Our History

We bring together leading brands, exceptional people, consolidatedknowledge into one enterprise training solution brand to provide acomprehensive service offering to our clients and to help industries’ and workforces remain competitive.

In 2005, the United States Agency for International Development (USAID) embarked on a first ever private sector intervention in one of Cambodia’s most critical industries, the garment sector. The USAID established the Garment Industry Productivity Centre (GIPC). The industry was then and remains today an important source of income for the country, contributing 18%to GDP and more importantly, created thousands of jobs. At its peak it employed over 300,000 workers, and injected millions into the economy on a monthly basis through only its wage and benefits provisions. This remains the case today. In addition, the knock on effect of this industry, in small business and services provision to the sector, is enormous and in no way quantified in a manner that does the industry justice in its true contribution to the economy.

THE GARMENT INDUSTRY TO US, IS A REVOLUTIONARY INDUSTRY: it created jobs and provided opportunities for development of individuals at a time that we did not have skilled people; it is an industry that has put Cambodia on the global map. It is the industry that spearheaded the development of the ILO Better Work Program and is the only industry that has created a link in Aid for Trade. It is the industry that without a doubt spearheaded the development of a long road in industrial relations development in the country. It is an industry we are passionate about. It is an industry we want to see flourish and remain competitive.

In 2007 a Cambodian Director, Ms. Mona Tep, was recruited with a specific mandate to localize and transform into a sustainable entity. In 2008 the GIPC project transformed into a local NGO named CASDEC (The Cambodian Skills Development Centre) which continued in the investment of developing trained technicians and consultants who could provide critically needed productivity services to the industry. The local entity brought together industry leaders and prominent figures in its governance structure whom today, remain actively involved in an advisory and input role.

The transformation of any project into a sustainable entity is a challenging one. The governing board of CASDEC remained concerned at the out perceptions and willingness to pay for services, given that the NGO was fully funded. This created enormous challenges for the implementing team, despite significant success and impact at a policy and enterprise level. The governing board and donors embarked on a long road of reflection and investigation to ensure that the original vision of
a sustainable and growing service delivery of workforce development and productivity services was ensured. A more private sector approach was clearly needed to ensure sustainability.

In March 2010, the governing board reviewed a host of options available to the NGO and voted that the transformation of the NGO into a more social and private orientated entity, including the addition of human resource training, would be the best opportunity to achieve the goals set out.

HRINC (Cambodia) a leading provider of HR services to the Cambodian market and region provided a platform for merging HRM and productivity training, with relevant industry links, to continue the development and diversification of the NGO. In 2011, The Society of Human Resource Management & Productivity (SHRM&P) was conceptualized and registered: a private and not-for-profit sector collaboration which has had

1. The team, skills and expertise developed have been maintained and continue to grow. The transition meant reducing the head count to reduce the monthly budget; however, SHRM&P absorbed “non-essential” providing them with more opportunities for growth and diversity in their careers. Our overhead and fixed cost budget reduced through using joint back office operations.
2. Diversification of our training service offering through the addition of Human Resource training and Development.
3. Positioning of the new entity as an enterprise that bring people leaders, skills and knowledge that have impact and deliver real results.
4. Ensure that the change to the new entity retains core staff and skills and builds a world class firm.

Since our merger, we have made remarkable progress. We have retained all our staff, joined forces and moved into a new office together. We continue to refine and develop new services and the technical team is working across borders: In Laos delivering services to the Laos Garment Industry and is also working in China, helping factories re-organize production and manage change effectively.

WE BELIEVE THAT PRODUCTIVE PEOPLE, DRIVE PERFORMANCE OF THE BOTTOM LINE. WE BELIEVE IMPROVING PRODUCTIVITY WITHOUT IMPROVING MANAGEMENT & SUPERVISORY CAPACITY DOESN’T GIVE OUR CLIENTS THE BEST VALUE FOR MONEY. COLLABORATION HAS AND WILL CONTINUE TO IMPROVE THE IMPACT OF WHAT WE DO

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