在University of Liverpool 唸online program, 吃虧的是沒有機會 speaking, 但能提升writing 的能力。
我們除了每星期要交二份500-1000字報告外，還要回三位同學的貼文。
現在正在唸strategic humand resoruce, 沒有牽涉隠私，分享一下我自己和一位加拿大同學的貼文。
第一篇是我的報告，第二篇是加拿大同學對我的回覆，第三篇是我對她的要覆。
就如大陸同學說，大陸有很多人唸online program, 比較之後，他們公認最辛苦的就是University of Liverpool。因為這間學校非常要求高學術標準的論述。
我在前面二個module唸的超辛苦，因為無法call help，自己必須找到方法唸書和找出自己的論述。
經過7個module的寫作訓練，我現在比較有自信分享我們唸書的內容。
以下這篇是我們針對加拿大銀行和加拿大醫療的人力資源計畫和發展的論述。
我們唸的是MBA, 不是專業的科目，必須對許多行業進行分析。
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Dear class,
Technological transformation has changed the modern banking business. Most consumers are accustomed to using debit cards, credit cards, Apple payments, line payments, or transferring money on websites or mobile apps. I am one of RBC's clients who lived in Taiwan. I do not have RBC's financial management experience and use their online banking services. Digital banking is changing customer engagement (Whisbi Marketing, 2017). So how the bank sells investment products without customers entering the bank?
Dave McKay (2018), chief executive of Royal Bank of Canada (RBC), believes that in the modern financial technology era, banks must redefine their business. Banks must redefine the issues they can solve for their customers, create value, and connect with bank brands and chartered financial businesses. Especially in the FinTech digital platform, companies that attach themselves to rich data sources are experiencing the core changes that organizations need to make. Dave believed it could be attributed to human motivation and creative outcomes for a multi-faceted skillset. RBC not only compete with other banks but also compete with non-traditional digital platforms and social media companies to find the best and brightest people in society.
Strategic human resource planning is determined by the stage of social development (Smirnov, 2018). People use a variety of technologies to activate any business activity at different times. The identification of the technology cycle depends on the company's technology development and innovation activities. In order to identify new technological innovations, the direction of social or organizational human resource planning often changes.
There are two parts of strategic human resources in the banking business, one is the strategic human resource planning of technical talents, and the other is the strategic human resources development of financial talents. In traditional banking, strategic human resource planning and development focuses on financial talent. In the era of financial technology, banks need the contribution of technical talent for strategic human resource planning and development for financial talent. To meet the need for digital customers, most banking now focuses on strategic human resource planning and look for more technology talent. Due to the transforming evolution of financial technology, many financial people are afraid of being eliminated. The core principles of strategic human resources development (Short and Bing, 2003; Werner, 2014), including working hard to create a humane workplace, cultivating social responsibility, embracing globalization, and cultivating lifelong learning, those can increase the confidence of financial talent in the finance technical field.
Best regards,
Tracy
Reference
Short, D. C., & Bing, J. W. (Eds.). ( 2003 ). Shaping the future of human resource development. Advances in Developing Human Resources, 5 ( 3 ), 242 – 351.
Smirnov, Vladimir, (2018). Strategic Planning of Human Resource in the technological cycle, Экономика. Налоги. Право, Vol 0, Iss 3, Pp 77-81 (2018)
Werner, J.M. (2014) ‘Human resource development ≠ human resource management: So what is it?’, Human Resource Development Quarterly, 25(2), pp.127-139.
Whisbi Marketing, (2017). How digital banking is changing customer engagement, retrieved from https://www.whisbi.com/blog/how-digital-banking-is-changing-customer-engagement/, [Accessed: 12 Sep 2019]
McKay, Dave and Shanahan, Michael. (2018). RBC’s Dave McKay on Reinventing Banking for the Digital Age, retried from https://www.bcg.com/publications/2018/rbc-dave-mckay-reinventing-banking-digital-age.aspx , [Accessed: 12 Sep 2019]
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Nice post Tracy. Thank you for presenting some background on the forecasted technology and financial talent needs in the banking industry. Determining talent needs is a critical step in the HRM process. HR directors of organizations must consider both internal factors and external factors when forecasting talent (Williams et al, 2008). You mentioned digital banking is changing customer engagement and asked how a bank can sell investment products in the absence of in-person interaction. This is an external factor which impacts business strategy and HR strategy. Organization leadership and HR leadership need to discuss what qualified marketing and sales talent do they have, which talent is suitable for development, or determine whether they need to recruit in order to meet the needs of their customers and promote a competitive advantage. Another external factor to be considered in workforce forecasting is regulatory changes. Lumpur (2014) argues changes to banking regulations forces risk management measures which impacts operations, the development of new products as well as how they engage with clients.
Recently the provincial government here in my area enabled Bill 11: the Fair Registration Practices Act which is a new piece of legislation. The intent is “to help speed up the process the process of newcomers getting their credentials recognized so they can work in the careers they trained for” (Alberta.ca, 2019). It’s valuable legislation for the newcomers and for employers seeking talent to fill positions. Hopefully, we’ll see more qualified talent filling some of the vacancies in our healthcare system and address some of the access to care concerns in the rural areas. On the flip side, the pending regulation and increased reporting requirements to support the legislation is going to mean that our organization and other health profession regulators in the province will need to consider how the added pressure to speed processes up and compliance with the extensive reporting can be achieved within our existing talent or whether we need to bring on additional talent.
I’d be interesting in hearing other examples of how external factors impact workforce planning.
References
Alberta.ca. (2019). Fair Registration Practices Act. [online] Available at: https://www.alberta.ca/fair-registration-practices-act.aspx [Accessed 13 Sep. 2019].
Lumpur, K. (2014). PwC and IBBM study finds that banking trends are reshaping the face of talent in Malaysia. [online] PwC. Available at: https://www.pwc.com/my/en/press/140616-ibbm-talentstudy.html [Accessed 13 Sep. 2019].
Williams, C., Kondra, A., and Vibert, C. (2008). Management. 2nd edn. United States:Nelson Education Ltd.
Dear Jennifer,
Thank you for bringing a serious question about how external factors affect the human resource planning and development of health care plans. I would like to link this question with the view of government human resource planning and share the experience of Taiwan.
I met several new friends in Canada this summer. Some of them said that the immigration policy of Canada had adjusted in recent years, and the major immigrant applications are from India and the Philippines (immigration.ca, 2016). The main reason is the growth of older people in Canada, and the Canadian family needs lot of home support workers from external human resource (emigratecanada, 2019). This problem is not unique to Canada, Taiwan, Denmark (Santos, 2016) and many countries have similar problems. In Taiwan, for the external labor force, the Taiwan government has defined Filipinos who are mainly responsible for factory work, and Indonesians are mainly responsible for the home care of the elderly.
Many demographic and social factors indicate an increase in demand for family support workers now and the coming decades, the government and many institutions must prepare for a long-term strategy. In particular, institutions need to review their strengths and weaknesses of home support workers in four key areas of compensation, education and training, quality assurance and working conditions (Stadnyk et al., 2011). Given that the demand for these family support workers is expected to increase, long-term strategies involving multiple policy areas must be considered, such as health and social care, employment, education and immigration (Stadnyk et al., 2011).
In order to integrate human resource planning and development of various nursing education and training, social worker training, home caregiver training, hospital and health system (Ministry of Health and Welfare, 2018), the Taiwan government has determined "Taiwan Long-Term Care 2.0" Project (Ministry of Health and Welfare, 2019; Fulcoon, 2018). We hope that health care professionals, both domestic and international, will actively participate in the practice, education, and research of long-term care services to ensure that older people and people with disabilities lead a healthier, better life (Wang and Tsay, 2012). Our society has much controversy about the "Long-Term Care 2.0 in Taiwan" project. However, through the joint efforts of central government agencies and representatives of many relevant organizations, we have improved the human resources planning and development of health care at the national and local levels from a national perspective.
Canada relies heavily on external human resources to provide medical services. Canada is gaining a vital part of the global talent pool with "skilled immigration," which helps to increase the competitive advantage of global organizations (Guo and Al Ariss, 2015). Guo and Al Ariss (2015) found some of the challenges faced by skilled immigrants include: (1) language and communication barriers in social and professional contexts; (2) It is not easy to recognize professional certificates such as registration and license in the host country; (3) discrimination, stereotypes, marginalization, lack of support from colleagues and managers. Therefore, If the organization can help immigrants overcome some of these challenges, skilled migrants can play an active role in society.
Best regards,
Tracy
Reference
Fulcoon, Matthew, (2018). Ensuring the Longevity of Long-term Care. https://topics.amcham.com.tw/2018/10/ensuring-the-longevity-of-long-term-care/. [Accessed: 15 Sep 2019]
Guo, Chun and Al Ariss, Akram, (2015), Human resource management of international migrants: current theories and future research. International Journal of Human Resource Management. May2015, Vol. 26 Issue 10, p1287-1297.
immigration.ca (2016). How the Philippines Ranks First For Immigrants to Canada, retrieved from https://www.immigration.ca/fr/philippines-rank-first-immigrants-canada. [Accessed: 15 Sep 2019]
Ministry of Health and Welfare, (2018). 2018 Taiwan Health and Welfare Report, retrieved from http://www.cdway.com.tw/gov/mhw2/book107/book1e/#p=57. Health care : Chapter 3 Medical Manpower [Accessed: 15 Sep 2019]
Ministry of Health and Welfare, (2019). National Ten-year Long-term Care Plan 2.0, retrieved from https://www.mohw.gov.tw/cp-4344-46546-2.html. [Accessed: 15 Sep 2019]
Stadnyk, Robin L.; Keefe, Janice M.; Knight, Lucy; Martin-Matthews, Anne; Légaré, Jacques; (2011). Key issues in human resource planning for home support workers in Canada. Work. 2011, Vol. 40 Issue 1, p21-28.
Santos, Ana P., (2016). In Denmark, au pairs risk abuse in name of "cultural exchange”. retrieved from https://www.reuters.com/article/us-denmark-labour-aupairs-idUSKCN11T1FV. [Accessed: 15 Sep 2019]
Shwn-Feng; (2012), Elderly and long-term care trends and policy in Taiwan: Challenges and opportunities for health care professionals, Kaohsiung Journal of Medical Sciences, Vol 28, Iss 9, Pp 465-469 (2012)
emigratecanada (2019). Immigrate to Canada as a Nurse, How to Immigrate to Canada as a Nurse in 2019, retrieved from http://www.emigratecanada.com/immigrate-to-canada-as-a-nurse/. [Accessed: 15 Sep 2019]
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