THE HRK

Aim
The HRK (Swedish Association for Human Resource Consultants) is a branch organisation whose objective is to unify all professional consultancy companies working within the field of personnel resources.

Function
The function of the HRK is to:

• safeguard the professionalism of consultants with regard to matters of human resources in working life, where the guiding principle is that persons must never suffer any injury as a result of the operations of member companies
• carefully monitor the professional practices of member companies with regard to questions of ethics and methods used
• monitor developments within our particular field, and provide member companies with the latest news and information
• afford member companies opportunities for advanced training and development of their consultants, via organised activities
• serve as a source of referral and as branch representative in State reports, etc.

History
The HRK was founded on 2nd February 1989, when representatives of six recruitment companies met under the chairmanship of Senior Lecturer, Hunter Mabon, University of Stockholm. These Founder Members were all agreed that the provision of consultancy services within the field of human resources, were expanding at a rapid rate, however, certain services supplied, were of poor quality. The time was ripe to make qualitative demands on persons and companies engaged in this field. HRK's statutes were laid down at its AGM, held on the 9th November 1989.

The Board
The Board for 2006 comprises the following:

Ann-Louise Jonzon, Ordförande
Bo Bengtsson, Vice Ordförande
Karin Nilsson, Sekreterare
Christer Knutson, Kassör
Lena Malmberg, Kundrepresentant
Monica Isaks
Lotta Saidac
Hans Gawelin
Jan-Eric Sundgren
Jenny Heffler

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METHODS COMMITTEE

Member companies pledge themselves to openly account to the HRK's Methods Committee for their working practice and when required, the test instruments used.

This means that the members of the Methods Committee can, on behalf of the Board, inspect the methods employed by the member company. This may also apply in individual cases, at which time the consultant concerned, must be prepared to stand before the Committee and account for his/her actions in relation to the particular misconduct.

The 2000 Methods Committee comprises the following members:

Professor Bertil Mårdberg, Defence College (FHS)
Jan Lindell, Licentiate of Philosophy???, SPB Partner AB

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ETHICS COMMITTEE

Purpose
The task of the HRK Ethics Committee is to ensure that consultant operations evolve in a professional manner, through the establishment and preservation of a solid ethical base, in respect of all member companies and organisations.

Ethics Committee
Member companies pledge to work in accordance with the ethical norms established by the HRK, of which are subject to continuous development. The HRK Ethics Committee strictly monitors adherence to them will be monitored by the HRK Ethics Committee.

The 2000 Committee comprises the following members:

Lou Hallenberg, Handelsbanken
Jan Lundmark, Kraft Freia Marabou AB

The Ethics Committee reserves the right to access all required information should if necessary, to determine whether a member has contravened the Association's ethical code of conduct. The Committee not only aspires to stimulate debate regarding ethics in the general work place, but alsol beyond the relms of the HRK.


Reprimands
Member companies automatically accept the following forms of reprimand, which may be ordered by the Board, in the event of a member contravening the Association's statutes.

A caution is the mildest form of reprimand and is issued when considered that the member can set a particular matter to rights without difficulty.

A warning is the most severe reprimand and is issued upon repeated deviation from the aims of the Association, its ethical rules and sincerity toward the Ethics and Methods Committees.

Expulsion of a member company from the Association is with immediate effect and notification of such expulsion is made public.

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RULES OF ETHICS

General ethical standards for consultants
General ethical standards relate to the professional position a consultant is expected to adopt prior to entering into a client-consultant relationship.

• The consultant is to possess the necessary competence to carry out the assignment and the means to achieve success.
• The consultant should have the courage to submit unpopular viewpoints.
• HRK consultants do not work with "unethical" clients. If the consultant does not share the values of the client, with regard to the way in which personnel and individuals are managed, then the consultant should decline the assignment.
• The consultant should assess whether the assignment is feasible, and its intentions professional.
• The consultant is to employ methods firmly based on objectivity, scientific findings, and proven experience.
• The consultant is to carry out his/her assignment impartially and independently, and not allow progress to be affected by interests other than those of the client.

Ethical standards shared by the client and the consultant.
The consultant is to base his/her work in helping to develop a client's business, and furthering its personnel policy, on the daily working of the client. The consultant and the client should therefore be of one mind with regard to the following points:

• A frank and open dialogue, with respect for the integrity of others and to characterise the consultant's co-operation with his/her client.
• The consultant is not to accept an assignment from another client if it will lead to a conflict of interests.
• For a period of two years following an appointment, the consultant must not interest the appointee in another position, unless there is a need for a transfer to take place.

Questions of ethics between the consultant and other interested parties

Individual - Consultant

• The consultant's work with an individual presupposes the approval of the person concerned. The same applies when procuring references as part of the employment process.
• The candidate is to be informed of the recruitment process and the estimated timescale. The candidate also has the right to receive information regarding which tests will be used, and who will receive notification of the results.
• Tests are only to be conducted at personal meetings. The candidate has the right to access the results of all tests and assessments, by personally contacting the recruitment company.
• The candidate has the right to know the result of the selection process in which he/she has participated.
• The candidate has the right to know the way in which a particular testing method has been developed, and what proof there is of the test's validity.