2010年元月15日下午，来自20多家全球著名公司的中国区、亚太区人力资源总监、副总

裁、国内高校著名教授齐聚一堂，就“人力资源专业标准体系建立及本土人力资源发

展”、建立人力资产标准公会暨人力资源行业公会等议题方向展开座谈。研讨会由协会

人力资源专业委员会执委会主任张臻先生主持。会议开始，张臻先生从五个方面诠释了

目前的社会发展，HR行业的现状，个人发展，企业文化以及客观形势，并提出建立HR行

业标准的可行性。与会嘉宾也纷纷提出各自的看法。以下为与会代表的发言摘要。

第一次筹备会会议纪要

著名会计学、人力资源学和营销学专家，博士生导师，复旦大学 张文贤教授

今天的主题是想建设人

力资产的标准，我本人

欣然同意来学习来参

与。人力资源方面有很

多理论，外商投资企业

讲究国际化，对立面就

是本土化，现在很多招

海归。HR讲规划，但是

规划有时赶不上变化。

很多问题，提拔是到底

是外部招聘还是内部提

拔？招进了女婿气走了

儿子？十大悖论，难点

很 多，不 仅 仅 现 实 问

题，理论也是。 今天这

个主题太好了，我很有

感触。2005年出版了一

本书，筹备人力资源总

监班，是否发证书？开

头同意，但最后提出一

个问题，这个人力资源

总监标准是什么？会计

有会计准则，有国际会

计 准 则，越 来 越 国 际

化。企业里面好多管理

的问题，包括质量ISO认

证。现在讲到企业社会

责任也要讲标准。微软

称雄是因为别人必须按

他的标准。这个平台机

会难得。分享之余更多

的是想从大家那里吸取

营 养。会 计 的 对 象 是

物，而HR的对象是人。

人力资源会计到底是什

么呢？无非是把人力资

源管理过程中的成本等

量化，数字化，书出版

后能更好的和大家分

享。人力资源的成本、

价值怎样计量？几十年

访问了很多企业家，管

理贡献价值应量化，作

为股份参股。这是最好

的激励，取代高工资，

从管理者逐渐成为拥有

者，人 力 资 本 的 资 本

家。观念需转变，企业

才能走上健康道路。国

内的人力资源研究正处

于黄金的发展阶段，在

目前的大背景下，对人

力资源进行跨界研究，

对人力资产进行定量分

析，是国内外的人力资

源领域的发展方向之

一。现阶段将理论和实

践相结合，提出基于国

内各类企业的人力资源

行业标准，正当时机。

主要观点

目前全 球经 济环 境下，跨

国企业HR管理者需要考虑适

合本土操作HR管理的模式，

同时本土HR管理者也要思考

中国的HR管理如何适应全球

化进程。

HR需要建立行业标准，提供

企业HR管理标杆参照，帮助

需要提升HR管理的企业建立

规范的HR管理体系。

HR管理急需评估手段，以便

评估HR管理的投入产出以及

HR管理的效率和价值。

HR行业标准应该是通过专业

性的研讨总结出的规范的HR

管理模式，是任何企业在HR

管理中不可或缺的必须环

节。在 此基 础上 再寻求 适

合不同 行业、不 同企业 的

参照标杆。

浦东新区外商（各

地）投资企业协会

人力资产标准公会（筹） Human Assets Standards Association

本次筹备会主要议题

人力资源管理国际趋势

国内人力资源管理体系和标准现状研

讨

建立人力资源管理专业标准畅想

联合发起人力资产标准公会及其体系

建设的探讨

2010年1月15日 第 1 卷，第 1 期

会计的对象是物，而

HR管理的的对象是

人。人力资源的成

本、价值怎样计量？

怎样量化？HR基本上是艺术，但是我们要科学化，把我们

的价值让CEO，CFO看到。在08金融危机这场大战中，怎样

帮助到企业，自然对公司越来越重要。要有这个胆识，能

力。HR怎样在数字上抓到度，科学化要加强。劳动法实

施，HR怎样扮演自己的角色，带领自己的公司怎样改善，

完善系统，节省开支。如果我们结合了法律、艺术自然会

越来越重要。

HR是管理还是艺术？我在日企多，但对欧美有一定了解。

欧美似乎管理更多是科学。最近更多的讲法，管理也是艺

术，东方的讲法。从这方面讲，HR因为文化上的差异需要

比一般企业管理更讲究配合。管理方面特别是HR管理怎样

的标准？心理学、成长的背景对HR也是很大的影响，不同

背景、不同年龄的员工对HR也有不同的挑战。从管理公司

的角度来说，制定统一标准对于人力资源管理做到有法可

依。

页 2 人力资产标准公会（筹）

富士通PFU计算机董事总经理屠云峰先生（PDI HR执委会副主任）

家乐福中国副总裁孟宜燕女士

讲到标准我很有感触。我比较国内的大学和国外的大学，

我关心他们MBA、EMBA课程的研究。由于自身企业所属地

位和市场背景，有些照搬的案例学生反映没任何意义，使

老师为难。与欧美式管理相比，日式、中式的管理，现在

呼声很高。无论是外企在中国投资还是中国企业国际化，

科学是管理的基础。 多做案例研究对标准制定有帮助。

南京大学商学院EDP EMBA中心常务副主任朱伟正先生

我们公司有两个方面的资质认证和标准，一方面是国际

公认的标准，一方面是客户要求的方面的检测标准。我

们要设计，并且要使其权威化，使其能操作能市场化，

挑战非常大。但是也非常重要，现在有很多人力资源公

司评奖，客观性值得怀疑。HR上面的流程比较关注KPI，

但HR本身怎样add value？标准有两方面：HR本身的运

作；HR对企业的贡献如何衡量。标准应该是流程化中的

共性的东西，不应该是某个公司特性化的步骤。

必维国际检验集团中国区人力资源副总裁姚剑波先生（PDI HR执委会副主任）

08年以后全球经

济在金融危机之

后，产业结构有

较大的调整。在

这过程中间，企

业的发展空间、

步伐、策略可能

都有调整。HR 怎

么 做？，怎 样 适

应 新 的 产 业 结

构？讲到企业内

部战略的调整，

人力资源管理首

当其冲的。

人力资源的标准，对

于整个行业是非常有

意义的和推动作用：

1.我需要知道企业里

面的人力资源投入产

出比，我们需要做HR

的人力资源预算，老

板想知道产出比是多

少？和同行比是高还

是低？如果投入产出比能量化，将会对企

业很有帮助。2.HR的绩效考核。其他部门

也想知道HR的效率是否高？如有这样一个

标准，即可像其他部门及老总证明自己的

工作效率。但是这样的标准要建设工程很

浩大，不同行业、不同地区，标

准都很不一样，也许需要分的很

细。我们要从头走，在这里面设

立一些框架、原则，需要同仁慢

慢添砖加瓦。要企业、社会认

可，还有很长的路要走。但是做

还是很必要的。这样的交流机会

对于我们的业务水平提高是很有

帮助的。HR的艺术化程度很高，

相比饮食业，可以艺术化，也可

以像快餐一般标准化，HR完全也

可以做到。 这种标准，保证品质

的统一，从这个角度上说，标准

化是可行的。

人力资源管理可以细分为很多的不同模块。建议可以按

照职能模块细分方向，HR专业人士可以根据不同的方向

探讨感兴趣的话题。通过这些专业的研讨，规范各公司

的经验，提炼出一套标准，再慢慢将其体制化。

标准有的有法律约束，最好，有些没有。HR是专业性

的，但是缺了很多专业性从业人员的资格认证。很多人

都可以做HR。一定要找一些HR的专业性的东西，来制定

标准，先要有这个标准，然后建立信任度，这个工作具

有挑战性。我们应该着眼拉动行业的积极性，规范HR管

理的程序性。

页 3 第 1 卷，第 1 期

海拉汽车亚太区人力资源总监管莉女士

派克汉尼汾大中华区人力资源总监萧立明先生

中银基金人力资源副总裁刘爱东博士

不管做什么，分解成小目标，我们第一步能做什么？目标

搞清楚。有些企业，大的HR公司用不起，是个问题。我们

是 想 做 贡 献 型 的 东 西 还 是 标 准 的 行 规？

《workforce.com》，《china staff》对我很有帮助。我

们在跨国公司工作的有经验的职业经理人成长起来也要回

馈这个社会。如何帮助国内中小企业人力资源规范化、标

准化应该是HASA公会的重要目标之一。

勃林格殷格翰人力资源副总裁叶文玉女士

美国人力资源管理

学 会（SHRM）着 手

制 定 的 海 外 的 标

准，跨国公司国外

总部的制度、政策

在国内是否适用。

国 内 企 业 要 走 出

去，HR管理怎样和

国际接轨，外企进

来怎样本土化？我

们是不是可以有一

些可参照的标杆？

在著名跨国企业工作的人力资源经理人，可以拿出经验

与大家分享，这样对社会才有帮助。不管公益还是商业

性，前提是协会要生存、发展才能谈到后面的发展。协

会究竟是松散还是其他？我们应先focus在朝着一个目

标走，做些东西出来，再谈将来的发展。

页 4

霍尼韦尔特殊材料亚太区人力资源总监吴剑女士

我是国家人力资源管理鉴定师的评审员。但是这个证书

报考的人几乎没有外企的。报考的人只是想找一块进入

HR行业的敲门砖。我的想法是我们现在谈什么是标准的

东西很难，但是在座现在有很高的热情把自己企业内部

好的方法借鉴出来。开头可能先帮别人做一些简单的东

西，把协会的权威和威信先树立起来。

特灵空调中国区人力资源总监张秀川先生

我理解为做一个人力资产标准这个愿望的前景非常好，

但是很艰难。现在我们每年的预算需要知道投入和产出

比，目前的操作方式都是我个人来寻找数据支持，如果

部门经理对HR信任度高的还容易接受，如果部门经理不

太理解HR工作的，就很难说服他们。我们很需要行业的

标准来帮助企业决策。

华腾软件系统人力资源总监李伟颐女士

最主要的目的是帮助在中国的企业怎样帮助他们提升自

己的HR的能力，提升中国企业的竞争力。怎样把自己的

经历带到市场，带给后辈。大方向蛮不错，但是流程上

还是要把目的弄清楚。

纳尔科大中华区人力资源总监陈正洁先生

人力资产标准公会（筹）

目前实践中，HR

管理的效果缺乏

评估工具。如果

我们不去量化管

理，公司如何评

估组织中最珍贵

的资产-人呢？

HR应该通过标准

化和量化，将效

果展示出来。

页 5 第 1 卷，第 1 期

HASA公会应该是

一 个 HR 同 业 公

会，是每个HR的

组织，每个人都

有发言权。通过

不 断 的 专 业 探

讨，提炼出HR实

践 中 共 性 的 做

法，是制订标准

的基础和前提。

一个需要几百个人共同参与创立的协会，要想定下一个目

标、标准，很有挑战。HR标准化的东西很有难度。很多

Process性的东西最后一定要让人获利。没有一个流程一

定是完美的，要在学术探讨的过程中完善。

恩智浦资深人力资源总监易健柔女士

科学是基础，艺术是我们操作出来的一个表现方式。中国

式管理，日本式，美国式HR上面文化等等差别很大。财务

有国际化的标准。美国现在提出要搞HR标准了，这个信号

非常重要。这是方向性的东西，如果搞出标准来，市场将

非常大。我们食品行业甚至有动物福利，证明管理是可以

量化、标准化的。只有这些标准和业务经营有关了，老板

才关心，因为如果不实行这些标准，就失去了竞争力甚至

市场准入。没有人买了。

荷美尔中国区人力资源经理黄刚华先生 （PDI HR执委会副主任）

我的建议是把协会的objective定清楚，关系到以后是否加

入？志同道合的人一起做一件有意义的事情。如果不清楚

目标的话，其他很多东西都很难谈下去。更少的人有一个

Core Group，有志者加入，将更加有效率。

玛莎百货中国区人力资源总监杨光女士

中国市场上这样类似的协会很多，HASA公会作为一个政府

支持的专业组织，我们有很好的专业背景。无论来自大学

院校的权威专家学者还是企业界经验丰富的HR专业人士。

那么，我们用什么作为自己的特色？没有特色无法生存，

我们要考虑我们的组织应该在哪方面具有特色？

博斯格中国区人力资源副总裁余伟先生

由于时间关系，研讨会在16：40分结束，部分嘉宾在会后聚在一起，继续热议相关话题。本次会议是人力资产标准公会（筹）第一次筹备会，与会20多位嘉宾一致肯定了浦东外商（各地）协会人力资源专业委员会提供的这个专业交流平台，并愿意在本次会议的基础上，继续探讨行业专业标准的可行性，同时大家也认识到这件事的艰巨性和复杂性。会议约定，在春节过后将继续与广大HR专业人士、企业高管以及学界专家开展一系列的筹备会及专业性研讨会，并逐步将话题集中在HR专业性研讨上来。

后续进展

浦东新区外商（各地）投

资企业协会

人力资源专业委员会执委会 中国上海东方路135号1007室

电话: 86-21-51308587 传真: 86-21-51308586 电子邮件: PDI-HRC@gmail.com

http://www.pdi.org.cn

著名会计学、人力资源

学及营销学专家、博士

生导师

复旦大学

南京大学商学院EDP

EMBA中心

朱伟正常务副主任

勃林格殷格翰人力资源

副总裁

叶文玉女士

富士通PFU计算机董

事总经理 浦东外商

（各地）投资企业协

会HR执委会副主任

屠云峰先生

博达学院执行院长

张格先生

必维国际检验集团人力

资源副总裁 浦东外商

（各地）投资企业协会

HR执委会副主任

姚剑波先生

玛莎百货人力资源总监

杨光女士

花旗软件副总裁 浦东外

商（各地）投资企业协

会HR执委会副主任

张彤女士

中银基金人力资源副总

裁

刘爱东博士

重机中国副总经理

严俊德先生

荷美尔中国区人力资源经理 浦东外商（各地）投资企业协会HR执委会副主任

黄刚华先生

富士通中国管理部部长

严振雄先生

华腾软件人力资源总监

李伟颐女士

Nalco大中华区人力资源

总监

陈正洁先生

浦东外商（各地）投资

企业协会HR执委会主任

张臻先生

百安居中国人力资源总

监

朱忆蒙女士

恩智浦资深人力资源总

监

易健柔女士

博斯格钢铁中国人力资

源副总裁

余伟先生

家乐福中国副总裁

孟宜燕女士

特灵空调系统中国区人

力资源总监

张秀川先生

中村精密金属管理部部

长

张卫红女士

霍尼韦尔特殊材料亚太

区人力资源总监

吴剑女士

海拉汽车亚太区人力资

源总监

管莉女士

派克汉尼汾大中华区人

力资源总监

萧立明先生

西华德HR研究院大中

华区市场及公共关系总

监 浦东外商（各地）投

资企业协会HR执委会

副主任

李洪先生

浦东外商（各地）投资

企业协会副秘书长

张胜利先生

浦东外商（各地）投资

企业协会高级顾问

李汉平先生

参加人力资产标准公会第一次筹备会议的与会人员

（排名不分先后）

On January 15th, 2010, HR Directors and VPs of China or Asia Pacific region from over 20 world-famous corporations gathered together with authoritative experts from reputable institutions to discuss about the topics such as the con-struction of HR standards and systems, the development of local Human Resource Management, the founding of Human Assets Standards Association (HASA), and etc.. The conference was held by Mr. Kevin S. Cheung, the Direc-tor General of Executive Committee, Human Resources Commission of PDI. The conference started with a brief speech from Kevin, who elaborated the development of current society, the situation of HR industry, personal develop-ment for HR professionals, organizational culture and economic environment. Kevin also suggested the feasibility of establishing HR Industry Standards. The attendees offered their opinions one after another. The following are main cited speeches from participants.

Meeting Minutes for Preparatory Session 1

Ph. D. Advisor, Professor Wen-Xian Zhang, authoritative expert in Accounting, HRM and Marketing from Fu Dan University:

The theme today is to estab-lish the standards of Human Assets. I personally more than happy to be here to learn and participate. As we know, there are lots of theo-ries in Human Resource Management. The foreign invested enterprises are look-ing for internationalization, the opposite side is localiza-tion. Therefore more and more enterprises are recruit-ing overseas returnees. HRM is better to be well planned, however, sometimes the changes come sooner than plans. There are also lots of issues in HRM, should we promote the people inside the company or recruit from outside? Could we possibly ruin the team if we recruit an outsider? There are 10 para-doxes, not only in real-life problems, but also in theo-

ries. The theme today is great, the problem always concerns me. I published a book in 2005 regarding that. I ever arranged a course for HR Directors, should we issue certificates? The Minis-try of Education had agreed to issue certificates at first, but they raised a good ques-tion soon: what is the stan-dard of a HR Director? For example, Accounting has standards, and even Interna-tional Accounting Standards (IAS), which is more and more internationalization. Organizational management has a lot of standards now, such as ISO certification for quality system and etc. even Corporate Social Responsi-bility has standards now. Microsoft is NO.1 because everyone else needs to fol-low their standard. This plat-form is offering a lot, I actu-ally come here to learn more than sharing. Accounting studies object, but HRM has to investigate people. What is Human Resource Account-ing? It is to quantify the cost during the process of Human Resource Management, which will be elaborated more in my new book. How to calculate the cost and value of HRM? I have vis-

ited loads of entrepreneurs in the past decades. Most of them agreed that the value of management contribution should be quantified, then transfer to company’s share. That is the better incentive scheme rather than high pay. Managers or supervisors then become owners. The capi-talization of human assets should change the concept to move the enterprise to a healthy track. HRM is in the golden period to grow. To research HRM cross differ-ent areas and to investigate on how to quantify the hu-man assets is the direction of HRM development both in China and in the world. Cur-rently, I believe it is just about time to combine the theories and practices to-gether to form the standards for HR industry that suit the enterprises in China.

Main Points

Under the special global economic environment, HR managers in multina-tionals should consider HR models that fit local business operations, while HR managers in local companies have to think about how Chinese HR management should adapt globaliza-tion.

HR needs common standards throughout industries, in order to provide benchmark reference for HR management in business and help companies that need improve HR management to set up formal HRM systems.

HR management demands ways to evaluate, so as to assess the ROI, effectiveness and value of HR man-agement.

The management standards should be the common model of HR management summarized through professional discussion, which are the indispensa-ble segments of HR management in any organization. Based on that, benchmarks of different industries and companies can be generated.

Pudong New Area Association of Enterprises with Foreign (Domestic) Investment

Human Assets Standards Association (Preparatory)

Agenda for This Session

Discussion on international trends of Human Resources Management;

Present situation of local HR system & stan-dards;

Feasibility of local HR standards setup;

Construction & advice on founding Human Assets Standards Association & systems.

January 15th, 2010 N0.1, Volume 1

Accounting is facing object, but HRM is facing people. How to quantify the cost and value of Human Resource Management?

How to quantify HRM? To me HR is basically art, but we need to make it scientific, hence our value could be seen by CEO and CFO. During the financial war in 2008, how HRM help an enterprise seems more and more significant. We must have the guts and ability. How to numeralize HRM depends on how we can make HR manage-ment more scientific. With the Labour Law taking effect, we have to think about how to perform our role and lead the company improving systems and saving costs? If we can combine laws and art, we should be more and more significant to our company.

HRM is management or Art? I have been working in Japanese compa-nies for many years, but have some knowledge of Euro-Americas companies as well. For western companies, management seems more like science. However, opinions that also regards management as art is becoming more popular these days. That is also the oriental way of management. From that perspective, HRM requires more cooperation than other management due to culture differences. What’s the standard of management, especially Human Resource Management? Psychol-ogy and the growing background influence HR management as well. To manage a group of staff with different background and ages is also such a big challenge for HR managers. From the management point of view, to establish formal standards for HRM is definitely needed.

Page 2 Human Assets Standards Association (Preparatory)

Mr. Phil Tu (Yun-Feng Tu), Managing Director from Fujitsu PFU Computer (Vice Director-General of PDI HR Commission)

Ms. Joanna Meng (Yi-Yan Meng) VP from Carrefour China

Speaking of standard, I have a lot to say. I constantly compare the Universities in China to those in the world. I’m interested in their research in MBA or EMBA programs. Because of diversities of posi-tion and markets of companies, some students indicate some case studies are meaningless and make professors embarrassed. Compar-ing with western management styles, Chinese or Japanese manage-ment is being more and more emphasized. No matter for foreign capital to invest in China or for China companies to move outside, science is the basis of management. Do more case studies would be very helpful for designing HR standards in the future.

Mr. Wei-Zheng Zhu, Director General of EDP, EMBA from Business School of Nanjing University

There are 2 types qualification certification and standards in our company, one is internationally recognised standards and the other is the standards customized to meet clients’ requirements. So the task today, to design the standards and make it workable and recognized by market, is a huge challenge, though it is really important too. Now there are many awards designed by HR service vendors, but the objectivity is a big question mark. Key Performance Indicator is usually most concerned in the process of HR management. However, how to add value to HRM itself? The standards should be divided into two aspects: the operation standards of HR management and the measurement of the contribution that HRM make to the company. The standards should be established based on the common process

and characters, but not for a particular company.

Mr. Jeremy Yao (Jian-Bo Yao), VP of HR from Bureau Veritas China (Vice Director General, PDI-HR Commission)

After the financial tsu-nami in 2008, the structure of industries have being adjusted in a global range. In this process, the room, pace and strategies for many company’s develop-ment have been ad-justed as well. What HR should do to cope with the new trends of global economy? In terms of strategy re-engineering, HR management should be the critical factor.

Establishing Standards for HR industry is very much meaningful and will surely expedite the pro-gress of HR management in all industries: 1. HR manager need to know the ROI ratio of staff. When we budget for HR man-agement, the boss also wants to know the ROI. How does the ratio like

compared with others in the trade? It should be great if the ROI could be quantified. 2. Perform-ance evaluation of HR. Other departments are always interested in the efficiency of HR Depart-ment. If we have such industry standards, we will be able to prove our efficiency and present to other departments as well as our boss. However, there are tremendous works to do before such

standards are eventually created. Differ-ent trades and different areas would require different benchmarks, possibly could be very specific. We should start from the very beginning, maybe from setting up some frames and principles, and then have all professionals help to build them up together. There’s a long way before the enterprises and the soci-ety would recognize it, but it is more than necessary to continue. Such com-munication opportunities will be very much beneficial to improving our pro-fessionalism. HRM is something of art. Just take a look at food and beverage industry, it can be a type of art while it can also be a type of standard, like fast food. HRM can absolutely done in that way. The standards can help HRM to assure quality of HR management. From that angel, to standardize is feasible.

HR management can be categorized into several functions. I propose we may involve HR professionals to discuss about topics of each function first. Through those discussions, we may consolidate the experiences from different corporations first; then refine the stan-dards and make it systemized.

Some standards are established under aw, some are not. HRM is pretty expertise, but the industry is lack of certification for qualifica-tion. Many unqualified people com to the job. We definitely need to find some HRM expertise to set up the standards first; though to build credibility is a lot harder. We should bring and motivate people in HR industry together to do that and formalize the process of HR management.

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Ms. Priscilla Guan (Li Guan), HR Director Asia Pacific from Hella

Mr. Roberto Siu (Li-Ming Xiao), HR Director from Parker-Hannifin Greater China

Dr. Ai-Dong Liu, HR VP from Bank of China Investment Management

No matter what we do, we should divide the target into small tasks. What can we do first? We should make our target clear and reachable. Some enterprises can not afford to hire big HR service vendors. That is a real problem that they are confronting. What we do is purely con-tributing or establishing standards for HR industry? Workforce.com and “China Staff” have helped me a lot. It is time for experienced mangers in multinationals to repay to the society. I think one of the main targets of HASA should be helping the local SMEs to set up standardized HRM systems.

Ms. Marlene Ye (Wen-Yu Ye), HR VP from Boehringer-Ingelheim

Society of HR Management

in US (SHRM) has started to design the inter-national HR standards. Along with the guidelines and policies from overseas headquarters in multination-als, are that criteria applica-ble in China or AP region? For local companies, they want to expand their busi-ness to outside of China. Are the philosophies and approaches match the inter-national practices? For foreign companies, are they able to localize the over-seas methodologies to fit local operations? Can we have some benchmarks to refer to?

The HR managers that work in world-famous multinationals should share experience with others. In that way, our role is benefi-cial to the society. No matter the Association will be commonweal or commercial, it needs to survive first before we talk about con-tinuous improvement. How shall we operate HASA? It will be a loose team or some types of others? We’d better focus on one di-rection and achieve to something, then we could move on to dis-cuss about future development.

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Ms. Lily Wu (Jian Wu), HR Director Asia Pacific from Honeywell Specialty Materials

I am the rater of National Human Resources Administrator Certifi-cate. There’s almost no applicant from FIEs. Candidates regard the test more as a stepping-stone. I think it is difficult for us to deter-mine what standard is at this moment. However, the participants here today are all happy to share their good practices in their compa-nies. We should start with helping someone else with some simple stuff, and build authority and credibility of the association gradually.

Mr. Chevy Chang (Xiu-Chuan Zhang), HR Director from Trane Air Conditioning

I understand that it is promising to set up Human Assets Standards, but really a challenging assignment to do so. I’m also facing the problem that I need to know ROI when formulating budget every year. Right now I have to search for data all by myself to support my point of view. If HR manager has good relationship with line manag-ers, that data could be accepted. However, if they don’t quite under-stand HR, it could be very difficult to convince them. We surely need benchmark of the whole industry to support business decisions.

Ms. Lily Li (Wei-Yi Li), HR Director from Hua Teng Software Systems

The main aim of the Association should be helping local enterprises to improve their ability of HRM, improving the competitiveness of local enterprises and sharing experiences to the younger generation. The big picture is good, and we just need to be sure about our target and aim first.

Mr. Borren Chen (Zheng-Jie Chen), HR Director Greater China from Nalco

Human Assets Standards Association (Preparatory)

There’s no much tools in practice to evaluate the effec-tiveness of HR man-agement. If we don’t quantify HR, how should CEO assess the most valuable assets- Human? HR should present the ROI through stan-dardization and quantification.

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HASA association should be an organization of all HR professionals. It belongs to every HR incumbent. Everyone in the organization should have rights to speak. Through continuous research & discussion, common rules or process of HR practices will then be extracted. That should be the premise of basis of formulating standards of HR management

It is very challenging to set up a target and standards for an Associa-tion with hundreds of founders. Standardisation must face lots of diffi-culties, but the processes must benefit a lot. No process is perfect, but we could modify it during the process.

Ms. Marcelle Yih (Jian-Rou Yih), Senior HR Director from NXP

Science is basis, while arts is the way we operate. No matter Chinese management or Japanese or American, they have identical difference from perspective of culture. Finance has international standards. Now that US demonstrate HR standards should be formulated, that should be a significant signal. That is something of strategic direction. Once the standards are created, there’ll be tremendous market needs. In our food industry, there even exist animal benefits, which proves that management can be quantified and standardized. Only those stan-dards are closely related with business operation, managers would care, because if they don’t comply to those standards, they will lose competitiveness or even market entry. There could be nobody to buy

the products.

Mr. Frank Huang (Gang-Hua Huang), HR Manager China from Hormel Vice Director General, PDI-HR Commission)

My suggestion is to determine the objective of HASA first. With that, we can see who would join and who wouldn’t. It makes sense to have people sharing common mission work together. If the objective is not clear, it is hard to continue. We should have a core group consisting of fewer people. Those who are interested in HASA should join and make the team more effective.

Ms. Sunny Yang (Guang Yang), Head of HR China from Marks & Spencer

There’re a lot of associations like this in Chinese market. As an official professional organization launched by government, HASA have out-standing expertise resources, e.g. authoritative experts from famous institutions and seasoned HR professionals from front-line practice. So, what should be our particular features? We can’t survive if we don’t have any specialization. We should consider what we should

specialize in for our organization.

Mr. Maxwell Yu (Wei Yu), HR VP from Bluescope Steel

Concerning of time limit, the conference ended at 16:30. Participants gathered after the meeting, continue discus-sion. This is preparatory session 1 of Human Assets Standards Association (HASA). More than 20 attendees joined and all appreciate this professional communication platform offered by Human Resource Commission, PDI. The participants are interested in further discussion on the feasibility of establishing professional standards of HR industry with agreement derived from this session. Meanwhile, they also realized the complication and chal-lenges ahead. It was stipulated that other preparatory or professional sessions will be held with more HR profes-sionals, senior corporate executives and academic experts involved after Spring Festival. The subjects will be concentrated on HR professional researches gradually.

More is coming...

Pudong New Area Association of Enterprises with Foreign (Domestic) Investment

Executive Board of HR Commission Rm. 1007, No. 135, Dong Fang Rd. China

Tel: 86-21-51308587 Fax: 86-21-51308586 Email: PDI-HRC@gmail.com

http://www.pdi.org.cn

Prof. Wen-Xian Zhang Ph.D. Advisor, Expert in Finance, HR & Marketing, Fu Dan University

Mr. Wei-Zheng Zhu Director General EDP EMBA, Business school, Nanjing University

Ms. Marlene Ye HR VP, Boehringer-Ingelheim

Mr. Phil Tu Managing Director, Fujitsu PFU, Vice Director General of PDI HR Commission

Mr. George Zhang Executive President Bo Da College

Mr. Jeremy Yao HR VP China, Bureau Veritas, Vice Director General of PDI HR Commis-sion

Ms. Sunny Yang Head of HR China, Marks & Spencer

Ms. Jenny Zhang VP, Citi Software, Vice Director General of PDI HR Commission

Dr. Ai-Dong Liu HR VP, Bank of China Investment Management

Mr. Jun-De Yan Deputy General Manager, Juki China

Mr. Frank Huang HR Manager China, Hormel, Vice Director General of PDI HR Commission

Mr. Zhen-Xiong Yan Director of Corporate Affairs, Fujitsu China

Ms. Lily Li HR Director, Hua Teng Software Systems

Mr. Borren Chen HR Director Greater China, Nalco

Mr. Kevin Cheung Director General, PDI-HR Commission

Ms. Yvonne Zhu HR Director China, B&Q

Ms. Marcelle Yih Senior HR Director, NXP

Mr. Maxwell Yu HR VP China, Bluescope Steel

Ms. Joanna Meng VP & HR Director China, Carrefour

Mr. Chevy Chang HR Director China, Trane Air Conditioning

Ms. Wei-Hong Zhang Director of Corporate Affairs, Nakamura Metal

Ms. Lily Wu HR Director Asia Pacific, Honeywell Specialty Materials

Ms. Priscilla Guan HR Director Asia Pacific, Hella

Mr. Roberto Siu HR Director Greater China, Parker Hannifin

Mr. Howell Lee Marketing & PR Director Greater China, C.HOWARD HR Institute & Academy, Vice Director General of PDI HR Commission

Mr. Sheng-Li Zhang Vice Secretary General, PDI

Mr. Han-Ping Li Senior Advisor, PDI

Participants for preparatory session 1 of Human Assets Standards Association (Listed in no particular order)