Florence Hutchful (2nd from right), President, Chartered Institute of Human Resource Management, shaking hands with the newly inducted members of the Institute
Florence Hutchful (2nd from right), President, Chartered Institute of Human Resource Management, shaking hands with the newly inducted members of the Institute

CIHRM inducts new members

The Chartered Institute of Human Resource Management (CIHRM) Ghana has inducted new members after the completion of their professional Human Resource courses. 

The induction ceremony, which took place during the CIHRM’s Fourth Annual General Meeting (AGM) in Accra on Friday, June 20, saw 118 human resource practitioners inducted into the “Full Membership” status of the institute.

The induction ceremony was in recognition of the dedication of human resource practitioners who have undergone a continuing professional development process post-qualification, with at least five years of practice.

CIHRM Report

Delivering the report of the Institute, the President of the CIHRM, Florence Hutchful, reported that though the institute managed to increase its membership in all membership categories, the payment of the annual membership subscriptions declined by 21 per cent, but attributable to two main factors.

“First, in 2024, a significant number of members did not meet their payment obligations, unlike in 2023. Second, unlike the previous year, many members with arrears from prior years did not regularise their outstanding payments.

“The income generated from annual subscriptions for 2024 was GH₵ 443,600.00 as against GH₵ 563,120.00 in 2023. I urge you to honour the timely payments of your annual subscriptions to enable the institute to carry out its annual programmes and activities,” she said.

Mrs Hutchful added that the institute’s council was working with its staff, selected resource persons, and members of the professional certification board to develop a three-year strategic plan for the institute. She said it was committed to finalising and rolling out before the end of the year.

She indicated that the CIHRM would continue to invest in publicity and public education to enhance its visibility as the only legally mandated HR professional body established by law to regulate the practice of human resource management and maintain HR standards in Ghana.

The President of CIHRM emphasised that they would continue to collaborate and work closely with its Learning Partners to establish its presence in all regional capitals in the country, as well as pursue partnership arrangements with organisers of the Africa HR Summit, the Global Conference on Human Resources in Africa (GCHRA) Conference, and other reputable international HR professional bodies.

Performance

The Chief Executive Officer (CEO) of CIHRM, Dr Francis Eduku, said the financial health of the institute had seen significant improvements due to increased brand visibility and the implementation of efficiency mechanisms.

He added that the institute would keep tracking the various operational parameters and explore innovative ways of generating revenue.

Dr Eduku said the CIHRM had also intensified interactions with universities as part of its visibility strategy.

“From last year to date, we have signed Memoranda of Understanding (MOUs) with four universities: University of Ghana, Central University, University of Professional Studies, Accra (UPSA), and Ghana Communication Technology University,” he said.

He also added that Phase 3 of the CIMG office building was about 80 per cent complete, as work had progressed steadily to bring it to completion.    

Building Resilient, Trustworthy Workforce

For his part, the Vice-Chancellor of Central University, Prof. Bill Buenar Puplampu, who was the Guest Speaker, called on HR leaders to develop a workforce that would be resilient, trustworthy and high-performing.

According to Prof. Puplampu, HR leaders must be agile, fearless, and equipped with "anti-venom capacities" to tackle the range of changes needed in organisational culture, leadership and procedural systems.

He emphasised that building a resilient, trustworthy and high-performing workforce required a practical approach.

He suggested that HR leaders should focus on developing one area fully, such as trustworthiness, high-performance work systems or resilience, which would likely have knock-on effects in other areas and reap unintended benefits.

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