Executive Council. Notice of Meetings Each Continent (Asian) Executive Council shall give thirty days (30) written notice to members of the Association of such dates and places as may be determined for the annual business meeting. Quorum At an annual meeting of the International People Management Association for Human Resources Professionals (IPMA-HRP), a quorum shall consist of 15 members. Cancellation of Meetings Each Continent (Asian) Executive Council may postpone or suspend any scheduled meeting when necessary because of exceptional circumstances, but shall notify the membership of the reasons for such a postponement or suspension. Rules of Order The meetings and proceedings of the Continent Council shall be regular and controlled according to Robert’s Rules of Order (Revised) for Parliamentary Procedure, except as may be otherwise approved by these Bylaws.

16. Amendments Amendments to any provision of these Bylaws may be proposed to the membership by a majority vote of the Corporate/ Agency Covered Staff Members, Individual, and Honorary Life Members present and voting at a regular annual business meeting of the Association, and shall become a part of the Bylaws when ratified by a majority of the votes cast in a mail ballot or electronic ballot of Corporate/ Agency Covered Staff Members, Individual, and Honorary Life Members; provided that members of the Association shall be furnished with written copies of any amendment to be considered by an annual business meeting at least thirty (30) days prior to the date of such meeting. In conducting any mail or electronic ballot under this provision, at least three (3) weeks must elapse between the distribution of the ballot and the final count of the votes.

17. Authority and Responsibility IPMA-HR USA The IPMA-HRP USA, may act in place or overrule and instead of any Continent (Asian) Executive Council or its meetings on all matters, except those specifically reserved to the Continent (Asian) Executive Council by applicable law or by these Bylaws, pursuant to delegation of authority to the respective Continent (Asian) Executive Council by the IPMA-HR USA .

www.ipma-hr.org

THIRTY-FOURTH INTERNATIONAL SYMPOSIUM ON HUMAN RESOURCE MANAGEMENT Westin Beijing Financial Street Hotel, Beijing, China, October 25 – 28, 2009

ROSTER OF PARTICIPANTS

BANGLADESH:

CHINA:

Emadul Ameen Managing Director EK Management Consulting Ltd. Geetanjalee"-Apt.-A3-House #1" Dhaka, Bangladesh E-mail: [email protected]

Zheng Jie Deputy Director Training Center of State Administration of Foreign Exports Room 50436, Friendship Hotel Haidian District Beijing PR, China E-mail: [email protected]

CANADA; Art Stevenson Executive Director Public Sector Solutions 81 Navy Wharf Court Toronto, ON M5V 3S2 Canada E-mail: [email protected]

DUBAI UNITED ARAB EMIRATES: Sultan Al Akraf Senior Director-HR Dubai Land Department - Governme P. O. Box 1166 Dubai, United Arab Emirates E-mail: [email protected]

Nasser Al Hamli Director Executive Council Affairs Dubai Health Care City Dubai, United Arab Emirates E-mail: [email protected] Saif Al Jallaf Compensation and Benefits Manager Community Development Authority Dubai Health Care City Dubai, United Arab Emirates E-mail: [email protected] Ahmad Al Shamsi Recruitment and Planning Manager Community Development Authority Dubai Health Care City Dubai, United Arab Emirates E-mail: [email protected] Jasim Ahmed Al-Ali Director, HR Department Department of Economic Development P.O. Box 13223 Dubai, United Arab Emirates E-mail: [email protected] JAPAN: Mie Nakakuki Director, Global Human Capital Development Nippon-keidanren Int'l Cooperation No. 2. Muneyasu Building Tokyo, 101-0054 Japan E-mail: [email protected] Mayumi Sato Project Leader-Global Human Capital Development Nippon -keidanren Int'l Cooperation No. 2. Muneyasu Building Tokyo, 101-0054 Japan E-mail: [email protected]

KENYA: Florence Nyokabi Wachira Director Recruitment & Selection Public Service Commission of Kenya P.O. Box 30095 Nairobi, 100 Kenya E-mail: [email protected] Pamela Woyengo Assistant Director Human Management Officer Public Service Commission of Kenya P. O. Box 30095 Nairobi, 100 Kenya E-mail: [email protected] PHILIPPINES: Mary Ann Fernandez-Mendoza Commissioner Civil Service Commission Constitution Hills Diliman, Quezon City, Philippines E-mail: [email protected] Victoria Esber-Valeriano Director IV Civil Service Commission Constitution Hills Diliman, Quezon City, Philippines E-mail: [email protected] SINGAPORE: Koh Yi-Huak Assistant Director Prime Minister's Office - Public Leadership Development Depart The Teasury, 179434 Singapore E-mail: [email protected]

SRI LANKA:

THAILAND:

G. L. Amarasari IPMA-CP Deputy General Manager (HRM) Commerical Bank of Ceylon LTD No. 21, Bristol Street Colombo 1, Sri Lanka E-mail: [email protected]

Benchawan Srangnitra Secretary-General Office of the Civil Service Commission 59 Pitsanuolk Road Dusit, Bangkok, 10300 Thailand E-mail: [email protected]

R G Pandithakorralage IPMA-CP Director Human Resources Aitken Spence & Co., Ltd 305 Vauxhall Street Colombo, 2 Sri Lanka E-mail: [email protected]

Orawan Nuypakdee Human Resource Officer, Expert Level Office of the Civil Service Commission 59 Pitsanulok Road Bangkok, 10300 Thailand E-mail: [email protected]

Shanaaz Preena Director Human Resource MAS Intimates (Pvt.) Ltd 7th Lane, off Borupona Road Ratmalana, Sri Lanka E-mail: [email protected]

Nongnard Petsom Office of the Civil Service Commission 59 Pitsanulok Road Bangkok, 10300 Thailand E-mail: [email protected] UGANDA:

TANZANIA: Thecla Shangali B.A, MBA Executive Secretary Tanzania Public Service Commission P.O. Box 9143 DAR ES SALAAM, Tanzania E-mail: [email protected] Mdoe Robert Mdoe Assistant Secretary Public Service Commission P.O. Box 9143 Dar-Es-Salaam, Tanzania E-mail: [email protected] Emmanuel Shelutete Assistant Secretary Public Service Commission P.O. Box 9143 Dar-Es-Salaam, Tanzania

Duncan Bigirwa Secretary Public Service Commission P.O. Box 7080 Kampala 256-041 Uganda E-mail: [email protected] John Muhanguzi Permanent Secretary Ministry of Local Government 1 Pilkington Rd, Workers' House Kampala, Uganda E-mail: [email protected]

UNITED KINGDOM: Peter Reilly Director, HR Rsch & Consultancy Institute for Empl. Studies 30-32 Southampton St. London, WC2E 7RA United Kingdom E-mail: [email protected] UNITED NATIONS: Almaz Woldekidane Senior Governance and PA Officer United Nations Depart of Economics Two UN Plaza New York, NY 10017 E-mail: [email protected] IPMA-HR OFFICERS: Joseph Lunt IPMA-CP (IPMA-HR President) Personnel Director City of Shreveport 505 Travis St. Shreveport, LA 71130 United States E-mail: [email protected] Margaret Whelan IPMA-CP (IPMA-HR President-Elect) General Manager City of Los Angeles 700 East Temple St, #305 Los Angeles, CA 90012 United States E-mail: [email protected] IPMA-HR STAFF: Neil Reichenberg Executive Director IPMA-HR 1617 Duke Street Alexandria, VA 22314 United States E-mail: [email protected]

1617 Duke Street, Alexandria, Virginia 22314, United States telephone: (703) 549-7100 fax: (703) 684-0948 e-mail: [email protected] http://www.ipma-hr.org