ISO/TC 260 N 2 - SNV

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ISO Central Secretariat1, ch. de la Voie-CreuseCase postale 56CH - 1211 Genève 20SwitzerlandTelephone + 41 22 749 01 11Fax + 41 22 733 34 30E-mail central@iso.orgWeb www.iso.orgTS/P 217TO THE ISO MEMBER BODIES2010-10-15ISO/TS/P 217 Human resource managementDear Sir or Madam,Please find attached a proposal for a new field of technical activity on Human resourcemanagement submitted by ANSI (USA).According to subclause 1.5.6 of Part 1 of the ISO/IEC Directives, you are kindly invitedto complete the ballot form (Form 02) which can be downloaded at www.iso.org/forms andsend it (preferably in Word format) to the Secretariat of the ISO Technical ManagementBoard at tmb@iso.org before 15 January 2011.We wish to inform ISO members that comments are expected from the InternationalLabour Organization (ILO) after review of the proposal at the 309 th session of the ILOGoverning Body in November 2010.Yours faithfully,Michael A. SmithSecretary of the Technical Management BoardEncl:TS/P 217STAND TMB/HG/CL
2010-10-13Proposal for new field of ISO work (TS/P)Title:Human resource managementDocument Number ISO TS/P 217Date of circulation 2010-10-15Closing date of voting 2011-01-15ProposerANSI1. The issue(A simple and concise statement describing the business, technological, societal or environmental issue thatthe proposal seeks to address.)The primary employment interest of organizations is to: identify, hire, and maintain talented workers; fosteran environment that motivates employees to deliver their best efforts in pursuit of organizational objectives;and establish resilient and effective procedures that facilitate these aspirations. According to a 2008 surveyof 4,700 executives conducted by the Boston Consulting Group (“BCG”) and the World Federation ofPersonnel Management Associations (“WFPMA”), global organizations need to master their HR processesand while delivering on recruiting and staffing commitments to meet future challenges. (BCG and WFPMA78)Chart 1The formulation and facilitation of workforce management practices that humanely help employees todeliver on organizational commitments to customers has primarily become a function of the humanresources management professionals or those supervisors who independently perform human resourcemanagement activities. A consequence of the growth and diversity of those who operate Human Resources(“HR”) roles has been their tendency toward fomenting proprietary and complicated solutions tomanagement concerns where simplicity and consistency were warranted. Standardization is seen as aremedy to the bureaucratic inefficiencies that emerge from activities where self-conscious risk aversion canoften overwhelm the flexibility needed in the modern marketplace.While the role and duties of HR professionals has become more complex, the need for effective solutions byindustry leaders has also intensified. During a meeting sponsored by the Society for Human Resource1
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ISO/TC 260 N 2 - SNV

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