by admin | Mar 24, 2025 | racing, sports, thailand, tournaments, tours
The Princess Maha Chakri Sirindhorn’s Cup Tour of Thailand 2025 is set to start on Monday with the men’s competition in Sa Kaeo.
The event, which will run until April 2, will take place in nine districts of Sa Kaeo with a total distance of 1,071.21km.
The inaugural stage on Monday will begin and end in Aranyaprathet, covering a total distance of 121.42 kilometers. The opening ceremony, which will be attended by Sa Kaeo Governor Parinya Photisat, is scheduled for 8 am.
The Tour of Thailand has announced plans to participate in celebrating Her Royal Highness Princess Maha Chakri Sirindhorn’s 70th birthday on April 2nd. The race this year will take place across prominent tourist destinations such as the Sdok Kok Thom Historical Park, Pang Sida National Park, and Rong Kluea Market, according to General Decha Hemkrasri, who serves as the president of the Thai Cycling Association (TCA).
Thanakarn Chaiyasombat, representing the Thailand Continental Cycling team, stated, “I’m prepared for this event. My teammates and I have put in extensive training sessions. Recently, we competed against numerous formidable teams from both Europe and Asia during the Tour of Taiwan, and many of these squads will also join us in the upcoming Tour of Thailand. Every participating team boasts considerable strength, making this contest highly thrilling.”
“I hope the supporters will encourage both the male and female teams. We will strive to perform our best,” he said additionally.
A fellow Thai rider, Peerapol Chaochiangkwang, stated, “The Tour of Taiwan served as a preparatory event for our team. Although it was rather chilly in Taiwan, the climate here in Thailand is extremely warm; however, it’s not as scorching as it was last year. Most of the courses consist of flat terrain, yet the challenge lies in strong winds and stages being shorter than usual. Nonetheless, our objective is to secure at least the title of the top ASEAN cyclist. We aim to perform our absolute best in this contest.”
The male competition consists of six phases and concludes on March 29. The female contest, comprising three stages, will take place from March 31 to April 2.
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by admin | Mar 24, 2025 | asia, education, educational systems, public education, thailand
The Office of the Education Council (OEC) has dismissed a report that ranked Thailand’s educational system lower than those of most other ASEAN nations, stating that the rankings lacked concrete evidence and did not accurately depict the present circumstances.
According to the 2025 education rankings from World Population Review, a site focused on demographic information, Thailand ranks 107th out of 203 nations surveyed and falls behind most Southeast Asian neighbors. The top-ranking ASEAN country is Singapore at position 11, followed by Brunei at 47, Indonesia at 67, Vietnam at 53, the Philippines at 71, Malaysia at 89, and Laos at 102. Among all ASEAN members, only Myanmar and Cambodia have worse placements than Thailand.
The top ranking went to South Korea, with Denmark and the Netherlands following closely behind.
Associate Professor Prawit Erawan, who serves as the secretary-general of the OEC, stated that the rankings were at odds with the information cited from the yearly Best Countries Report compiled by US News and World Report, BAV Group, and the Wharton School of the University of Pennsylvania.
The report encompassed 73 nations and placed Thailand at 48th position, ranking third within ASEAN after Singapore at 22nd and Malaysia at 37th. Laos and Brunei did not appear in the listings.
Mr. Prawit stated that The World Population Review didn’t provide additional details about the rankings. Therefore, claiming that Thailand was at the lower end might be premature and should be examined and understood with caution.
He mentioned that additional data displayed on the site included the literacy rates per country as of 2021, failing to capture the present circumstances.
The OEC has been carrying out its independent evaluation of literacy rates among Thai individuals who are 15 years old and above. According to him, the preliminary literacy rate stood at 99%, which is the highest within ASEAN. The definitive outcomes will be released towards the end of this month.
Mr. Prawit stated that every organization has its distinct objectives and roles. Individuals ought to concentrate on the literacy rates since they provide a clearer indication of the comparative strengths and weaknesses of different countries.
Mr. Prawit mentioned that the World Population Review rankings highlighted the necessity for Thailand to remain vigilant and take decisive action regarding issues within its educational framework and strive for further development of the sector.
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by admin | Mar 24, 2025 | environmentalism, government, politics, society, united nations
A UN representative has called upon Thailand’s authorities, business sectors, and local populations to collaborate in order to secure the nation’s sustainable development for the future.
During a media event, Kanni Wignaraja, who serves as the Regional Director for Asia and the Pacific at the UNDP, stated that these sectors of society should work together to guarantee inclusiveness.
She likewise offered her perspectives on Thailand’s advancement towards meeting the Sustainable Development Goals (SDGs). She highlighted that the nation still encounters difficulties in attaining certain objectives, particularly those concerning biodiversity conservation and enhancing the welfare of particular communities.
Last month, Ms. Wignaraja visited Thailand to take part in the Asia-Pacific Forum on Sustainable Development 2025, which took place from February 25th to 28th at the United Nations Conference Centre in Bangkok.
While visiting, she also had meetings with multiple ministers, business delegates, and members of the local community.
She mentioned that Thailand, along with numerous other nations in the Asia-Pacific area, encounters difficulties concerning Sustainable Development Goals (SDGs) linked to climate action, biodiversity preservation, and gender equality. She highlighted that women and girls are particularly impacted by environmental deterioration and contamination.
As she explained, when we address the interconnected challenges of climate change and natural disasters alongside the consequences of environmental degradation, waste management issues, and contamination, women and girls frequently face the most severe repercussions throughout all stages of life.
These challenges appear as problems related to education, employment, and fair compensation, impacting women and girls across all stages of their lives.
She emphasized that every sector should participate in a joint endeavor to promote inclusive development, with special attention to how environmental issues affect women and girls.
Ms. Wignaraja similarly urged Thailand to utilize its abundant biodiversity via strategies such as sustainability-linked finance. This would guarantee that investments focus on both environmental preservation and societal well-being, including areas like educational initiatives, social safety nets, and support for marginalized communities such as girls, women, and seniors.
“When working with policies related to financing, it’s crucial to examine how sustainable finance connects. Essentially, you leverage your natural resources and identify the sustainability indicators. The expense of obtaining loans for these natural assets must be factored in too. This applies regardless of whether you’re an individual household, a small business, or even at a national scale,” she explained.
She emphasized the significance of cooperation between the government and the private sector to bring about lasting transformation. She highlighted that major corporations should particularly assume accountability for their ecological footprint and play a role in restoring Thailand’s natural resources.
“Larger corporations bear significant responsibility to avoid causing damage to our planet and depleting natural resources, as well as to restore and enhance the environmental wealth that Thailand possesses,” stated Ms. Wignaraja. She further urged financial institutions and small business owners to participate in these collaborative initiatives.
She stated that government policies should focus on improving citizens’ daily lives and addressing their requirements. Adopting this strategy guarantees that progress is both fair and enduring.
While visiting Thailand, Ms. Wignaraja went to Phetchaburi where she observed the signing of an agreement between the UNDP and Phetchaburi province aimed at promoting bioeconomy initiatives that would advantage both communities and the environment.
Phetchaburi serves as an exemplary case of successful collaboration between public and private sectors for enhancing biodiversity, thanks to alliances formed among entities such as the UNDP’s Biodiversity Finance Initiative, Krungthai Bank, and Onep. Additionally, this region holds recognition from UNESCO as a Creative City of Gastronomy and boasts Kaeng Krachan National Park, which stands as a designated World Heritage site.
She pointed out Phetchaburi as a case where the government, enterprises, and local residents worked together to boost economic development while safeguarding the environment. Initiatives such as birdwatching tours and shrimp aquaculture in the province have contributed to equitable progress within the community.
Ms. Wignaraja stated that Thailand exemplifies how linking different industries can result in both wealth creation and environmental preservation. She pointed out that the distinct circumstances of each province present chances for novel ideas and advancement.
Thailand has implemented novel approaches within its policy development procedures to involve citizens in decision-making processes via the Thailand Policy Lab. Established by the National Economic and Social Development Council in partnership with the UNDP, this initiative seeks to foster inclusivity in tackling the nation’s intricate issues, particularly as Thailand progresses towards becoming an upper-middle-income economy.
“I observe a fresh enthusiasm and significant dedication from Thailand towards advancing the sustainable development goals,” she stated. “As these objectives become integrated into Thai policy, it’s essential that they prioritize the needs of individuals, taking into account their interconnectedness and changing circumstances. This approach ensures that all stakeholders—including businesses, municipal authorities, and global collaborators—are engaged in shaping a more sustainable future.”
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by admin | Mar 24, 2025 | business, healthcare and medicine, human rights, politics and government, social issues
By Senyo ADJABENG\xa0
In business literature, Human Resources (HR) is often portrayed as a strategic partner, a critical player in shaping organizational culture, driving employee engagement, and aligning workforce capabilities with business objectives.
The argument sounds convincing: Human Resources isn’t merely focused on payroll and compliance anymore; it’s become fundamental for an organization’s success. However, underneath this shiny exterior hides a less optimistic truth.
Despite the lofty theories and aspirational narratives, HR is frequently sidelined in executive decision-making, relegated to administrative tasks, and viewed as a cost center rather than a strategic asset.\xa0 This article delves into the sarcasm embedded in HR theory, exploring the gap between what is preached in Hr School as against what is practiced in organizations.
The Strategic HR Myth
For many years, the notion of Strategic Human Resource Management (SHRM) has been a prominent topic within human resources literature. Pioneers like my esteemed mentor Dave Ulrich have advocated for the perspective that HR ought to serve as a strategic ally, playing an essential role in shaping and implementing corporate strategies (Ulrich, 1997).
The theory posits that HR professionals should sit at the executive table, influencing decisions on mergers, acquisitions, market expansions, and other critical business moves.\xa0 However, the reality often falls short of this ideal.
In practice, HR’s role in strategic decision-making is frequently limited.\xa0 A study by Kaufman (2015) found that while HR leaders are often involved in discussions about workforce planning and talent management, their influence wanes when it comes to broader business strategies.
The study revealed that only 34% of HR leaders were regularly included in high-level strategic meetings, and even fewer had a significant impact on the outcomes of those discussions.\xa0 This disconnect between theory and practice underscores the sarcasm in HR’s supposed strategic role.
A major factor behind HR’s restricted impact stems from its persistent connection to administrative duties. Even as efforts are made toward greater strategic alignment, these departments frequently find themselves preoccupied with routine activities such as handling payroll, administering benefits, ensuring compliance, and overseeing employee interactions.
These duties, though crucial, fail to significantly boost HR’s standing within the company. According to a Deloitte study from 2017, 60% of HR professionals dedicate most of their time to clerical work, which leaves minimal space for strategic activities.
The administrative strain is intensified due to the growing intricacy of labor laws and regulations, compelling HR departments to allocate substantial resources towards adherence. Consequently, HR tends to be seen more as a bureaucratic unit instead of a strategic ally, thereby solidifying its marginalization from high-level decision-making processes.
Once more, perception significantly influences where HR stands within organizations. Even with the attempts made by HR leaders to recast their department as strategic, numerous executives continue to see HR through a limited perspective. According to research conducted by Wright and Nishii in 2013, CEOs along with other high-ranking executives frequently
view HR as a supportive role instead of a central business component. This viewpoint stems from the traditional function of HR as a personnel department, concentrating on recruitment, termination, and maintaining staff documents. The issue with this perception is exacerbated by the insufficient understanding of finance among HR practitioners.
According to a report from the Harvard Business Review in 2018, merely 25% of HR leaders expressed confidence in understanding and interpreting financial documents or participating effectively in fiscal conversations. This deficiency in financial expertise hampers HR’s standing as a key strategic ally, complicating efforts for these leaders to secure positions among high-level executives.
The Power Dynamics
The distribution of authority inside businesses significantly contributes to the sidelining experienced by human resources departments. Often in numerous corporations, financial and operational divisions hold sway in upper management, where these sections’ heads have substantial impact on key choices. Conversely, HR tends to be perceived as an auxiliary unit, possessing minimal leverage to contest prevailing practices.
Pfeffer’s 2010 research underscored the disparity of power between human resources and other departments, observing that HR executives frequently find themselves sidelined from crucial decisions due to their insufficient political clout to sway results.
This power dynamic is exacerbated by the perception of HR as merely a cost center, where its funding and resources come under close examination and reduction when finances are tight.
One of the core tenets of HR theory is that HR should act as an advocate for employees, ensuring that their needs and concerns are addressed by the organization.\xa0 However, this role often puts HR in a difficult position, caught between the interests of employees and the demands of management.
A study by Guest and Conway (2011) found that HR professionals often struggle to balance their dual roles as employee advocates and organizational gatekeepers.\xa0 This tension can lead to a loss of trust among employees, who may see HR as being more aligned with management than with the workforce.
Meanwhile, executives might see HR as concentrating excessively on employees’ issues rather than prioritizing business goals. This paradoxical predicament exacerbates the challenges faced by HR in shaping high-level decisions.
How HR Can Actually Secure a Spot at the C-Suite Table
The desire for HR to gain recognition as a strategic ally and earn a place at the top management table isn’t recent. Yet, realizing this ambition necessitates more than mere talk or abstract models; it calls for a concrete, systematic, and comprehensive strategy to transform HR into an essential catalyst for business achievement.
Even with these difficulties, HR has actions available to boost its strategic importance and earn a spot at the executive level. A major emphasis should be placed on improving financial understanding amongst HR practitioners.
By improving their grasp of financial statements, budgeting, and cost management, HR leaders can communicate in the language of business and play a more effective role in strategic conversations.
Another important step is to leverage data and analytics to demonstrate HR’s impact on business outcomes.\xa0 By using metrics such as employee engagement scores, turnover rates, and productivity data, HR can make a compelling case for its role in driving organizational performance.
According to a study conducted by Bersin in 2016, organizations with robust HR analytics capabilities were two and a half times more probable to have their HR leaders engaged in making strategic decisions.
Human Resources needs to focus on strengthening ties with departments like finance and operations. Through closer collaboration with these teams, HR can develop a clearer insight into company objectives and ensure that its programs support overall strategic aims.
Such interdisciplinary teamwork can aid in dismantling departmental barriers and establish HR as an essential part of upper management. HR should transition from merely responding to issues to proactively foreseeing and tackling organizational requirements.
Achieving this involves synchronizing HR tactics with the company’s overarching purpose, aspirations, and key strategic directions. It is essential for HR executives to engage proactively in conversations about corporate strategy so they can grasp the organization’s objectives, hurdles, and potential areas for growth.
This enables HR to tailor its initiatives to support these objectives.\xa0 HR must identify areas where it can create the most value for the organization.
HR Must Think Like a CEO
To gain credibility in the C-suite, HR leaders should think beyond their function and consider the broader business implications of their decisions. This includes understanding market trends, customer needs, and competitive pressures.\xa0 HR must demonstrate the return on investment (ROI) of its initiatives.
This involves transitioning from perceiving HR as merely a cost center to recognizing it as a contributor of value. It is essential for HR to showcase success stories that underscore its impact on business results. Additionally, HR needs to embrace calculated risks and innovation, which illustrates their strategic thinking and capacity to instigate transformation.
Ultimately, HR executives should take proactive steps to secure a place in the C-suite. This requires addressing traditional biases and showcasing HR’s contributions to the company. It also entails developing ongoing connections with influential mentors or advocates within the C-suite who can champion HR’s involvement in key strategy talks.
Altering perspectives requires patience, yet perseverance leads to success. Therefore, HR needs to consistently showcase its worth and strive for a prominent position at decision-making tables.
Gaining a spot in the C-suite isn’t straightforward for HR professionals, yet it’s attainable through effective strategies. Once HR manages to secure a seat at the executive table, it enhances both its own function and supports the broader organizational goals over time.
For Further Reading…
-
Bersin, J. (2016).
The Part Played by Human Resources Analytics in Shaping Strategic Choices
. Deloitte University Press.
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Harvard Business Review. (2018). The Disparity in Financial Literacy within Human Resources. Harvard Business Publishing.
-
Pfeffer, J. (2010).
Influence: Why Certain Individuals Possess It While Others Do Not
’
t
. HarperBusiness.
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Ulrich, D. (1997).
Human Resource Champions: The Next Agenda for Adding Value and Delivering Results
. Harvard Business School Press.
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Wright, P. M., and Nishiumi, L. H. (2013).
Strategic Human Resource Management and Organizational Behavior: Combining Various Analytical Levels
Cornell University’s ILR School.
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by admin | Mar 24, 2025 | soccer, sports, tournaments
The sixth match day of the FIFA World Cup qualifiers begins on Sunday, March 23rd, after an thrilling conclusion to match day five on Saturday.
CAFOnline emphasizes five crucial matches to watch in Match Day 6.
GROUP I: Madagascar versus Ghana
Fresh from their decisive 5-0 win against Chad in the preceding round, Ghana tops Group I with 12 points and is set to play away against Madagascar, which holds second position with 10 points.
The victor of this encounter will gain momentum and move one step nearer to securing their spot at the international tournament.
GROUP C: Benin versus South Africa
In Group C of the qualifiers, an thrilling confrontation awaits between the frontrunners from South Africa and the runners-up from Benin.
As the host, Benin will strive for three points to secure first place in the group, whereas the Southern African nation hopes to extend their lead at the top, where they currently hold a two-point advantage.
GROUP D: Cameroon versus Libya
When Cameroon faces Libya, they will strive to narrow the gap between themselves and group leaders Cape Verde. Currently positioned second, only one point separates them from Cape Verde at the top of Group D. Meanwhile, Libya sits in third place with eight points under their belt.
A victory will be crucial for the Indomitable Lions to maintain their path toward World Cup qualification, even as they face the challenging task of competing against a formidable and tenacious Libyan squad.
GROUP G: Algeria vs. Mozambique
In Group G, Algeria ties for first place with Mozambique, each accumulating 12 points, but Algeria holds an edge.
This match carries great importance for both squads since securing these three points would put one team alone at the summit and bring them nearer to qualifying.
GROUP A: Egypt versus Sierra Leone
In Group A, Egypt, leading with 13 points, will go up against Sierra Leone, which holds the second position alongside Burkina Faso, each having accumulated 8 points.
This game is vital for Egypt’s quest to reach the World Cup, with their chances of qualifying potentially depending on the result of this encounter.
On the contrary, Sierra Leone aims to break Egypt’s winning streak in the qualifiers and cut the point difference by two if they manage to win in Egypt.
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