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The Human Resources Institute of New Zealand

Human Resources Institute of New Zealand (HRINZ) is the professional body for those involved in Human Resource Management and the development of people.

HRINZ represents the interests of 3,000+ individual members who make up around 45% of the known New Zealand HR market. Read More

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HRINZ Committees - National Board

Being a National Board Director of HRINZ - an induction document


The Human Resources Institute of New Zealand (HRINZ) was born on 1 April 1999 as a result of the rebranding of the Institute of Personnel Management (New Zealand). The parent body, IPMNZ, was established in 1985, as a result of a move away from the New Zealand Institute of Management. Previously the two bodies operated under the one broad umbrella. Different membership needs and requirements lead to the establishment of a separate body focussed solely on the role of the human resource professional, and the advancement of that profession. The Human Resources Institute will continue this focus under the new constitution that reflects the realities of the contemporary human resources environment.


National Office

The Institute has a National Office located in Wellington under a Chief Executive Officer. The Chief Executive officer is responsible to the National President for the management and administration of the Institute. Under the direction of the Chief Executive Officer, the National Office is primarily responsible for 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 national and local levels. With respect to the latter, the National Office may provide specific assistance to local branches, where required, and within the boundaries of capabilities.

Local Branches

The organisation is made up of members geographically spread throughout the country. While membership of the Institute is at a national level, members meet at local branches, which are located according to demand, interest, and the need for members and potential members to be able to easily interact with others in a similar field. One branch, the Academic Branch, is a virtual branch serving the needs of academics mainly.

The most predominant forms of contact members have with the Institute is likely to be through nationally co-ordinated development initiatives, such as the annual conference, and meetings and associated activities organised by the local Branch. There is also a nationally co-ordinated programme of professional development activities that are mounted in various centres around the country.

Branches are managed by local committees, the members of which are also elected in the particular geographical area. Each Branch has a Branch President and Vice President elected by the local branch committee. The Branch Presidents represents their local branch interests at the Branch Presidents Advisory Group. The Branch Presidents Advisory Group function is also to represent the National Board's view back to the Branches.

Eight representatives of the National Board are elected by ballot by all the members of the Institute, and it is from this nationally elected group that the National President and National Vice President are elected by the National Board at its first meeting.

Role of National Board

The objectives of the Institute are to:

  • encourage, and support the development of professional knowledge and competence and high standards of performance among its members;
  • promote understanding of all aspects of human resources management and development and its contribution to the performance of individuals and organisations; and
  • provide an authoritative and influential viewpoint on all matters affecting its members and the management and development of human resources.

This it achieves specifically by:

  • establishing, maintaining and auditing high standards of professionalism for those who are admitted as certificate members of the Institute;
  • ensuring members can access Institute initiated up-to-date, timely and relevant: information, development opportunities and networks.

The Institute achieves this through three primary mechanisms: the National Board; its administrative centre (the National Office); and local branches. We are concerned here with the role of National Board and its Directors.

Of primary importance is the ability of the National Board to:

  • safeguard the financial health of the organisation;
  • guide strategic visioning, policy-making and planning for the organisation;
  • act as the supreme governing body of the Institute;
  • establish effective processes to ensure the strategic blueprint is achieved. This requires:

    • the establishment of annual business plans for each major activity area of the Institute;
    • regular review and reporting of those plans against achievements.

What is expected of a National Board Director

The following are expectations of National Board Directors:

  • attendance at National Board meetings (normally two per year);
  • constructive contribution to discussions/papers bought to the National Board table;
  • timely and relevant preparation/contribution to and circulation of papers for the National Board consideration;
  • prompt comment/response to papers circulated to the National Board Directors for this purpose;
  • active involvement and support of the intention, implementation, and application of Board decisions and policies;
  • familiarisation with the background to Board decisions so as to avoid unnecessary relitigation;
  • attendance at branch meetings on a regular basis:
  • attendance at branch committee meetings by invitation;
  • guidance, support and direction to Institute staff, through the Chief Executive Officer, and members where requested.

In practise this means the ability to:

  • research and appropriately comment on items for National Board consideration;
  • take an overall national perspective when considering Institute matters, noting any apparent local barriers;
  • deliver within agreed and/or required timeframes;
  • gain support/input from others, where appropriate.

As such, National Board Directors will be:

  • those with sufficient knowledge of human resource management i.e. Professional (accredited) Members of the Institute;
  • known to other members of the Institute and likely to have contributed significantly to the Institute through branch activities or through being co-opted by standing and/or ad-hoc committees of the Institute.

Contracted and/or paid members of the Institute, have an input into decisions and direction of the Institute. As well, individual members might want to comment on particular topics. All of this increases the need for consultation and co-operation in the Institute's decision processes. It should also be noted that National Board  Directors undertake activities on behalf of the Institute on a voluntary basis.

It is expected that National Board Directors act in the role of governors of the organisation, rather than as an executive managing day-to-day activities.

Competencies of National Board  Directors

Against this background, the following competencies are identified as being required of National Board Directors:


  • Provide leadership and guidance to the Institute, ensuring the financial, professional, organisational and emotional health of the organisation.
  • Prepare and/or contribute to the preparation of papers for the National Board consideration;
  • Constructively contribute to papers for comment by the National Board members;
  • In appropriate settings, e.g. branch meetings, act as spokesperson for the National body;
  • Support local branch leadership of the Institute;
  • Act as a role model of exemplary human resource behaviour.


Act as a dependable and reliable resource on behalf of the Institute.

  • Do what you have agreed to do; within agreed timeframes;
  • Keep others informed of progress;
  • Respond to requests for information and/or comment, within reasonable timeframes;


Ensure your words and actions match what has been agreed and are appropriate for the organisation.

  • Present and maintain a united front to the membership of the National Board direction and decisions;
  • Fairly represent to the National Board items of individual membership concern which warrant the National Board consideration;
  • Speak only supportively of fellow National Board Directors; staff members and contracted individuals;

Commercial Sensitivity

Understand the commercial realities and constraints of running a successful business.

  • Contribute to the direction and health of the Institute by adopting a strategic perspective with pragmatic responses;
  • Safeguard confidential information;
  • Keep own commercial/personal business and HRINZ-related business separate;

Conflict Resolution

Adopt a win/win perspective and seek constructive methods for resolving conflict.

  • Provide others with the opportunity to represent their views;
  • De-personalise issues, focussing on the problem not the person;
  • Summarise and reflect as appropriate, helping to move discussion forward;

Energy and Enthusiasm

Positively and actively contribute to and support the activities of the Institute.

It should be noted that for Appointed (Branch) Directors, it is expected that they will also specifically represent the views of their Branch when dealing with Board matters. However, when a decision has been made by the Board, it is expected that they will actively implement that decision and abide by it.

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