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HUMAN RESOURCES INSTITUTE OF NEW ZEALAND INCORPORATED CONSTITUTION AND RULES

1. NAME

The name of the Institute is the Human Resources Institute of New Zealand Incorporated.

2. OBJECTIVES

  1. The Institute is an association of people who are interested or involved in the management and development of people at work.
  2. The Institute's objectives are:
    1. to encourage and support the development of professional knowledge and competence and high standards of performance among its members within New Zealand;
    2. to promote within New Zealand understanding of all aspects of human resources management and development and its contribution to the performance of individuals and organisations; and
    3. to provide within New Zealand an authoritative and influential viewpoint on all matters affecting its members and the management and development of people at work.

3. POWERS

The Institute shall have power to do all lawful things that are necessary or appropriate for furthering the achievement of its objectives and the practice of human resources management and development.

Nothing expressed or implied in this constitution shall permit the activities of the Institute or any other business carried out on behalf or for the benefit of the Institute to be carried out for the private pecuniary benefit of any member of the Institute.

PROVIDED that nothing herein shall prevent the payment in good faith of reasonable and proper remuneration to any officer, servant or employee of the Institute in return for any service actually rendered to the Institute.

PROVIDED FURTHER that no member or officer who is employed in any capacity or associated with any person employed in any capacity by the Institute shall determine or influence in any way the type or amount of any remuneration paid to that member or that associated person.

4. ORGANISATION

  1. The Institute shall consist of the members and the Board and the Branches.
  2. The members shall be those people who have been admitted to membership in accordance with this constitution.
  3. The Board shall consist of the Directors and Officers elected in accordance with this constitution.
  4. The Branches shall be established in accordance with this constitution and shall be subject to the direction of the Board as provided by this constitution.
  5. The members and the Board and the Branches, and all the committees of the Institute and the Branches, shall be bound by this constitution and shall pursue the objectives and conduct the business of the Institute in accordance with this constitution.

5. MEMBERSHIP

  1. The membership shall comprise the professional members and the general members.
  2. The professional members shall be the Life Fellows, the Fellows, the Associate Fellows and theProfessional and Specialist Members.
  3. The general members shall be the members who are not professional members.
  4. All members shall, in addition to their membership of the Institute itself, be members of the Branch in the area where the member is resident (called the "geographical Branch" in the rest of this constitution) and/or the occupation or aspect of human resources management and development in which the member is engaged. Members resident outside New Zealand shall be deemed to be members of the branch of their choosing or will default to the Wellington Branch.

6. PROFESSIONAL MEMBERSHIP

  1. Life Fellow

    1. On its own motion or on the nomination of a Branch committee or any other committee empowered to consider these matters, the Board may confer the designation of Life Fellow on any Fellow whose outstanding contribution or services to the Institute and to the growth or practice of human resources management and development it wishes to recognise.
    2. Life Fellows shall have and retain for all time the membership rights of Fellows of the Institute, but shall not be required to pay any annual subscription or general membership levy.
  2. Fellow
    The Board may confer the designation of Fellow on any member who:

    1. has been aProfessional Member for a period of not less than five years; and
    2. satisfies the Board of a high standard of personal integrity and professional competence; and
    3. has made an outstanding contribution:
    1. to the management and development of human resources through exceptional achievement as a practitioner or author or researcher or teacher; and/or
    2. to the Institute through active participation in and support for its affairs and activities over a significant period.

  3. Associate Fellow
    Aprofessional financial member of the Institute who has beenaprofessional memberfor a minimum of two years and who has been recognised by their Branch peers as having been actively involved as an influential leader in the HR community. Influential leadership may be taken to mean such activities as:

    1. Having made a significant contribution to Branch and/or National activities;
    2. Managing an HR function through major change;
    3. Conducting and publishing research that has made a valuable contribution to industry practice.

    Associate Fellow grading will be determined by nomination from the individual Branch to the Executive Committee for confirmation by the Board.
  5. Professionl Generaland Professional Specialist Member
    The Board may approve the conferring of the designation ofProfessional Member as Generalist or Specialist on any member who is able to demonstrate knowledge and skills and experience in generalist or specialist roles in the fields of human resources management and development which are sufficient to meet the criteria for professional competence set out in the rules which are annexed to this constitution.

7. GENERAL MEMBERSHIP

The Board may admit to general membership any person who:

  1. is, or is likely to be, engaged in an occupation or role which requires knowledge of concepts and practices in the fields of human resources management and development; or
  2. demonstrates an interest in the concepts or practices of human resources management and development which the Board considers sufficient for membership; and
  3. is regarded by the Board in its absolute discretion as a person suitable for admission to membership.

8. LIFE MEMBER

  1. On its own motion or on the nomination of a Branch committee, or other committee empowered to consider these matters, the Board may confer the designation of Life Member on any person whose outstanding contribution or services to the Institute it is desired to recognise.

  2. Conferral of life membership shall not entitle a person to any rights or privileges in addition to any membership rights which that person might already have or subsequently obtain, but a Life Member shall not be required to pay any annual subscription or general membership levy.

9. RIGHTS OF MEMBERSHIP

  1. Participation
    1. Professional members shall have full rights to participate in the activities and affairs of the Institute, including voting rights and the right to hold membership of the Board or any Branch office as set out in this constitution.
    2. General members shall have full rights to participate in the activities and affairs of the Institute, including voting rights and the right to hold any Branch office as set out in this constitution, and may be elected to the Board as an Appointed Director.

  2. Designations
    1. Life Fellows, so long as they comply with this constitution, may state their membership designation in the abbreviated form LFHRINZ.
    2. Fellows, Associate Fellows and Professional Members, so long as they continue to be members of the Institute and to comply with this constitution, may state their membership designation in the abbreviated forms FHRINZ, AFHRINZ, MHRINZ and SHRINZ respectively.

  3. Certificates
    Certificates of membership shall remain the property of the Institute and their return may be requested by the Board on a person's ceasing to be a member, or when a member is admitted to a different grade of membership.
  4. Resignation
    A member may resign membership by notifying the National Office of the Institute in writing, provided that all subscriptions, fees and levies then due and owing have been paid by the member.
  5. Cancellation of membership
    The Board may cancel the membership of any member who:

    1. has failed to pay any subscription, fee or levy due and owing for a period of not less than three months; or
    2. in the opinion of the Board is no longer a proper person to be a member;

      or
    3. in the opinion of a Branch committee or the Board is no longer an active member;

    provided that, in each case:

    1. the member has been given at least one month's notice in writing of the intention to cancel the membership and has been invited to make representations to the Board as to why membership should not be cancelled; and
    2. cancellation of membership does not relieve the former member of the obligation to make full payment of any outstanding subscriptions, fees or levies.

10. BOARD

  1. Subject to this constitution, the management of the Institute shall be vested in the Board which shall exercise all the powers of the Institute, including the borrowing of moneys.

    The Board shall comprise:

  1. an Appointed Director from each geographical Branch, elected in accordance with Rule 5 (3) of the Branch Constitution;

  2. eight Elected Directors elected in accordance with section 11 of this constitution; and
  3. the immediate past National President for twelve months after he/she has ceased to be National President; and
  4. as ex officio members, the Chief Executive Officer of the Institute, and the Convenor of the Grading Panel.

11. ELECTIONS OF DIRECTORS

The members shall be entitled to elect Directors to the Board in accordance with the following procedure:

  1. The Elected Directors shall be elected by a postal ballot of all members of the Institute. The Directors elected in this way shall, subject to sections 11(g) and 11(h) below, hold office for two years from the date of their election, and shall be eligible for re-election twice.
  2. On or before 31 December each year in which an election is to be held, the Chief Executive Officer of the Institute shall give notice in writing to each member seeking nominations for representatives for election to the Board.
  3. Each such nomination shall be made by two members and signed by the nominee, who shall be a professional member, and shall be submitted to the Chief Executive Officer with biographical and other supporting information (of no greater than 200 words), not later than 31 January.
  4. If the number of valid nominations is equal to or less than the number of vacancies, then no election shall be held and those nominated shall be declared elected.
  5. If an election is necessary, the election shall be held by way of a ballot (by mail, fax or email, as determined by the Board.) The Chief Executive Officer shall provide the names and biographical and other supporting information to each member not later than 15 February, together with ballot papers for completion and return to the Chief Executive Officer by not later than 28 February.
  6. Each member may vote for the number of candidates required to fill the number of vacancies available, and a vote for a greater number shall be declared invalid.
  7. The candidate or candidates receiving the largest number of votes shall be declared to be Elected Directors until the number of vacancies has been filled. In the event that a tie occurs for the appointment of the eighth candidate, the candidates so tied shall be the subject of a further vote of the National Officers of the Institute only, and the candidate with the most votes shall be declared elected.
  8. In the event of a casual vacancy for a member of the Board, the vacancy shall be filled by the next highest polling candidate. In the event that there was no other candidate or no other candidate available, the Board, or under delegated authority from the Board, the Executive Committee, may co-opt a professional member to the vacancy until the next election or leave the position vacant.
  9. Any member of the Board who fails to attend two consecutive meetings of the Board, shall be deemed to have resigned, unless the Board grants a leave of absence, which may only occur in exceptional circumstances.

12. BRANCHES

  1. Twenty members who are resident in a particular location or engaged in a particular occupation or aspect of human resources management and development may make application to the Board for the establishment of a Branch to serve that location or occupation or aspect, provided that the Board may waive the requirement as to numbers where the circumstances warrant. A Branch that is established for a particular location shall be known as a geographical Branch.
  2. The Board shall agree to the establishment of a Branch when it is satisfied that the proposed Branch is viable and in the best interests of the Institute.
  3. Each Branch shall be required to adopt an appropriate form of the Branch constitution which is annexed to this constitution and to comply with the constitutions of the Institute and the Branch at all times.
  4. The Board shall provide financial and other necessary resources for the establishment and operations of the Branches, having regard to the intended level and range of activities of a Branch, the numbers of members involved and served, the resources of the Branch and of the Institute, and the extent to which the Branch is able to generate its own resources.
  5. The Board may disestablish a Branch if the Branch is unable to satisfy the Board that its continued operation is in the best interests of the Institute.

13. NATIONAL OFFICERS

  1. The national officers shall be the National President and the National Vice-President or National Vice-Presidents. Vacancies for the position of national officers shall be filled by the Board by ballot (by mail, fax or email, as determined by the Board) prior to the first meeting of the Board held after an election held in accordance with section 11.
  2. The National President and National Vice-President or National Vice-Presidents shall be Elected Directors of the Board in accordance with this constitution and who do not at any time during their term as national officers hold office as President of a Branch or any other elected or appointed position in the Institute. The National President is a member of all committees of the Institute.
  3. The national officers shall be elected for a term of two years commencing on the day of their election and shall be eligible twice for re-election, but shall in any case remain in office until their successors are elected. If a national officer is holding the office of National President when his or her term expires from the Board they will complete the two year term of National President regardless of when their term on the Board expires and they will serve for an additional year as immediate Past President.
  4. The Board shall have the power to fill any casual vacancy amongst the national officers, provided that any officer so appointed shall hold that office only until the next meeting of the Board, but shall then be eligible for re-election.
  5. A national officer shall cease to hold that office forthwith on ceasing to be a member of the Board unless the office held is National President.

14. EMPLOYEES OF THE INSTITUTE

  1. The Board may appoint any person to be the Chief Executive Officer of the Institute. The Board shall determine the major responsibilities of the Chief Executive Officer and the conditions and remuneration, if any, of such an appointment.
  2. The Chief Executive Officer shall report and be responsible to the National President for the management and administration of the Institute. This includes the implementation of Institute policy and programme decisions, the employment of staff, the maintenance of the internal culture, and all operational aspects of the running of the Institute at both the national and local levels. The Chief Executive Officer is also responsible for:

    1. administering postal ballots for Elected Directors and national officers of the Board and Branch postal ballots as required; and
    2. the receipt, security and payment of moneys for and on behalf of the Institute, and the making and keeping of appropriate and proper financial records.
  3. The Board shall appoint a duly qualified person or persons to be the auditor of the Institute and shall determine the conditions and remuneration, if any, of that person or persons. No person or persons shall be appointed or hold office as auditor who is an officer or a member of the Institute.
  4. The Chief Executive Officer shall be the returning officer for elections of Elected Directors under section 11 of this constitution, provided that the Board may approve the appointment of some other person as returning officer for a particular election or period of time.
  5. Notwithstanding anything to the contrary contained or implied in the constitution or rules in relation to any business carried on by the Institute, no payments (except payments in reimbursement of expenses properly incurred on behalf of the Institute) shall be made to any person who is a member or an elected officer of the Institute unless that payment has been formally approved by a meeting of the Executive Committee or of the Board and recorded in the minutes of that meeting.

15. MEETINGS OF THE BOARD

  1. Meetings of the Board shall be held:

    1. at least twice each year; and
    2. if a request for a meeting is made in writing to the Chief Executive Officer by a majority of the Directors stating the topic or business which the Directors wish to have discussed at that meeting; or
    3. if a request for a meeting is made in writing to the Chief Executive Officer by 50 members of the Institute stating the topic or business which the members wish to have discussed at that meeting. The deliberations and decisions of this meeting shall be circulated to all financial members of the Institute within seven days of the meeting.
  2. Formal notice of the date, time, venue and intended business of any meeting of the Board shall be given to each Director by the Chief Executive Officer not less than 21 days before the date on which the meeting is to be held.
  3. Where a request for a meeting of the Board is made under sections 1(b) or 1(c) of this section, the Chief Executive Officer shall within seven days make arrangements for such a meeting and shall then give each member of the Board not less than 21 days notice of the date, time, venue, and intended business of that meeting.
  4. A quorum for a meeting of the Board shall be not fewer than half the Appointed Directors, plus not fewer than half the total number of Elected Directors.
  5. The Board shall at each meeting consider:

    1. the minutes of the previous meeting;
    2. reports (if any) from the national officers;
    3. reports (if any) from the Chief Executive Officer and, if appropriate, other employees;
    4. reports (if any) from the Executive and other committees of the Board;
    5. financial matters including statements of income and expenditure, balance sheets and budgets and, in particular:

      1. at the first meeting after the end of the financial year, the presentation of the statements of income and expenditure and the balance sheet for the financial year just ended; and
      2. at the final meeting of the year, the presentation of the proposed budget of income and expenditure and levels of subscription for the following financial year;
    6. the amount of any subscriptions, fees and levies to be paid by members;
    7. reports on the activities of the Branches;
    8. any other business which the Board may agree to consider, whether notice has been given or not; and
    9. the date, time and venue for the next meeting of the Board.
  6. Each Director shall be entitled to one vote in person, and a motion approved by a majority of the votes of the Directors present and voting at a meeting of the Board shall become a resolution of the Board.
  7. On a matter, other than a proposal to amend this constitution, which not fewer than half the Directors agree in writing is an urgent matter, a motion proposed in writing by a Director and supported by at least one other Director which has been delivered with supporting information to all Directors, approved and signed and returned to the Chief Executive Officer by a majority of the Directors within one month of the posting, becomes a resolution of the Board.
  8. In the event that an equal number of votes are cast for and against a motion, the National President (or the person chairing the meeting in the absence of the National President) shall have a casting vote in addition to a substantive vote.
  9. The Institute shall meet reasonable travel, accommodation and other costs incurred by Directors in order to attend its meetings and carry out its business.

16. ANNUAL GENERAL MEETINGS

  1. The Institute's financial year shall be from 1 April to 31 March. The Institute shall hold an annual general meeting of the Institute as soon as can be conveniently arranged in the year following each financial year, but in any case not more than three months after the end of the financial year.
  2. The business of an annual general meeting shall be:
  1. to receive and consider the Board’s report on the Institute's affairs during the preceding year;
  2. to consider, discuss and deal with any business included in the notice convening the annual general meeting or other business required by the constitution;
  3. to receive the report of the Chief Executive Officer, if any; and
  4. to receive the financial statements and other reports of the Institute, including an annual balance sheet.

17. EXTRAORDINARY GENERAL MEETING

Extraordinary general meetings of the Institute may be called at any time:

  1. by the National President; or
  2. by 6 or more Directors; or
  3. upon the written request of at least 10 per cent of the members. Such notice of requisition must specify fully the business to be put before the extraordinary general meeting and shall be given no less than 21 clear days prior to the date of such extraordinary general meeting.

18. PROCEDURE AT ANNUAL AND EXTRAORDINARY GENERAL MEETINGS

  1. The non-receipt of a notice by any member and their consequent absence shall not invalidate any proceedings at any annual or extraordinary general meeting.
  2. The National President shall chair all annual or extraordinary general meetings. In the absence of the National President, the members present shall be entitled to elect a chairperson for the meeting.
  3. The quorum at any general meeting shall be at least 20 members.
  4. The chairperson may, with the consent of any annual or extraordinary general meeting at which a quorum is present (and shall if so directed by the meeting), adjourn the meeting from time to time and from place to place, but no business shall be transacted at any adjourned meeting other than business left unfinished at the meeting from which the adjournment took place.
  5. Any member of the Institute desiring to move any motion at an annual general meeting shall notify the chief executive officer before May in each year. The Chief Executive Officer shall send a copy of the motion with the proposer's name to each member of the Institute or, where this is not practicable, shall send a summary of the motion and shall state where the full text of the motion may be seen with the notice of annual general meeting.

19. VOTING AT ANNUAL AND EXTRAORDINARY GENERAL MEETINGS

  1. Unless otherwise specified in this constitution, each member shall be entitled to one vote and every question shall be decided by a majority of votes.
  2. In the case of an equality of votes the chairperson of the meeting shall have a casting vote.
  3. Members shall not be entitled to vote if their subscriptions are in arrears.
  4. A member may vote by proxy on any question submitted to the decision of a general meeting. The instrument appointing a proxy shall be deposited with the Chief Executive Officer not less than 48 hours before the time appointed for the meeting at which the proxy is to be used.

20. BANK ACCOUNTS

  1. The Board shall operate one or more accounts with banks which are registered with the Reserve Bank of New Zealand.
  2. The Board shall approve the account signatories and any conditions under which withdrawals and payments may be made.

21. SUBSCRIPTIONS

  1. The Board shall set the amount or rate of subscription, fees or levy to be paid by members each year, provided that the amount or rate may vary according to the grade or class of membership.
  2. The subscription to be paid shall be set for the full financial year, commencing 1 April, and shall be payable by members within one month of invoicing. No refund of fees paid shall be given to members who resign from the Institute during the year. Members who join the Institute after 30 April shall pay a fee pro-rated for the balance of the year.
  3. In special cases, the Board may reduce the amount of any subscription, fees, or levy or arrears of subscription, fees, or levy to be paid by any member or class of members.
  4. A member whose annual subscription or other levy remains unpaid after three months after they have fallen due in any year shall not be entitled, until full payment has been made, to attend any meetings of the Institute or its Branches, or to receive any notices, publications or other services of the Institute.

22. CODES OF PRACTICE

  1. The Board shall have the power to formulate, approve and publish codes and statements of professional and membership conduct, practice, behaviour, and standards and each member shall be bound to recognise and observe all such codes and statements.
  2. The adoption, amendment or deletion of any code of practice or other statement under this section shall require a resolution that is adopted by a simple majority of all the Directors.

23. COMMITTEES OF THE BOARD

  1. The Board shall appoint the members of the standing committee which is established by this constitution.
  2. The Board may establish committees for general or specific purposes and shall appoint the members of such committees, who may include members of the Institute who are not Directors. The Board will appoint a convenor of each committee, who will, with the exception of the Grading Panel Convenor, be a Director. The resolution establishing the committee shall detail the committee’s objectives, mandate, budget and authority.
  3. Members of the standing committee shall be appointed for terms of not more than two years commencing on the date of their appointment and shall be eligible twice for reappointment.
  4. The Institute shall meet reasonable travel, accommodation and other costs incurred by members of committees in order to attend meetings of committees and to carry out their agreed business.

24. EXECUTIVE COMMITTEE

  1. The Executive Committee shall be a standing committee. Between meetings of the Board it shall be responsible for overseeing the management of the Institute through the Chief Executive Officer in accordance with this constitution and decisions of the Board.
  2. The members of the Executive Committee shall be:

    the National President, who shall chair the committee; and

    the National Vice Presidents(s); and

    three other Directors appointed by the Board, at least two of whom shall be Appointed Directors.
  3. The Executive Committee shall meet at least once every three months but shall otherwise regulate its own procedures and decision-making.
  4. The Chief Executive Officer shall attend meetings of the Executive Committee and shall be secretary to the committee, but shall not be entitled to vote on any matter before the committee.

25. COMMON SEAL

  1. The Chief Executive Officer shall be responsible for the safe custody of the Common Seal of the Institute.
  2. The Seal shall be used only by resolution of the Board and every instrument to which the Seal is affixed shall be signed by two Directors.

26. CONSTITUTION AND RULES

  1. This constitution may be added to or amended or repealed by resolution of the Board, provided always that such addition, amendment or rescission shall be valid if and only if it does not affect or detract from the exclusively charitable nature of the Institute and provided that:
    1. either:
      1. the proposed addition, amendment or repeal has been approved by a majority of the Directors present and voting at a duly convened meeting of the Board; or
      2. notice of the proposed addition, amendment or repeal has been given in writing signed by not fewer than 50 professional and financial members to the chief executive officer,

        following which:
    2. the proposed addition, amendment or repeal is advised to all members not less than two calendar months prior to the date on which the Board meets to finally vote on the proposal; and
    3. the proposed addition, amendment or repeal is adopted by a resolution passed by a simple majority of all the members of the Board, provided that 50 [professional and financial] members have not given to the Chief Executive Officer a written request for a ballot on the proposed addition, amendment or repeal. If such a notice is given then the Chief Executive Officer will arrange a ballot. A simple majority of members will determine the outcome of the ballot.
  2. The rules of the Institute which are annexed to this constitution, may be established, added to or amended or repealed in whole or in part, by a resolution adopted by the majority of all the Directors, provided that any proposed change to the rules is not in conflict with any provision of the constitution itself.
  3. No addition to or alteration of the objects, personal benefit clause or the winding up clause shall be approved without the Inland Revenue approval and the provisions and effect of this clause shall not be removed from this document and shall be included and implied into any document replacing this document.

27. ACCOUNTABILITY

At each national conference of the Institute, a Members Forum will be held to gain input from the members on the direction and operation of the Institute and any other matter of interest to members. The National President, or his/her nominee, shall chair the Forum and may take all or any such action as is reasonable to allow for proper discussion of matters raised, and has the power to curtail or defer discussion.

28. FUNDS OF THE INSTITUTE

The funds of the Institute shall be under the control of the Board and any surplus funds may be invested in the name of the Institute from time to time in any trustee investments under the Trustee Act 1956 and any investment may be varied or transposed.

29. MATTERS NOT PROVIDED FOR

If:

  1. any matter or subject is any time found not to be provided for in the constitution; or
  2. any doubt arises as to the interpretation, effect or construction of any section of the constitution or of any purpose, subject or matter,

every such matter or doubt shall be determined by the Board, whose decision on it shall be final and binding on all members of the Institute.

30. NOTICES

Any notice required to be given shall be in writing and may be served on a member either personally or by posting it in a pre-paid envelope, or faxed or electronically delivered to the member at the address last notified by the member to the Institute.

31. DISSOLUTION

  1. The Institute can only be liquidated by appropriate resolutions passed in accordance with section 24 of the Incorporated Societies Act 1908.
  2. The Board shall distribute the surplus assets and funds of the Institute after payment of the Institute’s liabilities to vest absolutely in another similar charitable organisation to be used by that organisation for charitable purposes within New Zealand.

By resolution of the Board 23 February 2006. Updated 7 September 2007.

HUMAN RESOURCES INSTITUTE OF NEW ZEALAND INCORPORATED

CONSTITUTION OF THE______________________ BRANCH

1. NAME

The name of the Branch shall be the ______________________ Branch of the Human Resources Institute of New Zealand Incorporated.

2. OBJECTIVES

The objectives of the Branch are to further the objectives of the Institute in the location or occupation or aspect of human resources management and development served by the Branch and to provide a focus for the interests and activities of the members of the Institute in that location or occupation or aspect.

3. POWERS

Subject to the constitution of the Institute, the Branch shall have powers to do all lawful things which are necessary or appropriate for furthering the achievement of the objectives of the Branch and of the Institute.

4. MEMBERSHIP

  1. Each member of the Institute who is resident in the location or engaged in the occupation or aspect of human resources management and development for which the Board has approved the establishment of this Branch shall become a member of the Branch without further application or subscription.
  2. Subject to the constitution of the Institute, each such member shall be entitled to participate in the activities of any Branch so long as that person's membership of the Institute continues.

5. BRANCH COMMITTEE

  1. Subject to the constitution of the Institute, the business and activities of the Branch shall be conducted by a Committee whose members are elected by the members of the Branch in accordance with section 9(1) of this Branch Constitution.
  2. Any financial member of the Institute may make themselves available to serve on the appropriate branch committee as per clause 5.(4).
  3. The members of the Committee shall elect from their number:

    1. the President of the Branch who will also be the branch Appointed Director on the Board ; and
    2. the Vice-President of the Branch; and
    3. the Secretary/Treasurer of the Branch.

  4. Each member of the Committee shall hold office from the 1st January immediately following their election to the date of the next annual postal ballot, and shall be eligible for re-election three times. The maximum number of years a member may serve on any branch committee per region is four years.
  5. The Committee may fill any casual vacancy in an elected or appointed position in the Branch by election, appointment or co-option, but any person elected or appointed in this way shall hold office only until the date of the end of the calendar year and shall then be eligible for re-election as per clause 5.(4) above.
  6. A quorum for meetings of the Committee shall be five members or one-half of the total number of members of the Committee, whichever is the lesser number.

6. FINANCIAL MANAGEMENT

  1. The financial year of the Branch shall commence on 1 January and end on 31 December in each year.
  2. The Branch may, with the approval of the Board, operate one account with the same bank as that of the Board which is registered with the Reserve Bank of New Zealand and all moneys received by the Branch shall be paid into that account.
  3. The bank account shall be operated by the Branch President, the Branch Secretary/Treasurer and two other persons authorised by the Committee, with any two of these signatures being sufficient for any transaction.
  4. The bank account, together with a statement of the income and expenditure of the Branch for each financial year, shall be submitted to the Institute’s auditor as soon as practicable after the completion of the financial year.
  5. The financial statements shall be presented with the report of the auditor to all the members of the Branch as part of the Institute’s Annual Report.
  6. The Committee shall be responsible for the preparation of branch activities budgets and may seek financial or other resources from the Board to support its operations and activities.
  7. The Committee shall comply with any requirements of the Board regarding the management or disposition of any funds that stand to the credit of the Branch.

7. ANNUAL GENERAL MEETINGS

The Branch may hold an annual general meeting before 28 February each year. Where a meeting is held it will:

  1. receive and confirm the minutes of the previous annual general meeting and any subsequent extraordinary general meeting;
  2. receive and consider a report from the Branch President on the activities of the previous calendar year; and
  3. consider any other business which the meeting may agree to consider, whether notice has been given or not.
  4. Not less than 21 days prior to the date set for the annual general meeting, each member of the Branch shall be provided with a notice of the date, time, venue and proposed business of the annual general meeting.
  5. The quorum for an annual general meeting shall be not less than 10 per cent of the members of the Branch or 30 members of the Branch, which ever is the fewer.

8. SPECIAL GENERAL MEETINGS

  1. A special general meeting of the Branch may be called by resolution of the Committee and shall be called on receipt by the Branch Secretary/Treasurer or the Institute’s Chief Executive Officer of a written request for such a meeting signed by not less than 10 per cent of the members of the Branch.
  2. Within seven days of the date of the resolution of the Committee or the receipt of the written request, the Branch Secretary or the Institute’s Chief Executive Officer shall notify all members of the Branch, giving not less than 14 days' notice of the date, time, venue and proposed business of the meeting.
  3. The quorum for a special general meeting shall be not less than 10 per cent of the members of the Branch.

9. CONDUCT OF ELECTIONS

  1. Members of the Committee
  1. On or before 30 September each year, the Chief Executive Officer of the Institute shall give notice in writing to each member seeking nominations for representatives for election to the Branch where that member belongs.
  2. A financial member of the Branch may nominate him/her self for election to the Branch Committee. A financial member may be nominated by another financial member with the nominee’s written consent. All such nominations are to be received by the Chief Executive Officer, not later than 31 October.

10. DISSOLUTION

  1. On its own motion, or on the recommendation of the Committee, an annual general meeting or a special general meeting of the Branch may resolve by simple majority to recommend to the Board that the Branch be wound up.
  2. The Chief Executive Officer shall be advised of the resolution as soon as practicable and shall arrange within 21 days to ballot by post the members of the Institute who are members of the Branch on the question of the dissolution of the Branch.
  3. The Board shall consider the recommendation of the general meeting of the Branch and the ballot of the members and then decide the course of action which best serves the interests of the Institute and its members.
  4. On the dissolution of the Branch, the assets and liabilities of the Branch shall become assets and liabilities of the Institute.

By resolution of the Board - 23 February 2006
Human Resources Institute of New Zealand Incorporated - Constitution and Rules

HUMAN RESOURCES INSTITUTE OF NEW ZEALAND INCORPORATED

CRITERIA FOR PROFESSIONAL COMPETENCE

1. INTRODUCTION

This rule was made by resolution of the Board pursuant to sections 26 (2) and 6(3) of the constitution.

2. GRADING PANEL

  1. The Grading Panel shall be a committee formed by the Board under section 23(2) of the Constitution and shall be responsible for the administration of the Institute's membership grading system in accordance with the constitution and any decisions of the Board.
  2. The Board shall appoint not fewer than eight professional members, to be the members of the Grading Panel. In making such appointments, the Board will ensure that the majority of members of the Grading Panel are practising human resource professionals. The minimum Grading Panel quorum will be eight and a majority will be five.
  3. The Board shall appoint one member of the Panel to be the Convenor of the Grading Panel who will be ex officio a director. The Convenor of the Grading Panel shall report to the National President.
  4. As far as possible, the Grading Panel shall conduct its business electronically or by correspondence.
  5. Panel Members will serve at the pleasure of the Convenor and the Board.

3. PROFESSIONAL MEMBER

On the recommendation of the Grading Panel, the Board may confer the designation of Professional General Member or Professional Specialist Member on any member who is able to demonstrate sufficient knowledge and skills and experience in generalist or specialist roles in the fields of human resources management and development.

4. KNOWLEDGE AND SKILLS

In determining whether a member's knowledge and skills are sufficient for professional competence, the Grading Panel shall have regard, in general terms, to the Institute’s Framework for the Professional Development of Human Resource Practitioners and, in particular, to the definitions of competence it provides in five areas of professional and technical knowledge and skills.

Full HRINZ HR Competencies are available here.The competency statements are listed below:

Business Knowledge Competency

To assist an organisation to deliver excellent service to customers, HR professionals must understand the core business of the industry or sector in which they work, and understand how external and internal factors influence the success of that business.

The three major areas make up the Business Knowledge competency are:

  1.  Value Chain: Successful HR professionals understand the make-up and interrelationships of the various components that are critical to the success of an organisation. This includes understanding the impact of external suppliers on organisational success, the criticality of the production or service delivery processes and capacity, competitor analysis, and how internal financial management and information systems impact on the value chain.

  2. Value Proposition: Successful HR professionals understand how an organisation achieves business objectives. Includes market capitalisation, financial, mergers and acquisitions (where relevant), and work design and organisational rationalisation through structural and relationship-based improvement processes.

  3.  People Value: Successful HR professionals understand how people make a difference to an organisation, including the effects that employment legislation or unions can have on an organisation and its ability to achieve objectives.

HR Delivery

The HR professional is expected to bring to the business community both traditional and innovative human resource activities. While the traditional aspects of HR may not have changed in scope there are many instances where innovation and technology have changed the delivery of HR in today’s business world.

The seven major areas that make up the HR Delivery competency are:

  1. Staffing and Recruitment: Successful HR professionals are able to analyse, interpret, identify, plan, implement and measure staffing and recruitment initiatives within an organisation. Their planning and implementation activities show their understanding of the organisation’s internal and external operating environment and business needs.

  2. Performance Management: Successful HR professionals can produce an integrated performance management system that supports the business direction. The system will not only reflect the needs of the business environment but will also support the organisation’s needs for development and training, and reward and recognition of staff achievement.

  3. Development: Successful HR professionals can identify and implement training, development and learning opportunities that are consistent with the organisation’s capability development objectives.

  4. Remuneration: Successful HR professionals can develop, implement and monitor effective remuneration strategies, policies and systems to contribute to the delivery of business objectives.

  5. Health, Safety and Wellness: Successful HR professionals can identify and implement health, safety and wellness strategies and policies that ensure compliance, which contributes to the development and maintenance of a positive organisational culture, and which contributes to business success.

  6. HR Measurement: Successful HR professionals can identify and implement measures that provide the organisation with an accurate picture of the impact of HR practices and policies and can highlight areas of concern and success.

  7. Legal Compliance & Employment Relations: Successful HR professionals can accurately interpret and analyse employment related and other relevant legislation and develop appropriate policies, processes, systems and employment agreements to meet legislative requirements in a timely and effective manner. This extends to the ability to successfully undertake and conclude bargaining, and to the identification and successful resolution of employment relations issues.

Personal Credibility

Successful HR professionals are credible to peers, line managers and other stakeholders, the three major areas make up the Personal Credibility competency are:

1. Effective Relationships: Successful HR professionals build effective relationships of trust and credibility that lead to buy-in to the customer-focused business model of HR.

2. Achieving Results: Successful HR professionals meet their commitments and have a proven track record of achieving results. They deliver work with a high degree of business and professional integrity. Professional integrity means operating in a professional and ethical manner and maintaining up to date HR and Business knowledge.

3. Personal Communication: Successful HR professionals express themselves effectively both in verbal and written communications.

Strategic Contribution

There are many relationships that are essential for measuring HR when driving an organisation’s performance. Only when HR is firmly anchored as part of an organisation’s strategy implementation can the connection between HR and the organisation’s drivers of success be seen. Strategic contribution in terms of Human Resources relates to those deliverable outcomes of the HR architecture that serve to fulfil the organisation’s strategy.

The five major areas make up the Strategic Contribution competency are:

1. Culture Management: Successful HR professionals develop and implement strategies that are consistent with the organisational culture and that promote structures to support business objectives and meet business needs. They have broad experience of positively influencing and supporting employees at all levels of the organisation. This includes a culture that respects diversity and the principles of the Treaty of Waitangi.

2. Change Management: Successful HR professionals ensure the outcome for change expressed and shared. To be effective at managing change the HR practitioner must have experience in developing and recommending changes in staff structures to meet the organisation’s evolving needs, managing the implementation of change within an organisation, communicating changes and supporting employees through the change process.

3. Strategic Decision-Making: Successful HR professionals take part in framing business strategy and making key business decisions. They identify problems central to business strategy and have experience in developing and implementing strategies, plans and processes that meet the needs and interests of the organisation, its employees and stakeholders.

4. Customer Focus: Successful HR professionals have experience in designing, developing and implementing strategies and initiatives that connect employees with their customers in a way that enhances the organisation’s ability to respond to its needs.

5. Market Connection: Successful HR professionals use customer information to unify the internal organisation around competitive advantage. They create opportunities and mechanisms that amplify market signals within the organisation in a way that enables appropriate and timely responses to emerging opportunities or threats.

Business Technology

With technology rapidly becoming a key part of the workplace and a critical delivery vehicle for business services, the HR Professional is required to grow their knowledge and application of technology as a key delivery tool when implementing strategies. The successful HR professional can display:

The three major areas make up the Business Technology competency are:

1. Linkage to Plans: Strategic awareness of technology’s linkage to the business plan and strategic application of e-knowledge, and how, where, and when to deploy it for maximum benefit. This relates mainly to the design of technological applications and their linkage to business and HR practices.

2. Effective Data Analysis: Evidence of rigorous and effective data analysis being used to make HR business decisions (an example being where a business case has been presented to senior management executives and managers to acquire and implement new technology that will improve services).

3. Facilitation Skills: Key facilitation skills in the use of business systems by the workforce and a realistic grasp of the technological applications that exist throughout the organisation, from both theoretical and applied perspectives.

5. CRITERIA FOR ASSESSMENT

Applications for Professional General and Professional Specialised Membership are assessed by HRINZ's Grading Panel, using these criteria:

  1. Grading Panel members may consider information beyond the application, including reference check and direct personal knowledge.
  2. Assessments are made against the five areas of professional competency as identified within these rules at paragraph 14.
  3. Decisions are consistent with other decisions and against the criteria.
  4. Assessments are made using the process specified within these rules; this includes assessment of competencies, interpersonal skills, communication skills, professionalism, integrity and any other criteria as decided from time-to-time by National Board.
  5. The applicant must demonstrate knowledge, skills and experience in generalist or specialist Human Resources roles.
  6. The applicant should hold, or have recently held, a role as a practitioner, teacher, researcher or consultant in Human Resources Management.
  7. In terms of the scope of human resources, the role should have breadth and depth and some complexity. It should make demands on the applicant's analytical, evaluative and problem solving skills.
  8. The MHRINZ applicant should have sufficient breadth of experience in thefive areas of Professional Competence to enable competent performance. A SHRINZ applicant should satisfy the Grading Panel of in-depth experience in the specialty applied for and a reasonable understanding of at least two other areas of Professional Competence.
  9. Assessments are made in accordance under the requirements of the Privacy Act 1993.

The Grading Panel shall operate in accordance with the Grading Panel Rules as approved from time to time by the Board.

By resolution of the Board - 23 February 2006. Updated 7 September 2007.
Human Resources Institute of New Zealand Incorporated - Constitution and Rules

HUMAN RESOURCES INSTITUTE OF NEW ZEALAND INCORPORATED

RULES OF THE RON ELLIS MEMORIAL AWARD

1. INTRODUCTION

  1. This rule was made by resolution of the Board pursuant to sections 26(2) and of the constitution.
  2. The Ron Ellis Memorial Award was established in 1985 in recognition and memory of the late Mr C R Ellis, who had for many years been a leading figure in personnel management in New Zealand and a prominent member of the Institute.

2. PRINCIPLES

  1. The award shall be called the Ron Ellis Memorial Award.
  2. The award shall take the form of an icon and an appropriately inscribed certificate.
  3. The award shall be made only to members of the Institute.
  4. The award may be made not more often than once in each year, but no award shall be made if the selection panel considers there is no suitable recipient.
  5. The award may be made to the new HRINZ HR Person of the Year and shall be made to that person who, in the opinion of the National Awards judging panel, has made a single outstanding contribution, or series of contributions, to practice of human resources management and development in New Zealand.

3. ADMINISTRATION

  1. The award shall be administered by the Chief Executive Officer.
  2. The award shall be made to the recipient at the annual awards ceremony of the Institute or on some other appropriate occasion.
  3. The Chief Executive Officer shall maintain a register of the recipients of the award.
  4. The Chief Executive Officer shall hold and maintain any collateral associated with the award.
  5. The costs of the award and its administration shall be met from the funds of the Institute.

By resolution of the Board - 23 February 2006
Human Resources Institute of New Zealand Incorporated - Constitution and Rules

HUMAN RESOURCES INSTITUTE OF NEW ZEALAND INCORPORATED

RULES OF THE RESEARCH AND PUBLICATIONS FUND

1. INTRODUCTION

  1. This rule was made by resolution of the Board pursuant to section 26(2) of the constitution.
  2. The Research and Publications Fund was established by the former Institute of Personnel of New Zealand Incorporated. Until 1985, some proceeds from conferences and similar activities were credited to the Fund, but most of its income, until mid 1990, was royalties from sales of two books (Personnel Management in New Zealand and Personnel Practice) whose authors arranged for part of the income from these publications to be paid to the Institute.
  3. Since 2003 5% of any annual financial surplus created by the operations of the Institute has been added to the Consolidated Fund.
  4. The Fund is invested in an interest bearing account and only the annual interest earned is available for distribution.

2. PURPOSE

The purpose of the Research and Publications Fund is to encourage, support and provide financial assistance for research into and publication of work about the practice of human resources management and development in New Zealand.

 

3. ADMINISTRATION

  1. A separate accounting system is to be maintained and operated for all the financial transactions of the Fund. The Fund may receive income from any source, but expenditure requires a specific resolution of the Board.
  2. Separate statements of income and expenditure and financial position are to be prepared for the Fund and audited and presented with the Institute's overall financial statements.
  3. The investment and other financial management of the Fund is the responsibility of the Executive Committee.
  4. An appropriate committee shall make recommendations to the Board on the use of the Fund to encourage, support and provide financial assistance for research and publication.

    Applications for financial assistance from the Fund shall be made on the Research and Publications Fund Application Form. In formulating recommendation, the Research and Publications Fund may receive applications or actively seek opportunities to provide support and assistance.
  5. The Fund shall not be used to finance the publication of HR NEWS, HumanResources magazine or any other periodical publication, nor may it be used to finance the general or operating expenses of the Institute in any way.

By resolution of the Board - 23 February 2006
Human Resources Institute of New Zealand Incorporated - Constitution and Rules

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