Achieving Skill Mobility in the ASEAN Economic Community: Challenges, Opportunity, and Policy Implications

Despite clear aspirations by the Association of Southeast Asian Nations (ASEAN) to create an effective and transparent framework to facilitate movements among skilled professionals within the ASEAN by December 2015, progress has been slow and uneven. This report examines the challenges ASEAN member states face in achieving the goal of greater mobility for the highly skilled, including hurdles in recognizing professional qualifications, opening up access to certain jobs, and a limited willingness by professionals to move due to perceived cultural, language, and socioeconomic differences. The cost of these barriers is staggering and could reduce the region’s competitiveness in the global market. This report launches a multiyear effort by the Asian Development Bank and the Migration Policy Institute to better understand the issues and develop strategies to gradually overcome the problems. It offers a range of policy recommendations that have been discussed among experts in a high-level expert meeting, taking into account best practices locally and across the region

On being part of the solution, not the problem: taking a proportionate approach to managing records

Purpose – This article seeks to provide a perspective on a future pathway for records management that is based on taking a proportionate approach rather than striving for perfection. This approach requires a re-interpretation of traditional principles and their application in practice and recognition of the predominance of people in successful information and records management in the digital domain. Design/methodology/approach – The views are the author's based on the headline findings of a major research project (AC+erm) which investigated issues and practical strategies for accelerating positive change in electronic records management. They incorporate views on contextual developments since the project, in particular the characteristics of today's hybrid and increasingly mobile office environment such as the use of recognition technologies. Findings – The ten headline findings of the AC+erm project are shared. Two strategic findings are highlighted, namely, articulating a vision of successful electronic records management and the approach to applying records management principles in order to realise that vision of success. The article then focuses on two of the other findings, about the need for information and records professionals to adopt proportionate and risk based approaches and to ensure they (the records professionals) are an essential part of the solution not the problem. Post the project, views on these and tactics for addressing them are discussed with reference to real examples and potential future research and development. Research limitations/implications – The research that provides the context for the article was qualitative and therefore its findings transferrable rather than generalisable. The views expressed about tactics for moving forward are intended to contribute to the debate about approaches to managing records in the democratic, digital domain. Practical implications – A proportionate approach to managing records by definition implies a risk-based approach. This may prove challenging in organizational, societal and cultural contexts that are risk averse. Originality/value – The research which underpins this article was the first on the subject to be conducted in the UK and adopted a unique evidence-based approach. Undertaken in the context of the “promise” of electronic document and records management systems, its findings are relevant in the broader systems solutions. They provide a context for this perspective on current and potential tactics for addressing strategic issues for managing records in the digital domain. This provides a significant contribution to knowledge and debate in this field

Adaptation of WASH Services Delivery to Climate Change and Other Sources of Risk and Uncertainty

This report urges WASH sector practitioners to take more seriously the threat of climate change and the consequences it could have on their work. By considering climate change within a risk and uncertainty framework, the field can use the multitude of approaches laid out here to adequately protect itself against a range of direct and indirect impacts. Eleven methods and tools for this specific type of risk management are described, including practical advice on how to implement them successfully

Achieving high performance outcomes through trust in virtual teams

Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members

Delivering ‘Effortless Experience’ Across Borders: Managing Internal Consistency in Professional Service Firms

This article explores how professional service firms manage across borders. When clients require consistent services delivered across multiple locations, especially across borders, then firms need to develop an organization that is sufficiently flexible to be able to support such consistent service delivery. Our discussion is illustrated by the globalization process of law firms. We argue that the globalization of large corporate law firms primarily takes place in terms of investments in the development of protocols, processes and practices that enhance internal consistency such that clients receive an ‘effortless experience’ of the service across multiple locations worldwide. Over the longer term the ability to deliver such effortless experience is dependent upon meaningful integration within and across the firm. Firms that achieve this are building a source of sustainable competitive advantage

Human Resource Professionals as Strategic Leaders — A Behavioral Opportunity for Improving Information Management

Human Resource Management is an often overlooked and underutilized strategic tool that has the potential to shape organizational objectives. Authors Caldwell and Ndalamba attempt to identify when, where, and in what fashion HR sources can be more fully utilized to coordinate and fully develop an entity’s interlinking structure to achieve a successful, common purpose

A Survey on Usage and Diffusion of Project Risk Management Techniques and Software Tools in the Construction Industry

The area of Project Risk Management (PRM) has been extensively researched, and the utilization of various tools and techniques for managing risk in several industries has been sufficiently reported. Formal and systematic PRM practices have been made available for the construction industry. Based on such body of knowledge, this paper tries to find out the global picture of PRM practices and approaches with the help of a survey to look into the usage of PRM techniques and diffusion of software tools, their level of maturity, and their usefulness in the construction sector. Results show that, despite existing techniques and tools, their usage is limited: software tools are used only by a minority of respondents and their cost is one of the largest hurdles in adoption. Finally, the paper provides some important guidelines for future research regarding quantitative risk analysis techniques and suggestions for PRM software tools development and improvemen

Virtual HR Departments: Getting Out of the Middle

In this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research