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of risk, Willett (1901) defined risk as 'objectified uncertainty regarding the occurrence of an undesirable event.' There is nothing constant, but change. Risk profile too is not constant and changes with time.

Necessity of Different Risk Management Models 不同风险管理模式的必要性

Risk management has now become a necessity for varied and various specialists including doctors (health sector), politicians (risk of losing, winning and retaining power), lawyers, environmental groups, sociologists, psychologists etc. The diversity of these segments necessitates an evolving of different risk management models suitable to them. No single risk management model can fit all the sectors which are functionally different.

Risk Management and HR 风险管理与人力资源管理

All functional areas of an organization are affected by risk. Also, the extent of risk cannot have predictable limits. A single event can unleash a variety of risks. Risk is omnipresent, omnipotent and omniscient.

While risk analysis was designed vigorously in financial and manufacturing sectors, a framework for macro risk analysis in the HR domain needs attention. Therefore to fill this void, here is an attempt to build a theoretical framework of risk analysis in the field of HR management. Believably, this can be of some use to the professionals and practitioners of HR management. Given below are the perceived areas of risk in HRM.

Attrition Risk 流失风险

Retaining highly skilled manpower in various functional areas in an organization is a greater task of risk management; an HR risk manager has to perform. Greater demand coupled with competitors offering better pay packages and creation of a more conducive working environment to such skilled manpower can be a risk of higher magnitude an HR risk manager has to manage. Probably a dynamic risk management model based on the type of skills, re-orienting skill based packages and re-creating a re-modelled working environment may have to be designed by the HR risk manager to retain such skilled manpower in order to eliminate or tone down the risk of attrition.

Retention Risk: 保留风险：

Retaining unwanted work force elements such as trouble makers, non-workers, lazy workers, non- performers and work-shirkers vitiates the working environment. Other good workers can emulate the former type of unwanted workers, deteriorating the work culture in an organization. The earlier an HR manager gets rid of them, the better will be the risk management that is adapted.

3. Employment Market Risk: 就业市场风险：

An organization in possession of trained manpower of a particular new skill/

technology which is scarce in supply in relation to its demand has the risk of losing such trained manpower to its competitors. Movement of such skilled manpower can be either within a country where better salary and perquisites are offered, or migrating to other countries where the salary package, taxation policy etc., are more attractive.

4. Corruption and Reputational Risk: 腐败和声誉风险：

Quiet damaging is the staff members within the organization resorting to corrupt practices. Acceptance of substandard service or material, by deliberately paying price applicable for a high quality service or material, and, similarly by accepting lower price for a product, to be delivered for a pecuniary benefit by the insider