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Professionalization of HRM in Hong Kong and United Kingdom
Dr. Paul HIGGINS Associate Professor
City University of Hong Kong
This work described in this paper was fully supported by a grant from the ESRC / RGC Joint Research Scheme sponsored by the Research Grants Council of Hong Kong and the Economic & Social Research Council of the United Kingdom (Project
reference no. 9057004 RGC ref ES/J017299/1).
33rd HKIHRM Annual Conference & Exhibition November 26-27, 2013
Hong Kong Convention and Exhibition Centre, Hong Kong
Acknowledgements My research collaborator – Ian Roper and his RA
- Sophie Gamwell
My SRA – Nancy Yang (especially helpful in preparing tables and doing the CIPD and
HKIHRM document analysis/matching
Professionalization of HRM in Hong Kong and United Kingdom
Interviews and on-line survey
assistance:
HKIHRM
Kin Mei, CEO
Francis Mok, President
KT Lai, ex-president
Dave Li, IT Committee Chairman
Lawrence Hung, Member of the Professional
Standard Committee
Interviews and on-line survey
assistance: CIPD
Vanessa Robinson, Head of HR Practice
Development
Marion Craig , Operations Manager Liz Dalton, Online Information Co-ordinator Rodney Chua CIPD, Asia Julia Tybura, Lead Chair for CIPD London
This presentation is about you
Professionalization of HRM in Hong Kong and United Kingdom
“The HR profession”
Which direction is it going? Which direction should it be going?
Profession is a word that gets bounded about a lot
Professionalization of HRM in Hong Kong and United Kingdom
But what about in the specific case of HR?
Professionalization of HRM in Hong Kong and United Kingdom
HRM is an emerging profession
HRM is management profession
Status Profession Institutional pressure
Established Law, medicine, engineering License to practice (coercive)
Regulating entry to occupation
(normative)
Best practice (mimetic)
New Accountancy
Emerging Information Technology
HRM
Managers versus professionals
Professionalization of HRM in Hong Kong and United Kingdom
Independence ethics from organization
Public interest
“Dancing with Business”
The World Federation of Personnel Management Association (WFPMA)
Summarizes the requirements of the HR profession as follows:
1. a distinct body of knowledge; 2. common standards of entry and performance; 3. a requirement for training/certification. 4. an ethical code of conduct; 5. a community with a sense of identity
Source: Tsui, Lai and Wong (2009)
This presentation will explore these requirements through a
comparative analysis of the professionalization of HRM in Hong
Kong and the United Kingdom.
Professionalization of HRM in Hong Kong and United Kingdom
It examines a) the normative (desired) standards of the two major people management institutes in HK and UK and b) the practices of practitioners in relation to them
Why CIPD and HKIHRM?
Major professional people management institute for UK and HK respectively
Provide East and West comparisons
Co-operated for the first time in 2010 to conduct surveys, entitled “Learning and Talent
Development Survey” and “Next Generation HR”.
Signed a Memorandum of Understanding in 2010
Most recent professional standards launch 2009, 2010 respectively
Professionalization of HRM in Hong Kong and United Kingdom
Chartered Institute of Personnel and Development
Hong Kong Institute of Human Resource Management
Presentation structure
Compares standards from both professional institutes
Explores their use in practice at different levels of
membership, position and HR experience.
Adds some additional organizational issues using a
different set of demographic data
Acting as a “critical friend” to the two institutes
Professionalization of HRM in Hong Kong and United Kingdom
Although there are different stakeholder interests
Stakeholder relationships of HR Practitioner
Professionalization of HRM in Hong Kong and United Kingdom
HR practitioner
Employers
Corporate strategy
Academia
Colleagues
Professional institutes
Employees
Professionalization of HRM in Hong Kong and United Kingdom
Domain Relationship Property Image
University Student Educate, graduate
Business Function Strategic partner
Administrative Expert
Employee champion
Change agent
Institute Member Service, discipline,
qualify,
Society Status Public interest
Comparing professional standards documentation
of HKIHRM and CIPD
Professionalization of HRM in Hong Kong and United Kingdom
Chartered Institute of Personnel and Development
Hong Kong Institute of Human Resource Management
Exhibit 1 The CIPD’s professional map (bands and
transitions) Exhibit 2 The career ladder of HKIHRM
Professionalization of HRM in Hong Kong and United Kingdom
At first glance, appear very different
Upon Closer Inspection - Similarities Both sets of standards contain three
main elements.
HKIHRM – 1) knowledge, 2)
capabilities and 3) experience
CIPD – 1) knowledge, 2) activities
and 3) behaviours.
Professionalization of HRM in Hong Kong and United Kingdom
Two broad themes
Professionalization of HRM in Hong Kong and United Kingdom
Knowledge and “behaviours”.
First, the CIPD’s knowledge and activities elements are
broadly equivalent to the HKIHRM’s knowledge (HR
professional areas) component.
Second, the HKIHRM’s capabilities (HR competencies)
and experience (HR roles and responsibilities) elements
are broadly equivalent to the CIPD’s behaviour
component.
Knowledge
HKIHRM Knowledge standard CIPD Knowledge and activities standard
1. HR and Business
HR
Bo
dy o
f Kn
ow
led
ge
1. Insights, Strategy and Solutions Co
re 2. Employment-Related Legislations 2. Leading HR
3. Human Resource Planning 3. Organization Design
Oth
er P
rofe
ssio
nal a
rea
s
4. Sourcing and Staffing 4. Organization Development
5. Reward Management 5. Resource and Talent Planning
6. Performance Management 6. Learning and Development
7. Employee Relations and Employee
Engagement 7. Performance and Reward
8. Industrial Relations and Unions 8. Employee Engagement
9. Learning and Development 9. Employee Relations
10. Corporate Wellness 10. Service, Delivery and Information
11. International HRM
Source: HKIHRM HR body of knowledge Nov 2009, CIPD professional map 2009
Professionalization of HRM in Hong Kong and United Kingdom
Matching Knowledge and Activities, 6 themes
Shared knowledge area HKIHRM knowledge standard CIPD knowledge and activities
1) HR strategy and
business knowledge
1. HR and Business
1. Insights, Strategy and Solutions
2. Leading HR.
3. Organization Design;
4. Organization Development
2) HR planning, sourcing and
staffing
2. Human Resource Planning
3. Sourcing and Staffing
5. Resource and Talent Planning
3) Learning and development 4. Learning and Development 6. Learning and Development
4) Performance and reward
5. Reward Management
6. Performance Management
7. Performance and Reward
5) Employee engagement,
relations and related
legislation
7. Employee Relations and
Employee Engagement
8. Industrial Relations and Unions
9. Employment-Related Legislation
8. Employee Engagement
9. Employee Relations
6) Corporate coordination 10. Corporate Wellness 10. Service, Delivery and Information
7) Others 11. International HRM None
Professionalization of HRM in Hong Kong and United Kingdom
Source: adapted from HKIHRM HR body of knowledge Nov 2009, CIPD professional map 2009
Knowledge
Professionalization of HRM in Hong Kong and United Kingdom
Two biggest elements 1) HR strategy and
business knowledge
2) Employee relations, engagement and related legislation
(HKIHRM professional standards guide, 2010)
Recommendations
International dimension for CIPD
4+2 Model, or five standards or 10 body of knowledge,
HKIHRM
Ensure correct setting of professional (e.g. before or after
managerial)
Professionalization of HRM in Hong Kong and United Kingdom
Behaviours
HKIHRM core standard in HR behaviours CIPD core standard in HR behaviours
Professional Knowledge
Business Partnership
Communication/Influence
Ethics
Customer/User Focus
CA
PA
BIL
ITY
HR
Co
mp
ete
ncy M
od
el
Curious
Decisive Thinker
Skilled Influencer
Personally Credible
Collaborative
Driven to Deliver
Courage to Challenge
Role Model
BE
HA
VIO
UR
S Business Partner
Strategy Implementer
Organisation Development
Designer
Expert Practitioner
Culture and Change Agent
EX
PE
RIE
NC
E
HR
Ro
les a
nd
Resp
on
sib
ilities
Source: HKIHRM HR professional standards model 2010, CIPD professional map 2009
Professionalization of HRM in Hong Kong and United Kingdom
Matching Behaviours, six shared themes Shared
Behaviours
HKIHRM Capability
and Experience
CIPD
Behaviours
Description
(cited from sentences in key descriptor information )
1) Influence
Communication/
Influence
Skilled
Influencer
Decisive thinker
Demonstrates the ability to use information, insights and
knowledge in a structured way to influence and gain the
necessary commitment from stakeholders and to influence the
development and execution of HR strategies.
2) Partnership
and collaboration
Business Partnership
Business Partner
Customer/User Focus
Collaborative
Encourage partnership in decision making, working with
partners with colleagues inside and outside the organization to
provide joint HR solutions or services to users
3)
Professionalism
Professional Knowledge
Expert Practitioner
Personally
Credible
Apply and transform HR professional knowledge into HR
practices through combining commercial and HR expertise
4) Integrity Ethics Role Model Displays integrity and acts with integrity, impartiality and
independence within organization
5) Change Culture and Change
Agent Curious
Future-focused, seeks out evolving and innovative ways to
support change initiatives, open-minded
6)
Implementation Strategy Implementer
Driven to
Deliver
Contributes and implements determination, resourcefulness to
deliver the best results
7) Other
Organisation
Development
Designer
- Supports the development of organizational capability through
high-performing people
- Courage to
Challenge
Shows courage and confidence to speak up skilfully,
challenging others even when confronted with resistance or
unfamiliar circumstances.
Source: adapted from HKIHRM professional standards model 2010, CIPD professional map 2012 Note: HKIHRM behaviours in bold derive from HR experience and in italic from HR capabilities
Professionalization of HRM in Hong Kong and United Kingdom
Initial Summary
Professionalization of HRM in Hong Kong and United Kingdom
Similarities
• So in theory more similarities than differences, but for the purposes of this study these similarities still pitched at a fairly abstract level
Standards
• Need to move more explicitly into the standards themselves, as this is the regulatory/qualifying domain.
Membership
• In turn, this raises the question of membership type which distinguishes the “qualifying criteria” of different levels of professionalism
Membership Matching Member Types HKIHRM CIPD Description
Affiliate Member Yes
Serv
ice
-ba
sed
Yes
Affilia
te
HKIHRM & CIPD: Open to all, no qualification and work
experience is required
Corporate Member Yes No
HKIHRM: Available to companies
Student member Yes
Pro
fessio
na
l-rou
te
Yes
Stu
de
nt
HKIHRM: Studying a full-time HKIHRM recognized course /
HR programs fully endorsed by HKIHRM.
CIPD: enrolling on a CIPD approved qualification program.
Fellow Member
(F.I.H.R.M)
Chartered Fellow
(FCIPD)
Yes Yes
Pro
fessio
na
l
HKIHRM: Supported by convincing practical cases of required
competencies, roles and responsibilities as evidenced
CIPD requires: completion of qualification and depending on
relevant HR or development experience or through
assessment
Professional Member
(M.I.H.R.M)
Chartered Member
(MCIPD)
Yes Yes
HKIHRM: with university degree and selecting either select
Route A or Route B in meeting knowledge, experience and
capability.
CIPD: Study a level 7 Advanced Diploma in HRM or
equivalent or complete an experience assessment
Associate Member Yes Yes HKIHRM & CIPD: Has completed an recognized course/ HR
programs or through experience assessment
Academic Associate
No
Yes Acad
em
ic
mem
be
rsh
ip
CIPD: a professional membership for those working in the HR
academic or research field Academic Member Yes
Academic Fellow Yes
Professionalization of HRM in Hong Kong and United Kingdom
Professionalization of HRM in Hong Kong and United Kingdom
Explore standards in practice (empirical) at different levels of membership, organizational seniority and HR experience.
Knowledge
Behaviour/ experience
How? On-line survey of HKIHRM and CIPD members
- At different levels of membership, seniority, HR experience
- Using questions taken from professional standards documentation of
the two institutes at different membership levels (calibration)
- UK and HK respondents answer questions from both sets of data
Professionalization of HRM in Hong Kong and United Kingdom
Who? Individuals
- Predominantly full-time 82% (UK) 95% (HK)
- Time spent on HR activities 75% (UK) 81% (HK)
- UK 70% (542) female (total 775)
- HK 76% (176) female (total 232)
- UK median age 41-50
- HK median age 31-40
Professionalization of HRM in Hong Kong and United Kingdom
Gender by position
Gender General Specialist Managerial Executive Total
Male 10 (4.2%) 61 (27%) 69 (30.5%) 86 (38%) 226
Female 77 (14.6) 148 (28.1%) 201 (38.2) 100 (19%) 526
Professionalization of HRM in Hong Kong and United Kingdom
UK sample
Gender General Specialist Managerial Executive Total
Male 10 (17. 9%) 7 (12.5%) 22 (39.3%) 17 (30.36%) 56
Female 31 (17.7%) 29 (16.6%) 83 (47.4) 32(18.29%) 175
HK sample
Questions? 1. Membership type
- Professional route membership
2. Position
- Executive
- Managerial
- Specialist practitioner
- Assistant, general
3. Years HR experience
<1 to 20+ banded
Professionalization of HRM in Hong Kong and United Kingdom
Responses for knowledge 1. Membership
- 8 MIHRM standards
- 8 MCIPD standards
2. Position
- Executive
- Managerial
- Specialist practitioner
- Assistant, general
3. Years HR experience
<1 to 20+ banded
Professionalization of HRM in Hong Kong and United Kingdom
MIHRM KNOWLEDGE (8) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
FCIPD 4.60 121-123
MCIPD 4.26 171-174
Graduate
Associate
4.07
3.80
47-50
207-209
Student 3.65 71
Affiliate 3.80 56-58
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
FIHRM 4.71 6
MIHRM 4.27 66-67
Associate 3.59 79-81
Corporate 4.23 18
None 3.51 20-21
MCIPD KNOWLEDGE (8) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
FCIPD 4.37 122-123
MCIPD 4.02 169-173
Graduate
Associate
3.91
3.81
49
205-209
Student 3.80 70-71
Affiliate 3.87 56-58
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
FIHRM 4.42 6
MIHRM 4.09 67
Associate 3.52 79-80
Corporate 4.04 18
None 3.31 21
MIHRM KNOWLEDGE (8) by POSITION
UK Average across 8
knowledge standards
No. of responses
(range)
Executive 4.45 170-171
Managerial 4.11 234-236
Specialist 4.04 189-191
HR Assistant 3.30 77-78
Professionalization of HRM in Hong Kong and United Kingdom
HK Average across 8
knowledge standards
No. of responses
(range)
Executive 4.29 41-43
Managerial 4.14 88-92
Specialist 3.79 32-35
HR Assistant 3.46 37-39
Note all bands considered
MCIPD KNOWLEDGE (8) by POSITION
UK Average across 8
knowledge standards
No. of responses
(range)
Executive 4.31 169-171
Managerial 4.00 234-235
Specialist 3.87 189-190
HR Assistant 3.45 77-78
Professionalization of HRM in Hong Kong and United Kingdom
HK Average across 8
knowledge standards
No. of responses
(range)
Executive 4.17 41-43
Managerial 3.88 88-92
Specialist 3.48 32-35
HR Assistant 3.26 37-39
Note all bands considered
MIHRM KNOWLEDGE (8) by HR EXPERIENCE
UK Average across 8
knowledge standards
No. of responses
(range)
20+ 4.44 229-232
11-20 4.21 196-198
6-10 3.89 141-142
1-5 3.47 96-98
<1 2.38 17
Professionalization of HRM in Hong Kong and United Kingdom
HK Average across 8
knowledge standards
No. of responses
(range)
20+ 4.58 38
11-20 3.96 75-76
6-10 3.72 39-40
1-5 3.39 45-46
<1 3.08 9
Note all bands considered
MCIPD KNOWLEDGE (8) by HR EXPERIENCE
UK Average across 8
knowledge standards
No. of responses
(range)
20+ 4.21 227-231
11-20 4.08 196-197
6-10 3.82 141-142
1-5 3.60 97-98
<1 3.15 16-17
Professionalization of HRM in Hong Kong and United Kingdom
HK Average across 8
knowledge standards
No. of responses
(range)
20+ 4.33 38
11-20 3.84 75
6-10 3.70 40
1-5 3.34 45-46
<1 3.03 9
Note all bands considered
Summary 1) For both CIPD and HKIHRM the higher the membership
the more knowledge
2) For both CIPD and HKIHRM the higher the position the
more knowledge
3) For both CIPD and HKIHRM the more HR experience the
more knowledge
4) Very inexperienced UK practitioners (<1 year) attain
markedly low (2.38) MIHRM level knowledge. Compared to
3.08 for HK (< 1 year) and UK (1-5 years) 3.47
4) Very inexperienced HK practitioners (<1 year) attain
comparatively lower (3.03) MCIPD level knowledge.
Professionalization of HRM in Hong Kong and United Kingdom
Implications 1) Knowledge standards seem to be incredibly robust - all
responses go exactly in the direction expected. It’s almost
a perfect fit.
2) CIPD members tend to score slightly higher on average
than their HKIHRM counterparts BUT this is probably a
function of longer average years experience and their
relatively higher position within organization. Further
analysis can tease this distinction out.
3) Also possible to provide profile of HKIHRM and CIPD
members via factor analysis
4) Very inexperienced HR practitioners should not be
thrust into difficult HR positions.
Professionalization of HRM in Hong Kong and United Kingdom
Responses for behaviour/experience 1. Standards
- 13 CIPD (5 Associate) (5 MCIPD) (3 Challenge)
- 16 MIHRM (5 Technical) (3 Professional) (5 Managerial)
(3 Executive)
2. Position
- Executive
- Managerial
- Specialist practitioner
- Assistant, general
3. Years HR experience
<1 to 20+ banded Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM TECHINICAL (5) by MEMBERSHIP
CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 3.14 62-63
Affiliate 2.72 52-53
Graduate
Associate
2.73
2.79
43-45
192-193
MCIPD 2.27 159-160
FCIPD 2.10 111-115
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 3.33 74
MIHRM 2.51 61-64
FIHRM 1.60 6
Corporate 2.91 18-19
None 3.24 21
HKIHRM PROFESSIONAL (3) by MEMBERSHIP
CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 3.42 62-63
Affiliate 3.36 53
Associate
Graduate
3.45
3.63
194-195
44
MCIPD 3.64 160-161
FCIPD 3.89 113-115
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 3.46 74
MIHRM 4.13 63
FIHRM 4.44 6
Corporate 4.11 19
None 3.56 20-21
CIPD ASSOCIATE (5) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 4.09 61-63
Affiliate 3.73 53
Graduate
Associate
4.10 (2)
3.93
45
194-195
MCIPD 3.84 (3) 161-162
FCIPD 4.04 (1) 114-116
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 3.85 73-74
MIHRM 4.11 63-64
FIHRM 4.13 6
Corporate 4.11 19
None 3.87 20-21
HKIRM MANAGERIAL (3) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 4.14 63
Affiliate 4.06 52-53
Associate
Graduate
4.02
4.21
194-195
45
MCIPD 4.26 161-164
FCIPD 4.50 115-116
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 4.00 74
MIHRM 4.40 64
FIHRM 4.80 6
Corporate 4.37 19
None 3.89 21
CIPD MCIPD (5) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 3.44 62-63
Affiliate 3.58 52-53
Associate 3.51 193-194
Graduate 3.81 44-45
MCIPD 3.94 159-162
FCIPD 4.42 115
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 3.43 73-74
MIHRM 3.99 64
FIHRM 4.53 6
Corporate 4.03 19
None 3.67 21
HKIRM EXECUTIVE (3) by MEMBERSHIP CIPD
members
Average across 8
knowledge standards
No. of responses
(range)
Student 3.44 63
Affiliate 3.85 52-53
Associate 3.56 194-195
Graduate 3.78 44
MCIPD 4.05 160-161
FCIPD 4.44 115
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM
members
Average across 8
knowledge standards
No. of responses
(range)
Associate 3.30 74
MIHRM 4.10 62-63
FIHRM 4.89 6
Corporate 4.09 18-19
None 3.49 20-21
CIPD CHALLENGE (3) by MEMBERSHIP “Can challenge views of..”
CIPD members Senior
managers
Middle
managers
Employees No. range of
responses
Student 4.00 4.22 4.25 63
Affiliate 4.04 4.19 4.32 53
Associate 3.99 4.23 4.26 192-194
Graduate 4.09 4.41 4.48 44
MCIPD 4.48 4.59 4.57 161-162
FCIPD 4.71 4.76 4.70 114-115
Professionalization of HRM in Hong Kong and United Kingdom
HKIHRM members Senior
managers
Middle
managers
Employees No. range of
responses
Associate 3.20 3.43 3.59 72-74
MIHRM 4.07 4.19 4.21 60-62
FIHRM 4.83 4.83 4.83 6
Corporate 4.00 4.26 4.26 19
None 3.00 3.19 3.67 21
SUMMARY/IMPLICATIONS 1. Behaviour/experience standards also seem to be incredibly
robust - all responses go almost exactly in the direction
expected. (similar for position and experience)
2. However, CIPD Associate-level standards a little bit mixed.
Transition from graduate to associate penned for 2014
3. Direction of practices switches at transition from
technical (e.g. assistant high, MIHRM low) to
professional (e.g. MIHRM high, assistant low). Are
more qualified members doing too many “simple tasks”
should more responsibility be given to Associates?
4. HK respondents without professional membership
generally score lower than their peers, especially on
knowledge.
Professionalization of HRM in Hong Kong and United Kingdom
Rank order ideal balance between practice and experience (general HR issues) (UK)
Professionalization of HRM in Hong Kong and United Kingdom
ITEM (top 10 only) 17 total Ideal balance of practical
knowledge and experience
% of total
responses
Consulting and communicating
with staff 516
83.5%
Recruitment and selection 497 79.9%
Staff disciplinary processes 483 78.2%
Performance management 483 77.9%
Staff complaints/grievances 482 77.7%
Delivering training 418 67.9%
Employment law 404 65.3%
Employee Engagement 393 63.9%
Equal opportunities practices 389 62.9%
Organizational restructuring 359 58.1%
Rank order ideal balance between practice and experience (general HR issues) (HK)
Professionalization of HRM in Hong Kong and United Kingdom
ITEM (top 10 only) 17
total
Ideal balance of practical
knowledge and experience
% of total
Recruitment and selection 129 67.9%
Employment law 120 63.2%
Pay and benefits 110 57.9%
Consulting and
communicating with staff 105
55.9%
Staff disciplinary processes 104 55.0%
Performance management 101 53.4%
Redundancy 100 52.4%
Staff complaints/grievances 89 47.1%
Equal opportunities practices 83 43.9%
Employee Engagement 83 43.7%
Rank ”adequate practice but inadequate theoretical knowledge” (UK sample)
Professionalization of HRM in Hong Kong and United Kingdom
ITEM (top 10 only) 17 total Adequate practice
but inadequate
theory
% total % of
those
doing
Pay and benefits 114 18.4% 28.5%
Workforce planning 112 18.2% 28.2%
Employer branding and
reputation as employer 100
6.6% 7.6%
Job (re)design 97 7.4% 8.7%
Organizational restructuring 82 12.5% 25.0%
Employment law 79 9.7% 14.7%
Negotiating with union/staff
representatives 77
15.7% 25.1%
Employee Engagement 67 13.3% 50.0%
Equal opportunities practices 67 10.8% 14.7%
Leadership Development 63 12.8% 16.4%
Rank ”adequate practice but inadequate theoretical knowledge” (HK sample)
Professionalization of HRM in Hong Kong and United Kingdom
ITEM (top 10 only) 17 total Adequate practice
but inadequate
theory
% total % of
those
doing
Consulting and
communicating with staff 43
22.9% 29.1%
Workforce planning 39 20.5% 35.5%
Employee Engagement 38 20.0% 31.4%
Job (re)design 37 19.5% 35.9%
Organizational restructuring 35 18.3% 34.7%
Employer branding and
reputation as employer 34
17.9% 41.5%
Performance management 34 18.0% 25.2%
Employment law 33 17.4% 21.6%
Leadership Development 31 16.3% 30.4%
Staff complaints/grievances 30 15.9% 25.2%
Professionalization of HRM in Hong Kong and United Kingdom
The role and influence of HR operationally and strategically
Who?
Organizations
Organizations Organization Variables UK (CIPD) HK (HKIHRM)
Sector
Public 213 (28%) 38 (17%)
Private 452 (59%) 183 (80%)
Ind. 96 (13%) 7 (3%)
Size
Self emp 101 (13%) 1 (0%)
<20 76 (10%) 22 (10%)
<250 351 (59%) 139 (60%)
>250 296 (40%) 91 (40%)
Status of HR function Distinct function 369 (50%) 106 (47%)
Not distinct 375 (50%) 121 (53%)
Size of HR No one 123 (16%) 12 (5%)
1 136 (18%) 21 (9%)
2-5 171 (23%) 86 (37%)
6-10 67 (9%) 43 (19%)
11+ 254 (34%) 68 (30%)
Form of employee representation (tick all)
TU reps at work 287 (38%) 19 (8%)
TU rec/not pres. 65 (9%) 11 (5%)
Company assoc. 156 (23%) 46 (20%)
None 320 (43%) 169 (74%)
Professionalization of HRM in Hong Kong and United Kingdom
Questions? Role of HR strategic vs. operational
1. Strategic HR functions
2. Operational HR functions
3. Who decides (strategic)
- HR mainly responsible
- Joint
- Senior team
4. Who decides (operational)
- HR mainly responsible
- Operational department
Professionalization of HRM in Hong Kong and United Kingdom
Rank order of the role and influence of HR function strategically (UK respondents) Question Tendency
Total – do not do, don’t know
Job design/employment contracts HR main responsible (304) 545
Equality and diversity policy HR main responsible (304) 526
Work-Life balance policy HR main responsible (274) 504
Consulting or negotiating with union HR main responsible (199) 375
Employee engagement Joint (206) HR (187) 527
Staff planning/Talent management Joint (207) HR (188) 533
Performance Management Joint (209) HR 177) 550
Staff pay grading structure Senior (168) HR (155) Joint (150) 510
Redundancy Joint (230) senior (139) HR (120) 516
Health and safety/risk assessment Devolved to operation (151) joint
(151) HR (126) 520
Change management Joint (224) Senior (156) HR (125) 535
Employer branding and reputation as
employer Senior (205) joint (146) HR (110) 485
Organizational Development Joint (224) Senior (210) HR (66) 544
Outsourcing of in-house activity Senior (181) Joint (134) HR (67) 432
Professionalization of HRM in Hong Kong and United Kingdom
Rank order of the role and influence of HR function strategically (HK respondents) Question Tendency
Total – do not do, don’t know
Job design/employment contracts HR (108) Joint (52) 184
Equality and diversity policy HR (100) Joint (41) 162
Health and safety/risk assessment HR (88) Joint (36) 166
Employee engagement HR (96) joint (57) 180
Staff planning/Talent management HR (89) Joint (65) 174
Performance Management HR (88) Joint (65) 184
Work-Life balance policy HR (85) Joint (49) Senior (9) 156
Staff pay grading structure HR (87) Joint (54) Senior (28) 177
Consulting or negotiating with
union HR (36) Joint (30) 82
Employer branding and reputation
as employer Joint (55) HR (49) 159
Redundancy Joint (78) Senior (43) HR (40) 175
Outsourcing of in-house activity Senior (49) Joint (44) HR (41) 148
Change management Senior (66) Joint (64) HR (26) 166
Organizational Development Senior (81) Joint (68) HR (19) 178
Rank order of the role and influence of HR function operationally (UK respondents)
Question (a) HR has
main responsibility
(b) The operational department has
main responsibility a-b
Monitoring labour turnover and staff
shortages 368 132 236
Staff disciplinary issues 326 210 216
Staff sickness absence 323 210 213
Staff training/induction 374 168 206
Staff complaints/grievances 370 165 205
Recruitment of new staff 356 174 182
Parental leave requests 320 205 115
Training needs analysis 312 211 101
Flexible working requests 313 216 97
Individual pay issues 308 215 93
Promotion/grading 274 245 29
Outsourcing of in-house activity 164 177 -13
Planned use of temporary staff 212 292 -80
Promotion and progression of staff 195 332 -137
Health and safety 188 303 -115
Rank order of the role and influence of HR function operationally (HK respondents)
Question (a) HR has main
responsibility
(b) The operational department has
main responsibility a-b
Staff training/induction 144 33 111
Staff complaints/grievances 138 38 100
Recruitment of new staff 136 42 94
Parental leave requests 124 28 96
Health and safety 125 38 87
Monitoring labour turnover and staff shortages 128 49 79
Training needs analysis 121 48 73
Individual pay issues 127 54 73
Staff sickness absence 122 57 65
Flexible working requests 95 47 48
Promotion/grading 109 70 39
Staff disciplinary issues 106 73 33
Promotion and progression of staff 84 95 -11
Outsourcing of in-house activity 53 73 -20
Planned use of temporary staff 58 118 -60
Professionalization of HRM in Hong Kong and United Kingdom
Most positive and negative issues on HR
Who?
HR Function
Rank order of 13 selected issues of most positive over negative influence (UK respondents)
Question
Positive influence
on HR
Negative
influence on HR Balance
All
response
Technology 353 21 332 560
Employment law 316 44 272 567
Expectations of younger workers 241 63 178 567
The older workforce 200 36 164 569
HR from established countries 161 6 155 513
HR from emerging economies 149 18 131 561
Pensions 197 108 89 569
Migrant workers 143 55 88 566
HR from China 84 21 63 544
Trade unions 132 106 26 572
Government policy on
employment 168 144 24 564
Government policy on welfare
policy or education 145 133 12 564
Effects of the Global Financial
Crisis 83 214 -131 556
Rank order of 13 selected issues of most positive over negative influence (HKrespondents)
Question
Positive
influence on HR
Negative
influence on HR Balance
All
response
Technology 100 5 95 180
Employment law 71 16 55 182
Pensions 57 15 42 180
HR from established countries 43 5 38 159
Expectations of younger workers 53 27 26 182
HR from emerging economies 45 20 25 173
(... specifically China) 47 30 17 171
Government policy on employment 39 33 6 177
The older workforce 31 26 5 182
Government policy on welfare
policy or education 37 35 2 181
Migrant workers 20 27 -7 180
Trade unions 19 51 -32 181
Effects of the Global Financial Crisis 17 92 -75 178
Professionalization of HRM in Hong Kong and United Kingdom
Other views from participants
Who?
Individuals
Theme Example
HR lack of ethics
HR is too often called upon to rubber-stamp poor and ethically
questionable decisions of management. HR cannot properly
be conducted in isolation from management at the most senior
level but sadly, it usually is.
HR falls to stand up to moral and ethical problems
External-Internal
balance
It is incumbent on HR to look at the weather forecast for the
company be it employment law changes, economic climate
changes, internal or external pressures, but HR need to be
looking at all that matters to it's organization and the
organization's industry to really deliver helpfully.
HR leader HR needs to more proactive in measuring and leading the
human contribution to the organization
Independence Sadly I feel that HR does not appear currently to have a
positive image. In my experience too many HR professionals
are unwilling to challenge poor practice and behaviours and
only when this is addressed will HR achieve the respect and
recognition it is capable of recieving.
Professionalization of HRM in Hong Kong and United Kingdom
Theme Example
Language HR should use less jargon and management speak in all its
activities.
Commercial
awareness
Lack of commercial awareness of HR departments. Non reply
to recruitment candidate applications ( appalling bad
marketing)
Dancing with
business
You should ask the participant: to what extent do you think the
boss or other department heads understands or co-operates
with the work project initiated by HR?
Survey style
I believe the survey did not make provision for people currently
unemployed as all the questions asked are directed to people
who are employed.
As a self employed consultant some questions are not relevant
to my organization
Future questions
The questions ask for what does happen, but they do not ask
for what I 'think' HR should and could do to support an
organization
E-HR, talent management
Professionalization of HRM in Hong Kong and United Kingdom
Conclusions 1. In theory two sets of standards fairly similar – knowledge and behaviours
2. Knowledge standards seem to be incredibly robust (membership, position,
experience)
3. Behaviour/experience standards also seem to be robust - almost exactly in
the direction expected.
4. Differences between CIPD and HKIHRM likely function of sample (CIPD older,
higher position and higher membership on average)
5. Direction of practices switches at transition from technical to professional (e.g.
MIHRM high, assistant low). Are more qualified members doing too many
“simple tasks” should more responsibility be given to Associates?
6. HK respondents without professional membership generally score lower than
their peers, especially on knowledge.
7. Technology and employment law most positive influence on balance, effect of
global financial crisis most negative
Professionalization of HRM in Hong Kong and United Kingdom
Recommendations 1. For employers - direction of practices switches at transition from technical to
professional (e.g. MIHRM high, assistant low). Are more qualified members doing too
many “simple tasks” should more responsibility be given to Associates?
2. For employers - very inexperienced HR practitioners should not be thrust into difficult
HR positions.
3. For employers - are more qualified members doing too many “simple tasks” should more
responsibility be given to Associates?
4. For practitioners - HK respondents without professional membership generally score
lower than their peers, especially on knowledge. If you are interested in HR pursue
professional path
5. For CIPD – international HR, clarify Associate and Graduate memberships. Do not
neglect importance of pay and benefits, workforce planning, union negotiation and
organizational restructuring as practice elements with inadequate knowledge
6. For HKIHRM – situate professional domain, clarify no. of standards. Do not neglect, job
redesign, workforce planning, leadership development as practice elements with
inadequate knowledge
Professionalization of HRM in Hong Kong and United Kingdom
For HR 1. Where is the gender balance (female 70% but executive <20%,
compared to 30-40% male)
2. Where is your professional independence?
3. Where is the ethical dimension –
“Dancing with business“ or occasionally “stepping on a few toes”?
Professionalization of HRM in Hong Kong and United Kingdom