STRATEGIC BUSINESS PLAN

ISO/TC 260
Human Resource Management 2018/19 (3rd edition)

EXECUTIVE SUMMARY

Disruptions to the post-War consensus on international rules, business/ trade conventions,

development models and political ascendance of the liberal democracy have forced
organisations to re-examine where they can continue to create value. Not surprisingly, the
management of the workforce is an area of focus.

Notwithstanding increasing automation and advances in machine learning, an organization’s

workforce (both employed and contingent) remain a significant input factor and source of
value in any modern organization.

The professional and ethical management of the workforce, together with the appropriate
integration of technologies, is central to the HRM function. The International Organization
for Standardization (ISO) formed a Technical Committee (TC) 260 in 2011 to assist
organizations to recruit, retain, develop and engage their workforce via guiding standards in
HRM for sustainable value creation for relevant internal and external stakeholders, and
continued organizational success.

The core benefit of applying ISO/TC260 is the improvement of workforce effectiveness.

Improved workforce productivity, satisfaction, engagement and focus are also anticipated as
a direct consequence of applying these standards. Organizations choosing to adopt these
Standards will have an opportunity to learn and adopt new skills in the management of their
workforce. Regardless of whether there is a dedicated HR function, adopters of any size or
maturity can also enhance their knowledge, skills and measurement of organizational
performance through the introduction and review of these HRM standards.

TC260 standards focus on current and anticipated issues in people management. This
Strategic Business Plan (SBP) highlights the impact of evidence-based HRM practices on
organizations.

The SBP has identified key stakeholders, liaisons and countries/ geographical regions for
inclusion in the work of ISO/TC 260.

The priorities for ISO/TC 260 include effective coordination of the work under development,
indicate potential new work areas, building awareness of the standards already published
or in development and engaging more countries, regions and communities to the growing
number of standards in HRM. This SBP, which provides an overarching framework for the
HRM standards, will be reviewed annually at the plenary.

July 2018
1 INTRODUCTION

The International Organization for Standardization (ISO) formed Technical Committee (TC)
260 in 2011 to support organizations in the professional management of their workforce.
These HRM standards offer broad, evidence-based guidance to individuals with people
management responsibilities, whether formally or informally assigned, in organizations for
the benefit of both internal and external stakeholders.

These Standards, based on inputs from HR experts globally, are designed to provide
guidance on key HR functions in support of its workforce and its management, and
sustainable organizational performance.

1.1 Main Objectives and Priorities of ISO/TC 260

The TC is focused on the following tasks:

• Ensuring wide market relevance of its HRM standards.
• Facilitating international business.
• Providing guidance on professional standards of practice.
• Facilitating measurement, comparability and consistency of HR practices with the
ultimate aim of transparent benchmarking.
• Improving internal processes.
• Enabling organizations to better achieve optimal organizational outcomes with
improved management of human capital

2 BUSINESS ENVIRONMENT OF THE ISO/TC

2.1 Description of the Business Environment and Stakeholders

The practice of human resource management is a recognized business function, whether

formally or informally assigned within organizations, large or small. Regardless of whether
they have a dedicated HR function, all organizations at some point or another will require
HR’s myriad of functions—recruitment, management, deployment, regulatory compliance,
employee health, well-being and safety, among others.

In order to add value to an organization, human resource management practices must be

able to support and enable the execution of strategy through building organizational
capability. This comes from a clear and thoughtful understanding of an organization’s
strategy and the capabilities within the workforce. This appreciation may be augmented by
technology and the insights data bring but ultimately has to be delivered by people and the
value this brings cannot be under-estimated.

In a 2010 study commissioned by IBM, based on conversations with more than 700 chief
human resource officers (CHROs) worldwide, many organizations were seen to lack the
infrastructure to make fact-based decisions about workforce allocation (see Figure 1 below).
“With a lack of insight into what skills and capabilities the organization has at its disposal at

July 2018
any given time, models that help to evaluate potential talent shortages, and resources that
can monitor talent supply and demand, many organizations are placing themselves at risk
for making poor decisions and reacting to market changes after their competition” (IBM
Global Business Services, 2010, p. 36). As stated by Christian Archambeau, then principal
director of human resources at the European Patent Office, “knowing what skills and
capability you have in your workforce and employing a common skills taxonomy allows you
to move people around and create flexibility and agility” (IBM Global Business Services,
2010, p. 37). Global HRM standards provide an approach for establishing the infrastructure
needed to create this taxonomy.

The standards developed in TC260 are not designed to replace the HR team but to provide
principles and evidence-based guidance for organizations to examine their current capability
against goals and to redesign and improve practices to benefit the workforce, their
customers and other stakeholders so that the organization can respond to the opportunities
and challenges presented in an ever-changing environment.

Global Talent Supply Chain Needs

Forecasting models that link demand for products and services to labor
requirements
Analysts that evaluate talent supply and demand issues on an ongoing
basis
Analytics that highlight the quality and availability of specific skills

Common skills taxonomy

Reskilling individuals based on business priorities

Internal labor markets that increase the visibility of job opportunities

Move people across geographies

Move people across business units and divisions

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 1. Global Talent Supply Chain Needs (IBM 2010)

A WPFMA/BCG (2012) study found that select HRM practices had a measurable impact on
revenue growth and profit margin (see Figure 2).

July 2018
 Figure 2. Economic Influence of HR Practices

As the nature of work itself is further transformed by technologies like Artificial Intelligence
(see e.g. Brynjolfsson & McAfee, 2015) and next generation ICT (e.g. Internet of Things;
virtual reality, etc.) the practice of people management will also evolve. Given the
challenges, workforce planning (a standard already published by this TC), and the upcoming
standards on knowledge management and human capital reporting will be increasingly
important to ensure the optimal application of human capital and technology to maintain
competitive advantage in a globalized economy. These also increase transparency to and
confidence of the organization’s stakeholders.

The practice of HRM within these complexities is increasingly in the spotlight. The tensions
of deriving increasing value from existing workforces, the relentless battle against skills and
knowledge obsolescence, the globalization of the labor market, technological
disintermediation and the fluidity of talent flows will require greater skill and accountability
from those in HRM. The requirement for “evidence-based management” (Pfeffer & Sutton,
2006) appears to be gathering momentum (Gifford, 2016). HRM will need to demonstrate
that its measures, systems or policies in people management correlate positively with
measures of profitability, efficiency, effectiveness and value creation for the organization
and society as a whole.

July 2018
To that end, the potential stakeholders with an interest in pursuing HRM standards include
the following groups:
1. Organizations e.g. non-profits
2. Government and governance agencies (public agencies providing health care; social
benefits; retraining; regulations; credit rating agencies etc.)
3. Associations e.g. Trade Unions; Employer Associations
4. Communities of professionals e.g. HRM; L&D; consultants; researchers; investors etc.
5. Individuals and society e.g. employees/ workers; managers; senior leaders; HR
students; families etc.

2.2 Quantitative Indicators of the Business Environment

In the spring of 2013, SHRM conducted market research with 640 HR professionals, asking
them a variety of questions about HR standards. Although HR standards were not rated as
the top priority for SHRM, a majority of respondents (56%) indicated that the Society should
pursue the creation of HR standards. Moreover, more than nine out of 10 respondents
(91%) agreed that organizations should have HR standards, with 57% strongly agreeing with
this assertion.

One of the benefits of standardization is agreement on HR vocabulary and workforce

measurement. Interest in human capital data is on the rise. In addition to management
quality (Agarwal et al. 2017; Groysberg et al. 2013), capital markets are interested in human
capital data providing forward-looking data information (Almqvist and Henningsson 2009).
These could include work re-organization, investments in new training and development
approaches or recruitment systems with upfront costs and medium term benefits (Krausert
2017). In a 2012 SHRM survey, 45% of HR professionals listed HR metrics as the top
competency for business acumen required over the next 10 years (Society for Human
Resource Management, 2012; See also Hesketh, 2014). In addition, organizations are
investing in benchmarking services to compare their HR practices and results against their
industry competitors, as indicated by a significant increase in requests to SHRM for
Customized Benchmarking Reports.1

The CIPD Workday Global HR Analytics Survey (CIPD, 2018) indicates growing interest in HR
metrics from HR professionals, particularly with regards to utilizing HR analytics to better
understand the organization’s workforce. Whilst there is interest in using people data, the
maturity of capability in the profession to utilize HR metrics remains low, with less than 4%
of those who said they have analytics capability being able to conduct predictive analytics.
(CIPD, 2017) As such, the CIPD has produced Valuing your Talent,2 a report and framework
exploring human capital analytics, developed in partnership with the Chartered Institute of
Management Accountants. The work, which explored human capital data from the

1 Thispoint about increased requests for SHRM Customized Benchmarking Reports is anecdotal, but it is included as an
indicator of the direction of HR’s increased focus on business and HR analytics.

2 http://www.valuingyourtalent.com/

July 2018
perspective of both HR and finance professions is designed to explore people analytics
capability in both HR and finance professions. The programme of work, which included the
development of a framework of human capital metrics, and a series of case studies
exploring data analytics, has helped to raise the agenda for cross-functional standards for
human capital metrics. (Houghton & Spence, 2017). TC260 by carefully building a consensus
on HR metrics serves to mature the use of people data and analytics by HR and other
stakeholder interested in intangible value in organizations.

3 BENEFITS EXPECTED FROM THE WORK OF THE ISO/TC 260

ISO/TC 260 is responsible for developing international standards in the field of HRM
management, the effect of which would be to implement reliable and transferable
approaches in the workforce in developed and emerging economies.3

The core benefit of applying ISO/TC260 is the optimal deployment of human capital in
organizations. Improved productivity, workforce satisfaction, engagement and focus are
also anticipated as a consequence of applying these standards. These benefits will be
achieved through the appropriate application of an integrated set of standards aligned
closely to the workforce lifecycle (Figure 3). There are multiple contexts when discussing
workforce lifecycle. For the purposes of this business plan the context is that of the
organization.

3“These movements of workers will be driven by the growing gap of between the world’s supplies of labour [developing
countries] and the demands for it [from industrialized countries].” (Briscoe, 1995, p. 67)

July 2018
 Define
Requirements
Strategize &
Repeat
Plan

Report Acquire

Analyze &
Develop
Align

Implement

Figure 3 The workforce lifecycle

Figure 3 above should be underpinned by relevant technology, data quality, governance and
risk management practices. The detail of this workforce lifecycle is not meant to be
prescriptive. It is meant to be indicative of high level activities organisations may or may not
require, based on the size, sector, maturity of the organization and other contexts.

Improvements in productivity will depend, in part, on the maturity of an organisations

human resource and overall workforce management practices.

Additionally, these standards will help organizations adapt to and exploit demographic shifts
that affect their access to workers. As illustrated in Figure 4 below, notwithstanding skills,
policy and productivity, in countries where employment participation from the adult
workforce has increased (such as U.K and Sweden), organizational managers will need more
efficient processes to transfer qualified talent from nations with a higher percentage of
employable adults (e.g. India).

July 2018
 Figure 4. Labor Force Participation Rates
Source: U.S. Department of Labor (2014) and Trading Economies.com (2017)

Another issue that affects most trading economies is availability of talent. Global access to
talent is dependent on the educational attainment of workforce. It is projected that
between 1995 and 2020 the population of the less developed nations will increase by the
equivalent of the total population of the developed nations (Sparrow, Brewster & Harris,
2004). Between 1970 and 2000, the developed countries’ share of the world’s employees
educated to the first degree level has dropped from 75% to 40% of the world population
(Sparrow, Brewster & Harris, 2004).

If these trends continue, the need to nimbly transfer and maintain talent will compel
organizations to scale up their workforce practices, particularly in emerging economies.
Companies that exploit this opportunity will quickly become more productive than they
would be if they focused on traditional growth strategies.4 The standardization of the
exchange of employee competence will become as central to the growth of future industries
as common rail gauges were to cargo transport, quality principles have been to
manufacturing, and information technology harmonization has been to the Internet
enterprises.

4“A 1995 American report on the relationship between education and productivity at 3,100 U.S. workplaces suggests that a
10 percent increase in workforce education leads to, on average, an 8.6 percent gain in productivity. In comparison, a 10
percent investment in the traditional capital stock of equipment increase productivity by only 3.4 percent.” (Evans, Pucik &
Barsoux, 2002, p. 33)

July 2018
The anticipated benefits apply to all industry sectors, sizes and types of organisations.
These benefits include:

 Clarification of the value that human resource management creates and maintains in
organizations.
 Greater consistency in the terminology used in human resource management to
facilitate mobility, trade, knowledge and practice exchange.
 Organizational practice staying current with emerging evidence and applied research
as the standards evolve through each revision.
 Inclusion of perspectives of relevant global stakeholders and the best available
experts in the field.
 A means of assessing the maturity of an organisation regarding human resource and
workforce practice
 The ability to compare and benchmark workforce data internally, externally, locally
and globally to assess organisational performance
 Consistent measures and processes to aid in benchmarking, trend analysis and
measuring the effectiveness of HR practices
 A consistent framework to assist root cause analysis when issues do exist
 Improvements in the quality of and access to talent in the labour marketplace.
 Improvements in the quality of HR practice, thereby improving organizational
support to employees.
 A common global language and consistency in the use of human resource
management and workforce terminology
 A framework of interconnected standards to serve as guidance
 A global set of metrics aligned to the workforce terminology
 A global set of human capital reporting standards

As these standards are applied, and the benefits accrue, organisations can expect to have a
far greater understanding of the workforce they have now and need for the future and
organizational performance improvements in the following areas:

 organizational flexibility, agility and adaptability.

 improved resource utilisation.
 improved cost control.
 improved productivity.
 improved Risk management.
 evidence-based decision making.
 improved forecasting & workforce planning.
 accurate, reliable human capital reporting.
 improved Workforce visibility for management.

July 2018
4 REPRESENTATION AND PARTICIPATION IN THE ISO/TC

4.1 Participating (P) and Observing (O) Members of the ISO Committee

The current members of the TC and their corresponding national Standards body are listed
as follows:

Australia (SA)
Austria (ASI)
Bahrain (BSMD)
Barbados (BNSI)
Belgium (NBN)
Cyprus (CYS)
Finland (SFS)
France (AFNOR)
Germany (DIN)
India (BIS)
Iran, Islamic Republic of (ISIRI)
Israel (SII)
Italy (UNI)
Netherlands (NEN)
Nigeria (SON)
Norway (SN)
Pakistan (PSQCA)
Portugal (IPQ)
Romania (ASRO)
Russian Federation (GOST R)
Serbia (ISS)
Slovenia (SIST)
Spain (UNE)
Sweden (SIS)
Turkey (TSE)
United Kingdom (BSI)
United States (ANSI)
Zimbabwe (SAZ)

The updated list may be accessed at:

https://www.iso.org/committee/628737.html?view=participation

4.2 Analysis of the Participation

ISO/TC 260 welcomes the broadest possible participation of ISO members and recognizes
that special attention must be given to the needs of developing nations and small and
medium-sized businesses. The TC will strive for a well-balanced geographical spread that

July 2018
encompasses North America, Central and South America, Middle East, Africa, Asia, Oceania
and Europe.

ISO/TC 260 has identified the following specific geographical areas that are currently under-
represented:
• Africa.
• Central and South America.
• Asia.
• Middle East.
• Eastern Europe.

ISO/TC 260 commits to address this under-representation. The Communications Task Group
of ISO/TC 260 will seek to engage more countries and build further liaisons to achieve the
aims of this TC. ISO/TC 260 is committed to reaching out to developing countries wherever
practicable.

ISO/TC 260 understands its scope is of interest to a broad spectrum of international

organizations. It currently has liaisons with the following international bodies:
• WFPMA: World Federation of People Management Associations.
• IOE: International Organization of Employers.
• SIOP: Society of Industrial and Organizational Psychology.
• EAWOP: European Association of Work and Organizational Psychology.
• ITUC: International Trade Union Confederation.
 ETUC: European Trade Union Congress
• ISO TC 176 Quality Management.
• ISO TC 232 Learning services outside of formal education.
• ISO PC 280 Management consultancy.

5 OBJECTIVES OF THE ISO/TC AND STRATEGIES FOR THEIR ACHIEVEMENT

5.1 Defined Objectives of the ISO/TC

ISO/TC 260’s vision is that, through worldwide acceptance and use, the collection of HR
standards will provide an effective means for improving the performance of individual
organizations and provide confidence to people and organizations that the HRM function
will meet internationally acceptable levels of competence and professionalism. Doing so will
ensure that business-continuity risks are properly assessed and that the value-creation role
of the human resources of an organization is properly acknowledged and measured.

ISO/TC 260 HRM Standards are intended to be used by organizations HRM professionals and
by those engaged in people management. For many countries that currently do not have a
history of HRM professional practices, these Standards will provide guidance, learning and
an opportunity to professionalize the practice of managing people.

July 2018
The following are general objectives of ISO/TC 260:

• Create standards that recognize the needs of organizations throughout the world,
remaining sensitive to their applicability given business scope, size, maturity or
culture.
• Develop a common terminology of HR terms and definitions to establish consistency
of functions and processes and to enable international comparison.
• Provide clear guidance to organizations to improve HR practice and increase
confidence that HR practice is consistent, transparent and fair.
• Provide clear guidance on workforce metrics to support evidence-based people
management practices and sustainable organizational success

5.2 Identified Strategies to Achieve the ISO/TC’s Defined Objectives

ISO/TC 260 intends to use a variety of strategies to achieve its objectives and create overall
priorities for the TC. The strategies will include but will not be limited to the following:

• Prioritizing projects, such as developing a common human resource management

terminology and creating an overarching framework from which to work.
• Using available research and data to help guide trends and needs for the profession.
• Meeting in person at least annually for a plenary meeting and other face-to-face
meetings for task groups and work groups as practical and allowable by schedules
and finances; meeting virtually as needed and practical.
• Creating liaisons with as many other appropriate TCs as is practical and necessary to
carry out the work of the TC and liaising with other global organizations outside of
TCs as is appropriate and practical.
• Co-locating plenary meetings whenever possible with other ISO Technical
Committees and organizations, such as WFPMA and others.

(See section 7 for a description of the structure of ISO/TC 260.)

5.3 Overarching framework for HRM standards under TC260

TC260 work projects have been organized within the following domains:

5.3.1 Building capability. Standards in this domain provide guidance and minimum
requirements in defined functional areas.
5.3.2 Empowering and engaging people. These standards focus on the people who work for
or on behalf of the organization and includes the manner they are consulted, involved and
recognized.
5.3.3 Organizational effectiveness. These standards focus on processes and measures that
improve or increase their efficiency and/ or effectiveness of the overall organization against
the business strategy and objectives.

July 2018
Figure 5. TC260 Organizing framework for HRM standards development priority areas

The development framework (Figure 5) provides an indicative roadmap and priorities for TC
approval of new work item proposals. In determining which proposals should go through as
new work items, the intended proposals should fall within:

• the remit and strategy of TC260 

• the requirements of the domains as outlined above in Figure 5
• an area where standardization provides a clear benefit to organizations.
• an area that supports the development of the HR practices in organizations

5.4 Management of Project Timelines

5.4.1 Convenors of each TC work program/ work group shall comply with the 2018 ISO/IEC
Directives, Part 1 & Consolidated ISO Supplement (9th edition), and the 2018 ISO/IEC
Directives, Part 2 (8th edition), and all subsequent revisions. In accordance with the ISO
directives, the technical committee (TC) shall establish, for each project on its program of
work, target dates for the completion of each of the following steps:

 Completion of the first working draft.

 Circulation of the first committee draft.

July 2018
  Circulation of the enquiry draft.
 Circulation of the final draft International Standard.
 Publication (including translations where appropriate) of the International
Standard.

5.4.2 These target dates shall strive to achieve the shortest possible development times to
produce International Standards. The default timeline is 36 months from formal approval to
publication.

5.4.3 In establishing target dates, the relationships between projects shall be taken into
account. Priority shall be given to those projects intended to lead to International Standards
upon which other International Standards will depend for their implementation.

5.4.4 All target dates shall be kept under review and amended as necessary at the plenary
and shall be clearly indicated in the program of work. Revised target dates shall be notified
to the technical management board.

5.4.5 As stated in s. 2.1.6 ISO Directives Part 1 (2018), the Technical Management Board
(TMB) will cancel all work items that have been on the work program for more than five
years and have not reached the approval stage. The TMB has responsibility, with delegated
authority for decision-making, for the general management of the technical committee
structure (including establishment, coordination, and, dissolution of ISO’s technical bodies),
the supervision of their activities, and the development and maintenance of the rules for
the work of the ISO technical committees.

5.4.6 In the interest of knowledge sharing, the TC has developed a Good Practice Guide to
support transparent governance and better coordination and communications within and
between Work Groups.

6 FACTORS AFFECTING COMPLETION AND IMPLEMENTATION OF THE

ISO/TC WORK PROGRAM

ISO/TC 260 is embarking on a relatively new, underdeveloped area of work, and the
Committee itself is only in its 7th year. The number of participating countries is especially
weak, with notable gaps, such as South America, the large emerging economies and the
developing economies. In addition, the practice of HRM is not yet professionalized in some
countries that lack strong HR organizations to provide a national-level representation to the
TC work. We are pleased that since the August 2014 business plan, the number of
participating countries has grown.

That said, the TC leadership recognizes the importance of involving developing countries in
the standards work and will continue to encourage delegates from developing countries to
participate actively in areas of responsibility within the Technical Committee and
Subcommittee structures.

Other risks, include the lack of capacity and expert participation with the growth in the
number of work tracks. Of particular concern is the development and publication of

July 2018
technical specifications in HR metrics. For a list of active work programs please see Appendix
1.

7 STRUCTURE, CURRENT PROJECTS AND PUBLICATIONS OF THE ISO/TC

The ISO Central Secretariat oversees global standards development. The Technical
Management Board (TMB) reports to the Central Secretariat and oversees Technical
Committee (TC) operations. ISO/TC 260 develops ISO standards and is administered by the
University of Texas University Branch (UTMB), the designated secretariat on behalf of ANSI,
the American National Standards Institute. ISO/TC 260 oversees work groups that develop
HR standards in different areas. The work groups (WG) and task groups (TG) take on topics
that are discussed and voted on by participating countries and national standards boards
and mirror committees. In addition, the reporting structure includes a Chairman’s Advisory
Group (CAG) and other committees as needed throughout the evolution of the TC, such as a
communications committee.

The reporting structure for ISO/TC 260, illustrated in Figure 6 below, is consistent with the
ISO protocol and structure.

TC 260

Work Advisory
Task Groups
Groups Committees

Figure 6. ISO/TC 260 Reporting Structure

This information is updated regularly and is available on the ISO’s website:

http://www.iso.org/iso/home/standards_development/list_of_iso_technical_committees/is
o_technical_committee.htm?commid=628737

The following information is available at the above link:

 About (Secretariat, Secretary, Chair, date of creation, scope, etc.).
 Contact details.
 Structure (subcommittees and working groups).
 Liaisons.
 Meetings.
 Tools.

July 2018
  Work programs (published standards and standards under development).

The following useful reference documents are also included on the ISO and ISO/TC260
website:

 TC Content Structure document (Melbourne 2012) of Standards Document.

 Structure of the ISO Committee.
 Current projects of the ISO Technical Committee and its subcommittees.
 Publications of the ISO Technical Committee and its subcommittees.
 Glossary of terms and abbreviations used in ISO/TC Business Plans.
 General information on the principles of ISO's technical work.
 ISO Directive, Part 1, Procedures for the technical work.
 ISO Directive, Part 2, Rules for the drafting and presentation of ISO Standards.
 Draft Standards Structure Document N73.
 IS02600 Guidance on social responsibility.

8 REFERENCES

Agarwal, V, Taffler, R and Brown, M. (2001). Is management quality value relevant? Journal
Business Finance and Accounting. Vol 38, No 9-10. Pp 1184-1208.

Almqvist, R. and Henningsson, J. (2009). When capital market actors reduce the complexity
of corporate personnel and work environment information. Journal of Human
Resource Costing and Accounting. Vol 13, No 1. Pp 46-60.

Bloomberg BNA (2015). HR Department benchmarks and analysis 2015-2016. Arlington, VA:
The Bureau of National Affairs.

Boston Consulting Group & the World Federation of Personnel Management Associations.
(2008). Creating People Advantage: How to Address HR Challenges Worldwide
Through 2015. Boston: Authors.

Boston Consulting Group & the World Federation of Personnel Management Associations.
(2010).Creating People Advantage 2010: How Companies Can Adapt Their HR
Practices for Volatile Times. Boston: Authors.

Boston Consulting Group & the World Federation of Personnel Management Associations.
(2012). From capability to profitability: Realizing the value of people management.
Retrieved from
http://www.ihrim.org/Pubonline/Wire/Sept12/BCG_From_Capability_to_Profitabilit
y_Jul_2012.pdf

Briscoe, D. (1995). International Human Resource Management. Englewood Cliffs: Prentice

Hall.

July 2018
Briscoe, D. R., & Schuler, R. S. (2004). International Human Resource Management (2nd Ed.).
New York: Routledge.

Brookfield Global Relocation Services. (2010). Global Relocation Trends 2010 Survey Report.
New York: Author.

Brynjolfsson, E. & McAfee, A. (2016). The Second Machine Age - Work, Progress, and
Prosperity in a Time of Brilliant Technologies. New York & London: WW Norton & Co.

CIPD (2017). HR Outlook, Winter 2016-17. Accessible on:

https://www.cipd.co.uk/Images/hr-outlook_2017_tcm18-17697.pdf Accessed on
19.06.17

Comparehris (2010, July 21). Number of North American HRIS vendors. Retrieved from
http://www.comparehris.com/Number-of-North-American-HRIS-vendors-and-
HRMs-vendors-/

Dowling, P. J., et al. (1993). International Dimensions of Human Resource Management. (2nd
Ed.). Belmont, CA: Wadsworth.

Evans, P., Pucik, V., & Barsoux, J.-L. (2002). The Global Challenge: Frameworks for
International Human Resource Management. Boston: McGraw-Hill/Irwin.

Gifford, J. (2016). In search of the best available evidence. London: CIPD.

Groysberg, B., Healy, P., Serafeim, G. and Shantikumar, D. (2013). The stock selection and
performance of buy-side analysts. Management Science. Vol. 59, pp 1062-75.

Hepple, B. (2005). Labor Laws and Global Trade. Portland: Hart Publishing.

Hesketh, A. (2014). Managing the value of your talent: A new framework for human capital
measurement. London: CIPD. http://www.cipd.co.uk/hr-
resources/research/managing-value-talent-framework-human-capital.aspx.

Houghton, E. (2018). People Analytics: Driving performance with people data. Accessed
online: www.workday.com/reports/cipd/. Accessed on 27.08.2018.

Houghton, E.A., Spence, P (2016) People measurement and reporting: from theory to
practice. Accessed online: www.valuingyourtalent.com Accessed on 19.06.17.

IBM Global Business Services. (2010, September). Working Beyond Boarders: Insights from
the Global Chief Human Resource Officer Study. Somers, NY: IBM Corporation.

Krausert, A. (2017). The HRM-capital market link: effects of securities analysts on strategic
human capital. Human Resource Management. Pp1-14.

July 2018
Mendenhall, M., Oddou, G. R., & Stahl, G. (2007). Readings and Cases in International
Human Resource Management (4th Ed.). New York: Routledge.

Noe, R. A., et al. (2006). Human Resource Management: Gaining a Competitive Advantage
(5th Ed.). New York, NY: McGraw-Hill Irwin.

Pfeffer, J., & Sutton, R. (2006). Hard facts, dangerous half-truths and total nonsense:
Profiting from evidence-based management. Cambridge, MA: Harvard Business
Review Press.

Rowley, C., & Warner, M. (Eds.). (2008). Globalizing International Human Resource
Management. New York: Routledge.

Society for Human Resource Management. (2012). Challenges Facing HR Over the Next 10
Years (PowerPoint Presentation). Retrieved from
http://www.shrm.org/research/surveyfindings/articles/documents/shrm-challenges-
facing-hr-future-2022-final.pptx.

Society for Human Resource Management. (2009). Future Insights: The Top Trends
According to SHRM’s HR Subject Matter Expert Panels. Alexandria: Author.

Sparrow, P., Brewster, C., &Harris, H. (2004). Global Human Resource Management. Oxon
UK: Routledge.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalising Human Resource Management,
(2nd Ed.). Oxon UK: Routledge.

U.S. Department of Labor. Bureau of Labor Statistics. (2014, February 26). International
Comparison of Labor Force Statistics, 1970-2012. Retrieved from
http://www.bls.gov/fls/flscomparelf.htm.

United States Census Bureau. Statistics about Business Size (including Small Business) from
the U.S. Census Bureau. Table 2a. Employment Size of Employer and Nonemployer
Firms, 2008. Retrieved from http://www.census.gov/econ/smallbus.html

World Public Opinion.org. (2010, July 21). International Trade: International Labor
Standards. Retrieved from http://www.americans-
world.org/digest/global_issues/intertrade/laborstandards.cfm

July 2018
APPENDIX 1

The following is a list of the published standards and the active work programs under ISO/TC
260 as at July 2018. This appendix is updated annually at the TC260 plenary.

Code Topic Stage Notes

ISO 10667- Assessment service delivery -- Procedures and 90.92
1:2011 methods to assess people in work and
organizational settings -- Part 1: Requirements
for the client
ISO/NP Assessment service delivery -- Procedures and 10.99 Under
10667-1 methods to assess people in work and development
organizational settings -- Part 1: Requirements
for the client
ISO 10667- Assessment service delivery -- Procedures and 90.92
2:2011 methods to assess people in work and
organizational settings -- Part 2: Requirements
for service providers
ISO/NP Assessment service delivery -- Procedures and 10.99 Under
10667-2 methods to assess people in work and development
organizational settings -- Part 2: Requirements
for service providers
ISO/AWI Human Resource Management -- employee 20.00 Under
23326 engagement -- guidelines development
ISO/AWI TS Human Resource Management: Turnover and 20.00 Under
23378 Retention Technical Specification development
ISO Human resource management -- Vocabulary 60.60 Published
30400:2016
ISO/PRF Knowledge management systems -- 50.20 Under
30401 Requirements development
ISO Human resource management -- Guidelines on 60.60 Published
30405:2016 recruitment
ISO/TR Human resource management -- Sustainable 60.60 Published
30406:2017 employability management for organizations
ISO/TS Human resource management -- Cost-Per-Hire 60.60 Published
30407:2017
ISO Human resource management -- Guidelines on 60.60 Published
30408:2016 human governance
ISO Human resource management -- Workforce 60.60 Published
30409:2016 planning
ISO Human resource management -- Workforce 60.60 Published
30409:2016 planning
ISO/TS Human resource management -- Impact of hire 60.60 Published
30410:2018 metric

July 2018
 ISO/TS Human resource management -- Quality of 60.60 Published
30411:2018 hire metric
ISO/FDIS Human resource management -- Guidelines for 50.00 Under
30414 human capital reporting for internal and development
external stakeholders
ISO/AWI Diversity and inclusion 20.00 Under
30415 development
ISO/AWI Human resource management -- Workforce 20.00 Under
30416 management development
ISO/AWI Guidelines for ensuring a positive candidate 20.00 Under
30419 experience during the recruitment process development

An up-to-date list of all active work items can be viewed here:

https://www.iso.org/committee/628737/x/catalogue/p/0/u/1/w/0/d/0

July 2018