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Human Resources Management of local employees is invariably cited as one of the problems encountered by Japanese companies when they set up offices overseas.

Management resources consist of "people, assets and money" and, since the only one which has to be acquired locally is "people", establishing new labour management regulations suitable for the country concerned as well as making use of the benefits of Human Resources Management is essential for any business to succeed overseas.

Staff Management Consultancy Ltd. is the only Japanese consultancy company in Hong Kong to offer outsourcing for personnel-related services. We use a membership system to draw up employee handbook and solve problems which arise on a daily basis as well as gather labour-related information or give advice on terminating the employment of employees and will come up with solutions to any other issues which may be causing you concern.

In addition, Anchor Business Consulting (Shenzhen) Ltd. has been established in Futain, Shenzhen in 2007. We also provide human resources consulting services in PRC.

#	Do you have a sound Human Resources Management system?
#	Have you set up procedures for dealing with personnel-related problems?

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Companies setting up offices overseas are required, at the very least, to manage their personnel in accordance with labour law in that country. However, your company may not possess the knowledge to comply with local legal obligations when handling each individual case.

Examples of questions related to labour legislation

#	We have hired a new employee. What formalities does the Government require us to go through?
#	We have no idea whether our employees' demands with regard to annual leave with pay are valid or not.
#	How are daily wage rates on which overtime pay is based calculated? Does an additional rate apply?
#	One of our female employees has told us she will be taking maternity leave. How should we pay her while she is on leave and how much should she be paid?
#	One of our employees injured himself on Sunday when he was not at work and will be on leave for a long period of time. What do we do about paying him while he is on leave?
#	What compensation is required by law if an employee is dismissed from the company? What legal papers are required?
#	An employee who has given in his resignation has asked for "double pay". Are we really obliged to pay him this?
#	We do not grant annual leave with pay to employees who only work afternoons. Could this cause problems?
#	What procedures are necessary to relocate employees of a company we have purchased to another company?
#	What are we required to do in the event of a disaster or fatal accident at our factory?
#	What should we do if we want to change our calculation period for wages?
#	One of our employees asked to "purchase his annual leave" for the following year when he was dismissed. What exactly does this mean?
#	An employee who came in to work on a rest day has asked for a day off in lieu. Can this be settled by paying him instead?
#	An employee who worked for our company for 3 years has been dismissed on disciplinary grounds. Could we be sued for unfair dismissal?

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Staff Management Consultancy Ltd will give you concrete advice rather than general suggestions. We offer effective solutions to immediate problems and, if necessary, can be present at mediation negotiations on behalf of our members.

Examples of the various labour problems which can arise on a daily basis

#	The misuse of sick leave by employees is becoming a problem at our company. What can we do about this?
#	A long-term employee of our company is leaving to emigrate. Should we pay gratuity bonus for special services?
#	We have no fixed standards for regular wage increases. What shall we do about a pay rise this year?
#	We would like to caution employees who are frequently late for work in the hope that they will do something about it. What is an effective way of doing this?
#	How can we legally lay staff off due to relocation of a factory to China?
#	How can we dismiss an employee with a poor work attitude without causing any trouble?
#	We are planning to move our office to a new location. How should we deal with employees who refuse to comply with this?
#	What action should we take in response to a summons from the Labour Department after being reported by an employee dismissed on the grounds of incompetence?
#	How can we change the way we manage annual leave with pay from an "individual control" to a "common leave year control"?
#	What is a good way to stop employees punching time cards on behalf of their colleagues?
#	We are planning to shut down a department within our company. How should we deal with employees who plan to report it to the Labour Department?
#	Our employees have asked us to introduce a sick leave scheme. What points do we need to watch out for?
#	What sort of legal papers need to be drawn up and managed in connection with maternity leave?
#	We would like to change our wage system to one based on ability. What are the current wage level in a market and evaluation system?
#	We would like to make a clear distinction between "double pay" and "performance bonuses"? How can we do this?
#	A female employee has asked to be excused from some of her duties because she is pregnant. How should we proceed with regard to this request?
#	We have been reported to the Equal Opportunities Commission on the grounds of discrimination against expectant and nursing mothers for dismissing a female employee shortly after her baby was born and have been asked to pay compensation. What should we do?

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What usually seems to happen in foreign companies in Hong Kong is that managers from home country in charge of General Affairs or Accounts also have to take on responsibility for Human Resources Management. Consequently it is not easy for them to allocate sufficient time to collecting data from other companies or studying labour legislation which is vital for drawing up or revising contracts of employment or employee handbook.

Staff Management Consultancy will draw up on your behalf or check all your personnel-related documents and prepare legal papers promptly. Drawing up and enforcing contracts of employment and employee handbook in accordance with that country's laws and conventions is an effective way of preventing personnel problems in advance.

Examples of why it is so essential to have personnel-related documents drawn up and checked

#	We are thinking of having our employee handbook drawn up in Chinese and English now that we have more employees.
#	We want to introduce a commission system for our sales staff. What are the most important points when contracts are drawn up?
#	We have been using the same employee handbook for 10 years and would like to check them with the Employment Ordinance in force at the moment to make sure they are still alright.
#	Our regulations with regard to disciplinary action are too vague. How do we go about wording and drawing up such regulations?
#	We would like to know if our contracts of employment cover everything required by law.
#	We would like to send employees to Japan for training but are worried about them moving to another company when they return to Hong Kong. What sort of contracts should be exchanged in such cases?
#	An employee who left our company took business documents with him. We would like to put a clause into our contracts to ensure that this does not happen again.
#	We would like to send a written warning to an employee asking him to improve his ways. How should we write it to be effective?
#	We have been instructed by the Labour Department to draw up letters of notification and details of compensation to employees who are being dismissed from our company. What sort of format should we use for these?
#	We would like to introduce new regulations about an interest subsidizing system to encourage home ownership.
#	We would like to have regulations for business trip expenses in line with those used by the majority of Japanese companies.
#	We would like to make sure that the information entered on our staff records does not contravene labour legislation.

>>> Ask us to check or prepare all your documentation

All too often companies go to great trouble to gather personnel-related information but are unable to fully comprehend it because it is in complex and old-fashioned expression. In fact people often tell us that, although they realise the importance of amendments to the Employment Ordinance on which incidental knowledge is not readily available, they are difficult to understand and end up being filed away without being properly assimilated. What if employees then make demands connected to amendments to the law? This is a common occurrence.

The "SMC News" is published to bring you up-to-date personnel-related information in Japanese.

Examples of the sort of personnel-related information we are asked for

#	What sort of wage increases should we anticipate this year? What is the average wage increase at Japanese companies?
#	We have heard that an amendment was made to the Employment Ordinance recently? What did this amendment consist of?
#	What exactly is the Mandatory Provident Fund (MPF)?
#	What is the current rate for daily allowances payable to employees travelling to China on business trips?
#	Now that regulations on wrongful dismissal have come into force will it be more difficult for us to dismiss employees?
#	Approximately what proportion of Japanese companies do not require their employees to work on Saturdays and Sundays?
#	We would like to know of any rainstorm warnings which appear in Chinese-language newspapers as soon as possible.
#	What is the Labour Advisory Board?
#	What is the average amount of "benefits for hospitalization expenses " in the medical insurance taken out by Japanese companies?
#	How do our company's welfare provisions compare with those of other Japanese companies?
#	We would like to get hold of a Japanese translation of the Employment Ordinance (Labour Standards Law) as soon as possible.
#	We would like to know all about the laws protecting minors in the manufacturing industry.
#	What are the contents of the Sex Discrimination Ordinance and the Personal Data (Privacy) Ordinance?
#	What is the Labour Tribunal?

>>> Make use of our information providing service

We offer the following services related to Human Resources Management # ... Services we can offer for an annual contract fee alone @ ... Services for which an additional fee is required(spot services)
Hot Line Service	# Answers to your questions on labour legislation # Advice on solutions and countermeasures to personnel issues # Business consultations related to the dismissal of employees Others

Support Service	# Samples of Human Resources Management documentation provided @ Personnel matters dealt with on your behalf @ Dismissal procedures carried out on your behalf @ Mediation talks arranged between labour and management on your behalf @ Information on a variety of subjects gathered on your behalf @ Meetings held to explain employee handbook @ Salary and evaluation systems introduced Others

Service for drawing up and checking documents	@ Contracts of employment and employee handbook drawn up and revisedContracts of employment and employee handbook drawn up and revised @ Contracts of employment and employee handbook checked @ Documents for the dismissal of employees drawn up @ Internal documents drawn up @ Correspondence related to Human Resources Management drawn up Others

Information service	# Publication of "SMC News" # "SMC Seminars" held # Information on wages and pay increases provided # Japanese translations of personnel-related information provided # Information on amendments to labour legislation provided # Information on welfare provided @ Japanese translations of various labour legislation drawn up or sold @ Open seminars on a variety of subjects held Others

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