Home' HR Monthly : December 2018 Contents 8
ogether with my AHRI colleague, Kim
Schofield, I enjoyed the pleasure last
month of meeting with Singapore’s H R
certification body, the Institute for Hu man
Resource Professionals (IHRP). The Singapore
meeting marked a critical point in our relationship
with a key regional associate.
The IHRP is involved, as we are, in the
development of HR standards and practices.
Under the leadership of chief executive Mayan k
Parekh, the Singapore institute not long ago
signed a reciprocity agreement with the Chartered
Institute of Personnel and Development (CIPD) in
the UK. Following that, last month AHRI agreed
to join the IHRP on its certification journey by
signing a similar agreement.
Dr Schofield has been engaged in discussions
with IHRP for some months and has succeeded
over that time in mapping AHRI’s exacting
postgraduate-level certification standards with
the those of the IHRP, as both bodies have
previously done with the CIPD.
Like Australia, the Singapore H R
institute is facing a business environment
which it recognises as volatile, complex
and ambiguous. It is also coming to terms
with a workforce which is multinational
and ageing, so it understands well the
need for a highly skilled HR capability
that closes the gaps in professional
knowledge, skills and mindsets.
Both AHRI and the CIPD realise
Singapore is at the centre of the Asian
business world, and we are greatly
heartened that its HR institute
understands the importance of HR
standards and practices.
A distinctive feature of IRHP's
certification model is the fact that it
involves three key partners working
together: employers, government
The National Employers Federation
sees HR driving organisation
transformation in unison with
the transforming economy.
From the govern ment
perspective, M inister
Josephine Teo, has a vision
in which “HR is a key that effectively unlocks the
potential of our people and businesses to adapt
Mary Liew is the President of the National
Trades Union Congress. She sees Singapore’s
HR professionals working closely with all three
stakeholders “to safeguard a good industrial
relations climate and find solutions together.”
A central part of the HR capability recognition
between AHRI, CIPD and IHRP, is that mobility
opportunities will open up for members of the
three bodies to take up employment options by
making use of the reciprocity arrangements. In
a globalised business environ ment, enabling a
common professional language and mobility
between nations is becoming an essential attribute
of professional associations.
At the same time as we are working with IHRP
on HR certification, we have an existing long-
term relationship with the Singapore HR Institute
(SHRI) through our common membership
of the Asia Pacific Federation of Hu man
Resource Management (APFHRM).
Where opportunities arise, I remain
keen to work through SHRI’s
Executive Director, Grace Yu, to
further build on that relationship.
I’m happy to give the last
word on this subject to my
friend and colleague at
CIPD, Peter Cheese:
“The HR industry is
going from a ‘control
space’ to one that is
driven more by
rules’. Some of these
a shift in capability.
Some need a
change in mindset.
Many require both.” •••
Lyn Goodear FAHRI GAICD
Chief executive officer
New research published in the
latest edition of Occupational
and Environmental Medicine has
revealed that managers who
receive workplace mental health
training have improved knowledge,
attitudes and self-reported
behaviours when supporting the
wellbeing of their employees.
Led by researchers at the Black
Dog Institute and UNSW Sydney,
the research is the first review and
meta-analysis of its kind.
One study in the review found
that a half-day face-to-face training
program for managers benefits the
mental wellbeing and occupational
outcomes of employees – with a
return on investment of $9.98 for
each dollar spent on training.
While mental health training
was clearly beneficial, the study's
lead author Aimee Gayed says her
team found that further evidence is
required to understand the flow-on
effects for employees as a result of
Most of the studies had a follow-
up period of up to three months, and
this might not be long enough for
managers to have an opportunity to
display their new skills.
Despite this, Gayed says HR
managers should be encouraged
by the outcomes of the review and
should pursue mental health training
for their managers for the good
of the company – as long as that
training has an evidence base.
22/11/18 1:19 pm
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