在英华的注册是在2003 年吧,要多多感谢英华的信息和论坛提供的交流机会。同时也想为大家提供自己可以做的一些帮助。
现在 英国某国际出版公司 做人力资源中层管理。 希望可以帮助大家在英国的工作顺利。 可以尽力提供任何关于英国劳工法,劳工关系和其他人力资源问题的咨询。不过各大银行的招聘不是我的强项,可能经历过招聘过程的个人会提供更好的建议。
先贴一个CIPD 和中国人力资源部的新闻。 本人认为 CIPD 的行为十分短见和有背其推崇的原则。
The Chartered Institute of Personnel and Development (CIPD) shunned the chance to provide official human resources (HR) qualifications for China - a move described as "shameful" by leading HR professionals - Personnel Today can reveal.
An approach by the Chinese Ministry of Personnel was turned down because it was judged by the institute to be too expensive.
Senior HR professionals hit out at the decision, saying the CIPD had missed a golden opportunity.
One HR director said: "Clearly, China is going to be an increasingly dominant entity in the global market, and there is a huge opportunity to become involved.
"A progressive institute should be exploring, innovating and reaching out to such opportunities. It is shameful that this hasn't been the mindset. This reminds me of when people said that the internet wouldn't really have much of an impact on recruitment."
Another senior HR source added: "China is the powerhouse economy of the future. I'm afraid this is a missed opportunity to make a real difference in the reach and impact of the CIPD and the profession in general."
China has tens of thousands of personnel workers in the public sector alone, many of whom are said to be ripe for training, qualifications and guidance. The Organisation for Economic Co-operation and Development forecasted that China's economy would grow by 11.4% this year.
The set-up cost to the CIPD of the deal with the Chinese government is understood to have been about £500,000. This figure was unconfirmed by the institute.
Its annual report revealed that the CIPD's income for 2006-07 was £35.2m, with £29.3m held in reserve to 'cover operating costs'. Outgoing director-general Geoff Armstrong was paid £343,000 last year.
A CIPD spokesman said: "We did look at the possibility of establishing professional standards and qualifications in China, but the proposal was too resource intensive.
"We looked into the resources required against other priorities in the UK and Ireland, and it was not going to work."
If your organisation was offered the chance to boost your reach, your impact and your credibility by forging a deal with a similar organisation in the world's fastest growing economy, wouldn't you just jump at it? Probably. But not if you're the Chartered Institute of Personnel and Development (CIPD).
The institute turned down a golden opportunity to provide official HR qualifications - and thereby define professional standards - in China, because it was apparently "too resource intensive".
Perhaps the CIPD decided it didn't want to break into the £29.3m it has in reserve. However, to many in the profession, this decision looks short-sighted.
It makes any talk about risk-taking, innovation, bravery, and creativity just that - talk.
I agree with the senior HR source that a "progressive institute should be exploring, innovating and reaching out to such opportunities".
Speaking at a Packed Lunch business briefing last week (hosted by RBI Recruitment), the Association of Graduate Recruiters' vice-president Alison Hodgson quoted HR guru Bill Zinke when she said that it was the capability and competence of HR that would create the commercial USP (unique selling proposition) for businesses in the future. She added that HR needed to stop navel-gazing and get on with it.
Perhaps senior HR players can start by challenging the capability, competence - and judgement - of its professional body. Was this decision playing safe, or missing a trick? Justifiable or 'shameful'? You decide.
