HR Magazine Winter 2015

2015 WINTER

PUTTING PEOPLE FIRST If it’s important to HR, it’s in HR Magazine.

16

COVER STORY HR’s role in identifying corruption & ensuring compliance

NORMAL’ THREATENS 24 ‘NEW CHINA RECRUITMENT

45 SPECIAL SUPPLEMENT

The disconnect between business goals & the aspirations of young Chinese

Cathay and SAGE scoop gold at HKMA Award for Excellence in Training & Development 2015

FRAUD FRAUD

CORRUPTION

FRAUD CORRUPTION

FRAUD

HR CLEAN UP

FRAUD

CORRUPTION FRAUD

PUBLISHER’S NOTE

IN THE NEWS With 2015 drawing to a close, research by Aon Hewitt indicates that 2016 will see the rate of salary increase remain stable compared with this year (page 6)—despite this, the vast majority of Hong Kong employees still perceive work-life balance as getting worse (page 7). Q4 was not without its surprises. Research has revealed that more than half of leading CHROs are not actually HR professionals by trade (page 8) and findings from Michael Page’s HR Barometer suggest that while some firms say they prioritise retention and diversity, they do not always walk the talk (page 11).

COVER STORY What happens when your organisation encounters corruption? The answer may seem obvious but according to EY’s Asia-Pacific Fraud Survey 2015, over half of frontline employees state that they think their organisation’s anti-bribery and anti-corruption policies are ‘neither relevant nor effective’. In our cover story, we speak with EY’s fraud investigation managing partner, Chris Fordham and the Hong Kong ICAC’s Joseph Lee to get their take on effective methods that HR can utilise to help prevent corruption.

OTHER STUFF As an increasing percentage of today’s workforce looks towards more lateral career opportunities, learning and development is now a crucial strategy of talent retention. In this issue, we speak with the London Business School about why this is so critical for HR (page 30) and also share what Ocean Park (page 40) and Ngong Ping 360 (page 42) are offering in terms of venue facilities and content to help HR build innovative and engaging staff L&D programmes.

From everyone at the HR Magazine team, we wish you a merry Christmas and a happy ‘HR’ New Year.

Paul Arkwright, Publisher & Editor-in-Chief, HR Magazine

HR MAGAZINE EDITORIAL Publisher & Editor-in-Chief Paul Arkwright No part of this publication can be reproduced without consent from the Publisher. Copyright of all material is reserved throughout the publication.

Contributions are welcome but copies of work should be kept, because HR Magazine takes no responsibility for lost submissions. The views, conclusions, findings and opinions published in this magazine belong to those expressing such, and do not necessarily represent those of the Publisher, Editor-in-Chief or editorial staff.

Editor Ryan Mellor Staff Writers Carlos Bruinsma Rachel Forrest ART Designer Elaine Shek Photographer Elaine Shek

EDITORIAL ENQUIRIES Paul Arkwright Tel: (852) 2736 6318 paul@excelmediagroup.org ADVERTISING & SPONSORSHIP Dominic Evans Tel: (852) 2736 6339 dominic@excelmediagroup.org Thomas Yip Tel: (852) 2736 6339 thomas@excelmediagroup.org SUBSCRIPTIONS Ortencia Zhou Tel: (852) 2736 6375 Fax: (852) 2736 6369 subs@excelmediagroup.org

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CONTENTS 2015 WINTER

HR NEWS 04 06 08 10 12 14 15

Latest News Hong Kong News APAC News International News HR Events HR in Numbers HR Moves

COVER STORY 16

HR clean up

Vendors still optimistic about demand for work mobility software

09 FRAUD

HR FEATURES 20 22 23 24 26 28 30

75% of HK employers suffering talent shortages Five factors to consider when defining your multi-country payroll strategy Hiring outlook conservative 'New normal' threatens China recruitment OFCCP's VEVRAA and Section 503 Enforcement Data analytics—is it really worth it?

Reconstructing the career ladder

CORRUPTION

FRAUD

FRAUD

16 24

HR CLEAN UP CORRUPTION

FRAUD

CORRUPTION

Reconstructing the career ladder

30

HR COMMUNITY

Mission L&D

32

HR Conference—Managing multigenerational & diverse workforces

HR TRAINING 38 40 42 44

40 Cable cars, countryside and corporate training

The power of service and purpose Mission L&D Cable cars, countryside and corporate training To Sir, with love

SPECIAL SUPPLEMENT 45

HKMA Award for Excellence in Training & Development 2015

HR BOOKS 72

73

Excellence through Mind-Brain Development, The Psychology of Employee Empowerment Reflective Organizations, The Success Process Handbook

HR CLASSIFIEDS

42

74

HR Classifieds

LATEST NEWS

Workforce consolidation as salary increases stabilise

Salaries in Hong Kong are expected to increase by 4.6% in 2016—which remains stable with the 4.5% increase that has taken place this year, according to Aon Hewitt. The news comes at a time when economies in Asia have seen gradual GDP growth this year with Hong Kong projected to see 2.1% growth in 2016 which is the same as predicted for 2015.

Hong Kong in particular has been hit by the slowing down of exported goods which has impacted industries such as transportation, logistics and shipping—all of whom are expected to see salaries increase in 2016 by 3.9%. This is down from 4.1% in 2015 and will see the smallest increase amongst all sectors.

Hospitality, restaurants and travel will also take a hit next year as inbound tourism has fallen this year—with wage increases expected to be the second lowest in 2016, down to 4.1% from 4.2%.

The results are forcing firms to think about consolidating their existing workforce—with some low performing employees being let go or even having their employee benefits frozen.

Gary Chin, Rewards Practice Lead, Aon Hewitt Hong Kong noted, “Overall, variable pay has slightly gone down, due largely to weakened business performance. Given finite budgets, employers are still attempting to differentiate merit increases and bonuses by performance level, although the variance in terms of the amounts received by top performers and their average performing counterparts have narrowed. This poses motivational and retention challenges to employers.”

Construction, engineering and life sciences on the other hand are expected to see more positive results with salaries expected to increase by 5.1% and 4.9% for the latter respectfully—this is up from 4.9% and 4.8% this year.

Poor interviews are big talent turn-off Tables seem to be turning with talent also using the interview process to interview their potential employers—and according to Robert Walters, 67% of professionals would be willing to turn down a job offer due to a poor interview experience.

The whitepaper, Optimising The Interview Process To Secure The Best Candidates, encouraged employers to be more mindful about the impression their interview processes can leave on prospective employees.

Obvious mishaps—such as a rude or disrespectful attitude from interviews—were rated as a major turnoff amongst 94% of the respondents—but even an interviewer who appears unprepared or even misinterprets a CV can displease 77% of candidates. Indeed, Robert Walters found that 61% of professionals regarded interviews as an ‘extremely important factor’ in shaping their perceptions of the company.

4 | HR MAGAZINE

Speaking about the results, Matthew Bennett, Managing Director—Greater China, Robert Walters commented, “With an increasingly talent-short market, professionals are more discerning when choosing their career paths. A job interview is no longer a one-way process—it is two-way and often forms a candidate’s first impression of an organisation.”

The report strongly recommends employers to provide feedback despite the outcome—as both Robert Walters and LinkedIn found 94% of candidates expect this with a staggering 44% of employers not doing so. HR should consider the length of the recruitment process as 87% of respondents felt they were not the first option—and in fact, 40% of employers admitted that they have previously lost out on their preferred candidate due to a long drawn-out interview process.

Hong Kong workers value parents’ advice It seems there is a gulf between what parents in Hong Kong say they know about their children’s work—with 79% saying they are knowledgeable about their child’s role—and the amount of children who say their parents understand their day-to-day role, 50%. The findings by LinkedIn mark the launch of the networking website’s third Bring in Your Parents Day—a worldwide event that was held on 5 November in which workers invite their parents into the workplace to give them an inside view of their working life.

It comes in the wake of new research by LinkedIn which found that children today want so-called ‘Lighthouse Parents’—parents who remain a beacon of encouragement and advice without being too overbearing or taking too much of a step back. Of the parents who were surveyed, 48% of Hong Kong parents described themselves as such, in comparison with other parenting styles such as ‘free-range’, ‘well-wishers’, ‘concierge’ and ‘helicopter parenting’.

While children and parents can find such advice and encouragement welcome, the results also showed that 48% of parents often find themselves with an opinion to offer but refrain from actually giving it—the main reasons amount to giving their children the space as adults and not wanting to interfere. But this advice in fact might have been more valued than parents realised as 15% of Hong Kong’s workers said that they felt advice was stopped too early and 31% felt that advice could have really helped them deal with problems at work.

Bring in Your Parents Day was held in 17 countries including the United Kingdom, the United States, France, The Netherlands, Sweden, Italy, Spain, Brazil, Australia, India, Canada, Singapore, New Zealand, Malaysia, China, Japan and Hong Kong, and encouraged businesses and individuals worldwide to take part in the day.

Globally, 25,000 people took part in 2014.

LATEST NEWS

Sorry I can’t come to work because…

• • •

“I’ve broken my arm reaching for a falling sandwich.”

“My cat is stuck inside the dashboard of my car.”

“The universe told me to take the day off.”

These were among some of the hundreds of excuses given by employees for not turning up, according to a 2015 CareerBuilder survey.

Over 2,300 hiring and HR managers and 3,300 employees took part in the survey, which found that last year almost 40% of employees had called in sick when, in fact, they were perfectly healthy—and they seem to be getting more creative when it comes to their excuses.

Age is also a significant factor with younger employees tending to call in sick—when actually feeling well—much more often.

The Survey revealed that just under 60% of employees aged 18 to 24 have called in sick at least once, but only 25% of employees aged 55+ have done so. Fortunately, for HR, it appears that the majority do not tend to make a habit of it—with 68% of them only feigning sickness once or twice in the past year.

Despite the lack of honesty in taking sick leave, over half of employees who are really sick say they have still gone into work because they are worried that their work would not get done otherwise. A similar proportion of employees stated that they had still gone into work when

Working when really sick

sick because they could not afford to miss a day of pay. This tendency is much more common for younger employees than older ones, with 71% aged 18 to 24 having gone to work when sick, compared to 32% aged 55 or older, according to the survey.

Pretending to be sick

60% 71%

32%

(18 – 24 yrs)

(55+ yrs)

25%

(18 – 24 yrs)

(55+ yrs)

GLOBAL HR SEARCH & RECRUITMENT

frazerjones.com

@FRAZERJONESHR

FRAZER-JONES

|5

HK NEWS

Thinner, lighter & faster Surface Pro 4 hits HK

4.5% average salary increase in 2015 Salaries increases ranged from 4.3% and 4.7% in Hong Kong this year, according to the 2015 HKSAR, PRC and Macau SAR Pay Level Survey.

The survey, conducted by The Centre for Human Resources Strategy and Development (CHRSD), was conducted between July and September 2015 with the responses of over 140,000 employees received from just under 160 units operating in Hong Kong, Macau and mainland China.

Mainland China saw much larger salary increases ranging from 5.9% to 6.8% and the CHRSD predicts that mainland employees can expect consistent rises of 5.8% to 6.6% in the coming year. Hong Kong on the other hand is expected to see lower increases of 4.1% to 4.3% in 2016.

Microsoft Hong Kong has just launched its Surface Pro 4 in Hong Kong. The company’s commitment to the business-user market continues—with the largest set of early adopters of a Surface device in business ever. Globally, customers from a variety of industries including mobile field sales, professional services, energy and the public sector have already purchased the devices to help streamline operations and help employees maximise productivity.

Starting at a shade under HKD 7,000, Surface Pro 4 is aimed at what Microsoft coins ‘mobile professionals’ and people in business environments requiring high levels of corporate access, data security and

central manageability. The device brings the benefits of portability and productivity allowing users to get work done both in and out of their office with Windows, Office and an array of desktop apps. Critically, from an HR perspective, security is also a major bonus of the new Surface Pro as it comes with automatic PC and business data protection with Windows Defender and additional built-in security features like a TPM 2.0 chip for enterprise security and BitLocker—which helps encrypt the entire drive as well as protecting against unauthorised changes such as firmware-level malware. So when you lose them, you do not necessarily lose your confidential HR data.

The respondents to the annual survey came from different sectors including marketing, sales, finance and construction to name just a few. It is part of an annual collaboration between CHRSD and the Hong Kong People Management Association which aims to present the latest market trends on compensation and benefits in greater China since 1995.

Speaking to 160 HR professionals and reporters at a seminar to release the results, Thomas Chan, writer and columnist as well as managing director and chairman of four listed companies stated the importance of adjusting to changes in the world. He added that it was also paramount for workers in Hong Kong to preserve integrity and efficiency that makes the city proud.

Société Générale raise €115,000 in charity bike ride Over 100 Société Générale APAC employees took part in a charity bike across Mongolia and raised over EUR 115,000 for local charities in APAC. The sixth annual Asia Pacific Bike Ride Challenge took place over three days in September in the mountainous terrain of the Gorkhi-Terlj National Park—parts of the donations will go to the Tsolmon Ireedui Foundation to support children in Mongolia.

Frank Drouet, Head of Global Markets for Asia Pacific, Société Générale—who was a member of the cycling team—said, “We are delighted to see the enthusiasm from the participants and are grateful for the generosity of the

6 | HR MAGAZINE

supporters, amid challenging conditions this year where we experienced four seasons in one day. Together, we live out our team spirit and show our commitment and responsibility towards such a great cause.”

Société Générale’s annual bike ride is part of the bank’s ongoing charitable initiatives throughout the region and has enjoyed success in China, Cambodia, Japan, Korea and Taiwan in the past few years.

HK NEWS

HK home-workers fear getting fat and lonely I miss interaction with other professionals

64%

I pop out of the house regularly to stop myself getting stale

62%

I feel family members take my work less seriously

32%

My family resents that I have taken over a space in the house for my home office 0%

10%

20%

It is quite often the case that people crave the freedom to work at home—but 47% of home-workers in Hong Kong stated that, in fact, they get lonely working at home, according to workplace provider, Regus. The findings form part of a larger international survey of 44,000 people which addresses the question about whether working from home is in fact all that it is cracked up to be.

The research comes at a time of serious debate in Hong Kong about need for flexible working hours and locations. The Financial Secretary for the Hong Kong SAR, John Tsang Chun-wah earlier this year proposed that companies should make provisions to allow for more flexible working but lawmakers such as Tang Ka-piu, representing the Labour functional constituency, have stated that such laws are ‘way too far ahead’ for the region.

Home worker concerns

38%

Hong Kong Global average

38%

29%

30%

67%

47%

38%

I am afraid of getting fat as I am tempted to snack more

67%

49%

39%

I get lonely

HKUST takes over HKU amongst global best

40%

50%

60%

70%

The results—which strengthen flexible working opponents’ arguments—point to 67% missing interaction while a similar number of other professionals said such an arrangement would make employees leave the house regularly. Other concerns that were raised included fears that family would take their work less seriously, 49% and that such working styles would make them fat, 47%.

“Flexible workers need a professional and fully-equipped environment to thrive and be productive, and working from home clearly isn’t the answer,” said John Henderson, Chief Financial Officer, Regus Asia Pacific.

He added, “Businesses providing their employees with access to a professional environment closer to home reduce stressful commuting, but also help reduce frustration between family members and unwanted distractions such as excessive snacking, which are rife at home.”

Work-life balance in Hong Kong deteriorating Despite the news that work-life balance satisfaction has barely changed over the last 10 years in Hong Kong, 61.8% of employees in Hong Kong perceive the balance as getting worse, according to research carried out by Community Business. The finding formed a considerable proportion of workers with only 14.4% saying it was getting better and 19.4% saying it has unchanged.

Breaking down the figures at a press conference in Causeway Bay, Fern Ngai, Chief Executive Officer, Community Business was upfront about the issues that workers face, “What we hear from organisations is that there has been a lot of pressure within the macro business environment—many companies have faced

restructuring and layoffs and this has respectfully put pressure on individuals.”

It comes off the back of additional findings that, despite a push by the Hong Kong Government to encourage employers to implement a five day working week, only half of companies are actually adopting this practice. Despite also implementing this change within the Civil Service, the survey came out with the surprising finding that still 60% of the public sector sees work-life balance as deteriorating.

Non-government organisations and charities in Hong Kong are seemingly the most pessimistic with almost 71% seeing the balance deteriorating and scoring the lowest work-life balance satisfaction score of 5.87.

The Hong Kong University of Science and Technology (HKUST) is now 28th in the latest QS World University Rankings beating The University of Hong Kong (HKU) by two places. The research behind the ranking surveyed 76,000 academics and 44,000 employers. It is a dramatic watershed for HKUST who only last year ranked 40th in the world—with HKU dropping two places and The Chinese University of Hong Kong (CUHK) falling down to 51st.

Ben Sowter, Head of Research, QS stated that the results were due to a change in the way that citations per faculty were evaluated—addressing the historical bias towards life sciences and medicine which favoured HKU and CUHK. “The strengths of other Hong Kong institutions in engineering, technology and social sciences have been more equitably recognised,” Sowter told The South China Morning Post.

Universities in Hong Kong in general have shown a strong standing amongst their Asian rivals in the rankings. The National University of Singapore, its domestic counterpart Nanyang Technological University and China’s Tsinghua University took the top three spots respectfully for Asia in the rankings.

Sowter added, ”Hong Kong has a lot going for it—geographic location at the heart of Asia; status as a gateway to China; highly international universities with a history of operating and publishing in English; and a clear capability to operate effectively across disciplines.”

QS World University Rankings 2015/16—Hong Kong 2015

2014

Institution name

28

40

The Hong Kong University of Science and Technology (HKUST)

30=

28

University of Hong Kong (HKU)

51=

46

The Chinese University of Hong Kong (CUHK)

57

108

City University of Hong Kong

116

162=

The Hong Kong Polytechnic University

281

318=

Hong Kong Baptist University (HKBU)

601–650

601–650

Lingnan University (Hong Kong)

|7

APAC NEWS

Progress towards HR tech and data slow HR knows technological development is not only inevitable but also needed—but according to SilkRoad’s HR Technology Report, 55% of recruitment professionals reported that their HR functions are only ‘partially automated’. Not only this, but despite 75% of big companies and 41% of small-medium businesses reporting high integration levels, actually this usually only accounts for about two or three HR functions.

On the one hand, this leads to significantly inconsistent workflows but interestingly the report warns of substantially high rates of critical data deprivation as a result of lacking a cohesive system. While this problem is at large,

SilkRoad points to a worrying lack of progress in moving towards using the data available more effectively for decision-making. 44% of respondents still reported using spreadsheets as opposed to automated systems to analyse data with 49% at a halfway house towards fully automated systems.

Though it seems HR professionals are concerned about this as 62% of respondents believed that data regarding performance management could be more effective with workforce planning coming as the second most important area for improvement.

As for technology firms looking to help HR out, they are better off investing in a

Mercer acquires HRBS Global consultancy firm, Mercer, has announced the acquisition of Human Resources Business Solutions (HRBS), a provider of career and talent consulting in Asia. The move will extend Mercer’s reach in Asia and in particular boost its expertise on compensation and benefits—an area that HRBS has dominated since 2001.

HRBS will also help enhance Mercer’s portfolio in the areas of remuneration strategy, pay structure design, short- and long-term incentive design and performance management. It will also bring a range of regular surveys to Mercer clients, including an Executive Pay Survey, an Employee Benefits Survey and industry-specific surveys across numerous sectors.

With businesses in Asia fast developing and greater complexities in their talent management, this merger will strengthen Mercer’s position to advise clients on how to grapple with these challenges effectively. Susan Haberman, Talent Business Leader for Growth Markets, Mercer commented, “The acquisition will strengthen Mercer’s competitive position in its core Talent business and will fuel faster growth than we would have achieved organically. Together, we will bring the best possible information and solutions to our clients.”

Adding to that, Elaine Ng, Managing Principal and Co-Founder, HRBS said, “This strategic move is a win—for both companies and our clients. Few organisations can offer high quality data and advisory capabilities in executive compensation. By combining HRBS’ skill sets with those of Mercer, we will be redefining executive compensation solutions in the marketplaces of Asia.”

8 | HR MAGAZINE

well-designed user interface as this was ranked as the most important feature a system needs followed by having self-service applications available.

More than half of CHROs not career HR professionals Mercer also came out on top in one of China’s top HR publications, Human Capital magazine’s Greater China’s 2015 Top 100 HR Service Providers list in September. The US global consulting firm managed to score 8.40 overall for the work it has done in China—having worked in the country for around 20 years.

A study has revealed that more than half of leading CHROs are not career HR professionals—and of these, around one third said that they had no background in HR prior to assuming their current CHRO position. The results of the Aon Hewitt survey highlighted the increasing need in HR for expertise and experience of a different kind to drive success.

Mercer, which primarily dispenses expertise on talent, health, pensions and investment matters, has been credited for the work it has done in China to improve performance and human resources management throughout the dramatic rise in the Chinese market in recent decades.

Capturing the backgrounds of 45 CHROs at some of the world’s leading organisations, the report found 66% had prior board exposure; 84% felt executive compensation experience was a key requirement; and 67% indicated they worked and lived abroad and/or led global teams and initiatives.

Supporting thousands of foreign-funded enterprises, Chinese state-owned enterprises and private businesses, the consulting giant has provided a range of key consulting services related to human resources indicators. These include hot topics in HR, developing HR practices and management decisions as well as providing first-hand information and data solutions.

Neil Shastri, Leader, Global Insights & Innovation, Aon Hewitt stated that CHROs have become critical stakeholders in defining the strategy of a firm and added, "Those well-equipped to achieve the greatest success will have diverse skill sets, be adaptable and agile, and gain hands-on learning from working through real life situations and acquiring knowledge across disciplines and industries."

American firms in China dominated the rankings with HR outsourcing firm ADP coming a close second place, scoring 8.36 and Development Dimensions International (DDI) scoring 7.30 to earn fifth place. Oracle and LinkedIn joined the top 10 in seventh and eighth place respectfully.

But despite this, HR may need to do more to up their game as a strategic entity. For example, according the survey, 65% indicated ‘business knowledge’ as a key competency they required—but it was also among the competencies for which they felt least prepared. In addition, only 24% took a rotation or assignment in a line role—outside of HR— to build their commercial acumen.

APAC NEWS

Vendors still optimistic about demand for work mobility software Working on-the-go is constantly creeping into everyone’s working life—so much so in fact that technology and research firm Ovum predicts the compound annual growth rate (CAGR) for enterprise mobility management (EMM) software is set to grow significantly by around 30% by 2019.

Its market size and forecast report on EMM software highlights that while it remains a relatively niche part of the overall IT market, mobility is having an impact on every kind of business—and as such EMM software is playing an increasingly important role.

The growth in the market and the progression of technology though does require a rethink about enterprise mobility management strategies, according to Richard Absalom, Principal Analyst, Ovum. He commented, “As enterprise mobility management strategies mature, enterprise IT departments think less in terms of basic device management and security and more about how usage of these mobile devices can transform business processes.”

This rethink inevitably leads businesses toward mobile app adoption—and EMM vendors are catching on. As mobile device management (MDM), as a category, is becoming very common, EMM vendors are turning instead to mobile app management (MAM) and mobile app development platforms (MADPs) to provide added value to customers and drive their own growth. Ovum states that this will be a major

driver of growth in coming years and there will be a greater variety of mobile apps on the market.

The variety of apps available will certainly be felt in APAC. Vendors are likely to see the region as a top source of fast-growth opportunity with APAC predicted to have a CAGR of around 50%—and will account for 19% of the overall IT market there by 2019.

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INTL NEWS

69 businesses scoop BSC safety awards The British Safety Council (BSC) will award 61 of its Sword of Honour and eight Globe of Honour awards to businesses around the world that showed exemplary management of health, safety and environmental risks.

transport. Winning organisations include Aston Martin Lagonda, Britvic Soft Drinks, Dubai Electricity and Water Authority, Qatargas, Tata Chemicals of India and United Biscuits.

The winning organisations come from the UK, mainland Europe, India and the Middle East—representing a wide cross-section of industries including construction, education and training, energy generation and distribution, food and drink, leisure, logistics, manufacturing, major hazards, motor vehicle manufacture, retail and

Mike Robinson, Chief Executive, BSC commented, “On behalf of the trustees and staff of the British Safety Council I would like to congratulate those winning organisations and their staff for their huge commitment in seeking to be the best, recognising their effort expended in keeping their workplaces safe and healthy and minimising risks to the environment from their organisations’ day-to-day activities.”

It comes as the BSC has announced the launch of the 2016 International Awards— now entering its 58th year—which will be held in May in London. The awards— which last year recognised the work of 515 organisations—have previously played an important role in helping to promote the social, economic and business benefits of employers taking sensible and effective steps to ensure the health, safety and well-being of their employees and others.

Start-ups and ‘work 4.0’ storm HRM Expo Over 15,000 delegates and 650 exhibitors flocked to Europe’s annual HRM Expo in September, set amongst the backdrop of new interactive features pioneered for this year’s show. The event, which took place in the western German city of Cologne, focused on technology and the future encompassed within the theme of ‘work 4.0’.

The expo touched based with a lot of key issues and approaches to future-orientated human resource work—focusing on areas such as digital transformation, candidate experience and new work. In line with the theme, the programme featured a number of interactive elements including the particularly stimulating ‘HR-Battle’ and ‘FutureLAB HR’ interactive software-based workshop.

On the sidelines of the talk events, the exhibition was sprawling with future-inspired innovation. HR software providers Perbit and Oracle, for example, brought along remote-controlled robots—some of which even made small talk with the visitors!

10 | HR MAGAZINE

For the first time, a dedicated ‘Start-up Village HR’ space was set up at the exhibition to showcase the work of 26 start-up companies— reflecting the momentum these companies are generating to spur change in the business world.

But what should HR take away from this event? Speaking about the event, Ralf Hocke, Managing Director of the organiser Spring Messe Management commented, “Human resource professionals should face up to the controversy and step away courageously from well-worn paths to learn about and use the new tools that the Working World 4.0 is offering us.”

Image courtesy of Franz Pfluegl, HRM Expo

CEOs prepared to take pay cut for top brands

Senior CEOs in the US were prepared to take a 12% pay cut—equivalent to USD 1.3 million a year—in order to work for top brands, according to research conducted by the London Business School. The team behind the survey, which looked at more than 10,000 compensation-brand observations, argued that the results showed a strong correlation between the perceived strength of the brand and the executive’s willingness to accept lower pay.

It comes as increasing amounts of research shows the link between brand and talent attraction—with LinkedIn’s Asia Talent Trends Report earlier this year establishing a clear link between the two. But seemingly, this is the first time that senior executives have gone all-out to even accept lower pay just to be associated with a brand. The research contributes to an already highly charged debate over the ever-increasing salaries of company’s top executives by highlighting that investment in brand and marketing can allow for greater internal regulation over executives’ pay.

The lead academic behind the results, Nader Tavassoli, Professor of Marketing, London Business School explained, “A well-regarded brand can do more than just helping to recruit the best leadership talent—with pay accounting for the largest cost in many organisations, it can also benefit the bottom-line by lowering payroll. HR teams should therefore leverage brand equity as much as they would more-traditional benefits.”

While this adds an interesting dynamic to debate over executive pay, the research however did uncover that younger executives were more likely to take a salary-hit than their older counterparts. Such trends were put down to younger talent wanting the brand association to build up their identity and portfolio—which was deemed particularly important if they wanted a credible indicator of their talent.

INTL NEWS

Talent retention efforts lack initiative The need to retain staff is ever more important to be competitive—yet a surprising quarter of HR departments said that it ranked in their top three priorities do not track staff turnover. More worrying still 24% of organisations that recognise ‘talent retention’ as a priority cannot quantify the extent of staff turnover they suffer.

The findings form part of a wide-ranging survey HR Barometer conducted by consultancy firm, Michael Page. Despite the concern over talent retention, it is surprising that the report finds many HR departments are not equipped to address staff turnover through employee engagement. In fact, those who placed ‘employee retention’ as a key priority were less likely to have the measures in place to prevent talent leaving.

For example, amongst those who emphasised ‘employee retention’ as a priority, only 13% had mentoring programmes as opposed to 20% of those who did not emphasise this priority. It is a trend that stretches across initiatives such as ‘coaching’, ‘networking’ and ‘flexible working’.

MasterCard & Tata empower 100 million women At the Clinton Global Initiative (CGI) Annual Meeting closing plenary, Tata Communications and MasterCard announced a CGI Commitment to Action to financially empower 25,000 women in the developing world—a pledge with the goal of touching the lives of 100 million women.

Working with a network of partners including Brightstar Corp, Kiva, Tone, Trickle Up and the Hidary Foundation, the partnership hopes to bring opportunity to women worldwide through transformative mobile applications.

majority of them women, still don’t have a safe and easy way to receive, store and use their money.”

It comes as research finds that there are 200 million fewer women than men online and that 300 million fewer women own a mobile phone— yet if they were financially empowered, it could drastically raise the living standards of entire households as more income would go to establish healthier and more sustainable lifestyles.

Adding to this, Rangu Salgame, CEO, Tata Communications said, “We now have our generation’s greatest opportunity to unshackle women from endless cycles of poverty and dependency by providing them with access to information and economic opportunities.

With this programme, Tata Communications and MasterCard are embarking on a journey to harness the long-term potential of the next three billion online.”

Walt Macnee, Vice Chairman, MasterCard commented, “Two billion adults globally, the

He went onto further say, “We see an opportunity and responsibility to empower women with access to and control over their finances through digital financial tools. By financially including women around the globe, we take an important step towards poverty alleviation, equality and economic prosperity.”

Having policies tailored to diversity no doubt makes a company attractive to work for and to remain at—which makes it all the more unexpected that 44% of organisations that consider this a priority have not deployed measures specifically targeted at women—this is compared with 37% of the survey overall.

With more women entering the workforce and having to balance their responsibilities, this is also considered as an area for improvement.

Rise of women in technology roles Technology is usually seen as a profession dominated by men. Yet a survey by specialist recruitment firm Robert Half shows 42% of companies have recruited more women into technology roles during the last five years in Hong Kong. The trend is most noticeable in large companies with 500 employees or more—with 53% of companies increasing the number of women in technology roles.

In mid-sized firms—those with a headcount of between 50 and 499—42% have employed more women in technology roles. The lowest increase in female representation is in small firms, where only 30% report an increase in the number of technology professionals in their company.

Of the eight countries surveyed, the biggest gains for women in technology is in Australia, where 65% of companies employed more women in technology roles, followed by the United Kingdom with 52%. Japan on the other hand struggled—31% of companies say they have employed more female technology professionals, 32% of companies reported a decrease.

All countries

Ms Pallavi Anand, Managing Director, Robert Half Hong Kong commented, “Women’s representation in technology is growing faster in large firms than it is in smaller companies. This may reflect the greater opportunities for technology professionals in big firms which often have substantial in-house technology teams.“

Australia France Germany Hong Kong Singapore Switzerland UK Japan

44%

65%

42%

49%

42%

49%

48%

52%

31%

18%

14%

21%

14%

18%

19%

20%

14%

32%

37%

21%

38%

51%

40%

32%

34%

34%

37%

Response by country

| 11

HR EVENTS

HR Events December

February

4/12/2015

2/02/2016 – 4/02/2016

2015 AmCham Hong Kong Human Resources Conference

HR Directors Business Summit

Organised by

The American Chamber of Commerce

Location: Four Seasons Hotel Hong Kong, Grand Ballroom, Level 2, 8 Finance Street, Central, Hong Kong Tel: (852) 2530 6922 Email: msimpson@amcham.org.hk Website: http://www.amcham.org.hk/events

Organised by

WTG Events

Location: Birmingham, UK Tel: (44) (0)20 7202 770 Email: enquire@wtgevents.com Website: http://hrevent.com/

3/02/2016 – 4/02/2016 8/12/2015 Cyber security: Prioritizing your tasks Organised by

The French Chamber of Commerce

Location: Club Lusitano, 24/F, 16 Ice House Street, Central, Hong Kong Tel: (852) 2294 7721 Website: http://www.fccihk.com/fccihk/en/events/events_desc. html?id=2450

10/12/2015 – 11/12/2015 Engagement and Retention 2015 Organised by

ARC Media Global

Location: San Francisco, California, US Tel: (65) 6809 3910 Email: engage@arcmediaglobal.com Website: http://arcmediaglobal.com/index.php/events/ engage2015

January

LEAD 2016 Conference Organised by

16/02/2016 Southeast Asia HR Summit Organised by

Expert L&D strategies • • • • • • •

10 worst training no-­nos L&D trends Executive training strategies Making trainers great HiPo development programmes Personalised development programmes Coaching vs mentoring

Location: Cliftons, Central, Hong Kong Tel: (852) 2736 6399 Email: sydnie@excelmediagroup.org Website: http://hrmagazine.com.hk Fee: FREE ENTRY for HR Magazine subscribers, non-subscribers HKD 1,200

12 | HR MAGAZINE

marcus evans

Tel: (357) 22 849 400 Email: WebEnquiries@marcusevanscy.com Location: Kuala Lumpur, Malaysia Website: http://hrsea.marcusevans-summits.com/

May 12/05/2016 – 13/05/2016 HR Summit & Expo HK Organised by

14/01/2016

HR.com

Location: Nashville, Tennessee, US Website: www.lead2016.com

Diversified Communications

Location: Hong Kong Convention and Exhibition Centre Tel: (852) 3958 0530 Email: alexandra@hrsummit.com.hk Website: http://www.hrsummit.com.hk/expo/

17/05/2016 – 18/05/2016 HR Summit 2016 Organised by

Diversified Communications

Location: Suntec Singapore Convention and Exhibition Centre, Singapore Tel: (65) 6423 4631 Email: edward@hrmasia.com.sg Website: http://www.hrsummit.com.sg/index.php

HR IN NUMBERS

HR in Numbers

44%

49%

Percentage of HR still using spreadsheets, as opposed to automated systems, to analyse data.

Percentage of senior management team who have lost a mobile device, laptop or USB in the last year with easily accessible information on it. 93% of these BYOBs contained work-related information.

Source: SilkRoad HR Technology Report 2015

Source: Survey by Vanson Bourne on behalf of Imation

1 in 2

67%

Number of respondents who say that anti-corruption and anti-bribery policies in companies operating in APAC are ‘irrelevant and ineffective’.

Percentage of HR without a HR function or team responsible for Diversity and Inclusion.

Source: Michael Page HR Barometer 2015

Source: EY Asia-Pacific Fraud Survey 2015

HK$950,000 The amount Société Générale APAC employees raised in a charity bike across Mongolia for local charities in APAC. Source: Société Générale

53% Number of Gen Y who are expected to stay in their job five years or less.

Source: London Business School

3,500

1/3

Number of members of the WomenCorporateDirectors Foundation.

Fraction of CHROs who had no background in HR prior to assuming their current position.

Source: WCD Foundation

14 | HR MAGAZINE

Source: Aon Hewitt Developing the Next Generation of CHROs: The “Learning to Fly” Study 2015

HR MOVES

HR Moves Michelle Sisto becomes Director of EDHEC Global MBA École des Hautes Études Industrielles (EDHEC) Business School have announced the appointment of Michelle Sisto as Director of EDHEC Global MBA and will be based on the Nice campus in France.

A former PhD student in Finance at the EDHEC and having taught its Global MBA programme before, she is aiming to bring her speciality in statistics and big data to the role to encourage an increasing use of pedagogical innovation, in particular to deal with the question of big data through all aspects of business. Training tomorrow’s managers is important but she also wants to develop the international alumni network—which currently embraces close to 3,000 graduates, managers and senior executives worldwide.

Thomas Snyder joins Heidrick & Struggles Heidrick & Struggles has recruited Thomas Snyder to take over as Global Practice Managing Partner— Consumer Markets.

Snyder has served for nearly 20 years as a partner at a global executive search firm focusing particularly on CEO, Board and C-suite roles and leading that firm’s Chicago office and the Midwest region. He also has sales and marketing experience in a number of top consumer companies—including Procter & Gamble, Nestle, Coca-Cola and ConAgra.

Commenting on their company’s latest addition, Krishnan Rajagopalan, EVP – Global Practices, Heidrick & Struggles stated, “Tom's wealth of experience as a leader in both executive search and industry will be especially valuable to our Consumer Markets clients.”

Mercer announces new APAC leaders Coinciding with the expansion of Mercer’s talent consulting business in APAC, Billy Wong has been appointed Managing Director and Business Leader in Hong Kong. In Singapore, Francis Goh has become the Country Leader.

Wong and Goh both report to Lisa Sun, Managing Director and Partner, Asia Market, Mercer and will be responsible for the company’s Hong Kong and Singapore operations respectively—including ensuring effective collaboration between businesses and delivering enhanced business performance and positive employee engagement.

Commenting on the appointments, Sun said, “Mercer is the industry leader in Asia Pacific and we continue to invest in growth markets, including Singapore and Hong Kong. The appointments of Mr Goh and Mr Wong reinforce our commitment to clients in this region. The two industry veterans will take our business to the next level and our clients will benefit from their extensive consultancy experience.”

In addition, Mercer has also made three further appointments in APAC. Jon Robinson will take over as ASEAN Executive Rewards Leader and Kwong Hui Ken will become a Senior Associate in the same field—both based in Singapore. Meanwhile, Robert Li in Hong Kong will become Talent Consulting Business Leader. These appointments come at a time of increased demand for talent consulting and advisory services across APAC and, in particular, employee remuneration and benefits design services.

| 15

FRAUD COVER STORY

FRAUD

HR CLEAN UP CORRUPTION

FRAUD

CO

CORRUPTION Identifying risks, ensuring compliance—and HR's role Corruption poses a major challenge for both public and private sector organisations: the pressure is on to do business but the means by which it is done can come at a high cost. With HR becoming a strategic entity, it plays a vital role in ensuring ethical standards amongst its staff—but with 52% of employees saying anti-corruption polices are ‘neither effective nor relevant’, it is time to get to grips on the role HR departments should play in preventing corrupt practices.

In a city that is famed for its anti-corruption laws and enforcement, corruption has dominated the headlines in Hong Kong over the past year. In the latest of a string of controversies, former Chief Executive Donald Tsang Yam-kuen was charged with misconduct in public office in October during his tenure in the territory’s top government post and follows the imprisonment of Rafael Hui Si-yan—formerly Hong Kong’s number two government official—last year for corruption and misconduct in public office.

JOSEPH LEE Principal Corruption Prevention Officer, ICAC

16 | HR MAGAZINE

While these episodes have shone a light on corrupt practices in Hong Kong—known for its strict anti-bribery and anti-corruption (ABAC) laws—these cases do highlight an unfortunate reality. While one would associate corruption with the likes of China, the Middle East or FIFA perhaps, the hard truth is that corruption is pervasive and illusive no matter which jurisdiction one is in. But it is by no means unavoidable— through understanding the true cost of corruption and adopting some common sense steps can organisations get on top of the problem.

W H AT I S CORRUPTION EY

?

Where a person offers, or promises or gives an advantage, financial or other, to another person, whether that is directly or indirectly through another party, with the intention that the advantage will induce the recipient to perform improperly a relevant function or activity.

ICAC Corruption is defined in the Prevention of Bribery Ordinance (POBO). Section 4 deals with public sector corruption—which makes it illegal for any person who offers any advantage to a public servant as a reward or inducement or for the public servant to do anything for him/her in relation to their public service duty. It is equally illegal for that public servant to accept the bribe.

Section 9 deals with private sector corruption— which makes illegal any employee or agent of a private company who accepts or solicits an advantage from another person as a reward or inducement for him/her to do something in relation to his/her company’s affairs unless he/she has their company’s permission to accept the advantage.

CORRUPTION

COVER STORY

Overview of employee tolerance of corruption 35% 30% 25% 20% 15%

$

10% 5% 0%

I would reconsider I would be willing to work I would be I would definitely leave for working for them and for them but would need unwilling to work an equal opportunity at would look elsewhere reassurance about their for them another organisation for other opportunities actions to address the problem Source: EY Asia-Pacific Fraud Survey 2015

ORRUPTION Cost of corruption The reputational cost of corruption is as damaging as it is opaque. According to the World Economic Forum (WEF), the cost of corruption is estimated to be USD 2.6 trillion—or 5% of global GDP with the World Bank estimating that USD 1 trillion are paid in bribes each year. The cost to business itself is also substantial with the WEF estimating that corruption increases costs by up to 10% on average.

But according to Joseph Lee, Principal Corruption Prevention Officer, Hong Kong Independent Commission Against Corruption (ICAC), the true extent of bribery and corruption will never really be known.

He commented to HR Magazine, “If any corruption is going on, it will be secretive in nature—so it is almost impossible to estimate the true cost.”

While it is hard to put exact figures on it, one cannot be under any doubt about the costs at stake. As Lee explained, “The cost is not always linked to the immediate financial cost.

Of course a company has to pay more to buy the goods but it is not just limited to this.

There will be a series of consequential costs— for example, if you buy some materials that are inferior, that will result in your company producing goods or services which has a lower quality. If you sell this to your customers, they will be unhappy, you will lose business and also there are large reputable companies which will stop doing business with you.”

FRAUD Losing business is just one part of it. With strong anti-corruption efforts being stepped up in emerging markets such as China or Indonesia, the risk is not merely about losing profit but could bring firms into serious disrepute with law enforcement. In 2013, not only did major British pharmaceutical firm GlaxoSmithKline (GSK) see huge falls in profits in China in the wake of a corruption scandal there, the company was fined a record RMB 3 billion—around 4% of its 2013 operating profits—with the Head of GSK in China deported and four other executives jailed between two to four years.

Cost in the war for talent As for HR departments, a direct cost of corruption comes in the form of talent attraction and retention.

According to EY’s latest Asia-Pacific Fraud Survey 2015, the accounting firm found that when asked about their perceptions of an organisation that has been involved in a major bribery or corruption case, 78% of respondents said that they would be unwilling to work for such an organisation or would consider other employment opportunities— with as many as 86% of under-25s saying they would not work for ‘unethical companies’.

The findings may at first seem unsurprising but as Chris Fordham, Managing Partner— Fraud Investigation & Dispute Services (FIDS), Asia-Pacific, EY explained to HR Magazine, “When you already have a war for talent going on, if people are not prepared to stay around for long, then that puts unethical behaviour and compliance at the top of the agenda not just

for financial losses but also when formulating strategies around talent retention.”

He added, “This survey doesn’t suggest that hundreds of people are going to walk out of the door but in a war to attract and retain talent, this is clearly an issue and a dimension to human resources that has been under addressed.”

Thou shall not It is clear that organisations themselves do not want to be associated with these risks either. EY’s survey found that 76% of companies in APAC have an ABAC policy—an increase of 16% from 2013—and that more companies, 68%, have clear penalties for breaking those policies. Despite these positive findings, the theory does not always seem to meet the practice—a staggering 52% of respondents stated that ABAC policies at their firm were ‘neither relevant nor effective’.

In large part, this is to do with wanting a competitive edge. As Lee explained, “You can tell the front-line not to bribe, but actually, if the top is simultaneously putting a lot of pressure on the front-line to make sales through whatever means possible, it does not match the ethical message that companies try to push with ABAC policies.” This pressure creates desperation that generates bribery risks for companies as their own staff could go onto offer corrupt deals. Indeed, according to the ICAC, purchasing and procurement often in fact is the most common area which attracts the largest number of complaints to the anti-corruption body in Hong Kong.

| 17

COVER STORY

ABAC policies are also largely challenged through operating within markets that demands businesses to pay corrupt payments. Again, according to EY, 27% of its respondents agreed that ‘if we followed our ABAC policy very closely, it would harm our competitiveness in our local market.’ Further to this a 2009 KPMG survey found two-thirds of respondents said there were places in the world where they cannot do business without engaging in corruption.

Whether it is in the form of gaining market share, access to resources or even just processing a visa, dabbling in corruption has often been a route into certain markets.

At times, the problem can be much more complex. In the US, for example, some ‘bribes’ could be considered more ethical than others— such as so-called ‘facilitation payments’.

According to the Oxford academic Elizabeth David-Barrett, these are ‘a small payment that is routine and which allows a company or individual to receive a service to which they are in any case entitled.’ In other words, it allows one to receive a service faster but is an area that Fordham told us remains particularly grey and open to interpretation under the law.

For all that pressure and risk, the ultimate decision of engaging in corruption is in the hands of the front-line staff representing that organisation— and for Fordham, often the problem is that they are misguided. He explained, “It’s all very well saying ‘thou shall not’ but most of the time when

ICAC Headquarters, North Point

we are dealing with this, people who have been guilty of bribery and corruption think erroneously that they are doing the company a big favour.”

Zero-tolerance The reality though is that these employees, far from doing a big favour for their company, are actually doing it a great disservice. The costs are clear and once exposed for corruption, the damage is difficult to handle. With so many corruption landmines out there and the complexities that come with them, the message from both Lee and Fordham is clear—zero-tolerance to any kind of corruption in all jurisdictions.

As Fordham elaborated, “The best starting point is that none of these payments are ethical in the first place. So if you find that you’re being asked to make such a payment, it is best to have a zero-tolerance approach.”

Adding to this, Lee stated, “If anyone is asking you for a bribe, you have to refuse to offer a bribe—and even if that means losing the contract, you don’t bribe. You have to have a clear message and practice it.”

Disconnect Yet the problem of corruption can still pervade, especially for the major corporations where oversight can be difficult and the financial risk greater. As the entity that manages the workforce, human resources departments are a critical stakeholder and need to get stuck into anti-corruption efforts. Lee explained, “HR might see themselves as having a minor role in terms of fraud or corruption prevention. They may think that is the duty of the compliance unit but that is to miss out the important link with training, ethical practice and staff integrity.”

He further said, “What we would like to see is that HR functions in companies take more ownership in helping companies to draw up integrity guidelines and to promulgate those integrity rules to start, promote ethical culture in the company, and organise staff training in this area.”

The task is challenging. Not only is it imperative that effective ABAC policies are drawn up but they are implemented effectively in practice too. This means bridging the disconnect between front-line staff and the message from management—but of course, Lee highlighted, that does mean HR needs to get senior management buy-in as well as themselves communicating a clear message on the issue.

18 | HR MAGAZINE

INNOVATIVE AND ITERATIVE TRAINING As the major player responsible for staff training, it is HR’s responsibility to use it as a platform to counter corrupt practices. At the heart of this, the message needs be clear on what corruption is and the consequences it has for the employees and the companies.

In particular, the ICAC recommends that HR should cover: • The bribery, fraud and corruption laws of the relevant jurisdiction—what amounts to bribery.

• ABAC policies, practices and procedures in the company • Integrity and ethical issues, such as conflict of interest • Preventative measures managers and employees can take • Scenarios and case study workshops— through interesting group discussion format • Latest developments such as risk trends faced by one’s industry Such training should not be a one off. As Fordham advised, “Training on corruption needs to be iterative—risks and themes change.

The company itself enters into new markets, into new services that brings it into touch with new risks. If you just train people once, you are just going to capture people there at the time.”

As such, a further suggestion for HR is that weekly/monthly department or team meetings should incorporate a ‘compliance moment’—similar to that of health and safety briefings. This section could cover corruption risks but also look at money laundering, terrorist financing, sanctioned countries or organisations and supply chain risks.

For those companies looking to improve on their training, the ICAC does also offer training advice or tailor-made interactive training workshops for companies itself—both free-of-charge and confidential.

COVER STORY

S O W H AT CAN HR DO PRACTICALLY?

ENSURE GOOD PRACTICE WITHIN HR & THE ORGANISATION Putting this training into practice is paramount—according to Fordham, “You need to incentivise compliance and you need to incentivise people.” As such, having the preventative measures in place—although at times bureaucratic—in the long run saves the risks associated with fraudulent activities.

Importantly, according to the ICAC, all the administrative functions carried out by HR need to be fully and properly recorded. Everything— including staff recruitment, remuneration packages, staff supervision, disciplinary procedures, handling of complaints, performance appraisals and promotion procedures—need to have clear guidelines, all actions taken recorded with time-stamps and documented safely. For more information, you can check out the ICAC’s website and their Staff Administration Best Practice Checklist: www.icac.org.hk.

HR should not be alone in documenting—it should be a habit for the entire organisation.

As Fordham illustrated when confronted with the risk of corruption, “Confirm that you are making the payment to a government

organisation rather than an individual, confirm that you are going to get an official receipt for the payment—then if the payment turns out to be some kind of corrupt payment, then asking these perhaps naïve, obvious questions can expose that and would help to counter such practice.” In addition, he recommended that in such cases it is also best to foster a culture of consulting internally in regards to risks.

Just as training needs to be updated to reflect the current trends in compliance, so should ABAC policies and codes of conduct—a measure which is surprisingly is at times overlooked. Lee illustrated when dealing with some companies, “They can’t find their code of conduct and when we see it, we realise that it was dated more than ten years ago and many people were not aware of what the content of the code was."

Advice on ABAC policies and codes of conducts—so they can be brought into line with Hong Kong standards—can be sought from the ICAC's Corruption Prevention Advisory Service free-of-charge and confidentially.

ENSURE AN ETHICAL CULTURE THROUGHOUT THE COMPANY Having procedures in place helps but it needs to accompanied by a strong message throughout the organisation that bribery, fraud and corruption are not tolerated—and this needs to come from the top.

Lee explained, “HR must secure the top management’s buy-in: they should not just do it as a HR issue, otherwise it would not be

CHRIS FORDHAM Managing Partner—Fraud Investigation & Dispute Services (FIDS), Asia-Pacific, EY

effective enough. Top management needs to send a clear message about the ABAC policy and the code of conduct and sometimes spread messages about integrity issues. After they have the top management’s support, then HR can help to promulgate including through arranging trainings.” Only through this can HR really help to get the message across and ensure its employees are compliant.

With competitiveness being a top priority for businesses, organisations need to fully understand the financial as well as reputational risk that corruption carries with it. One cannot understate the problem—the incentives for engaging in such practices do exist and as the primary entity for managing employees, HR has a crucial role to play in their firm’s strategy to combat and prevent corruption wherever it may occur.

| 19

HR FEATURES

75%

HK employers suffering

TALENT SHORTAGES As talent shortages rise globally, Hong Kong climbs to the third most difficult place in the world to find staff.

Almost three-quarters of Hong Kong employers reported difficulties in filling job vacancies due to talent shortages, according to ManpowerGroup’s annual Talent Shortage Survey. This marks a 9% increase year-on-year.

Compared to the global figure of 38%, Hong Kong ranks third among 42 surveyed countries and territories.

Hong Kong employers indicated that talent shortages are having a medium to high impact on their businesses. To combat this, more employers are implementing talent attraction and retention strategies with a view to addressing the problem. The number of Hong Kong employers who are proactively tackling talent shortages has increased by almost 10% compared to the findings of last year.

Employers in Hong Kong are having the most difficulty filling jobs in the sales representative, engineering and IT personnel categories. Sales representatives in particular continue to be difficult to recruit and retain. This category has topped the local list annually since 2007 and has returned to the top of the list in Asia Pacific overall this year.

Over half of Hong Kong employers from a wide spectrum of industries say that talent shortages are having a high impact on their ability to meet client needs. When asked why they are struggling to fill certain jobs, employers cite lack of available applicants, 54%; higher-than-offered pay, 17%; and lack of experience, 15%.

20 | HR MAGAZINE

HR FEATURES

Lancy Chui, Vice President, ManpowerGroup— Greater China Region commented, “Sales representatives have topped the list since 2007 so, clearly, little headway is being made. A strong sales force is critical to driving revenue growth and solutions to this endemic difficulty which needs to be addressed.

In addition, our survey results revealed that demand for engineers has increased as well— ranked number two in the top ten hardest jobs to fill. The booming growth of infrastructure and railway construction projects is seeing demand outpace supply for specialist engineers, labourers and skilled trades.”

“On the other hand, the statutory minimum wage has been raised and, as such, part-time positions have returned to the top-10,” said Chui. “The changing economic environment is making it increasingly hard for employers to fill those positions as they struggle between salary expense and talent availability.”

She added, “IT candidates with the right skills are still in demand, and remain in third place in 2015 on the list of most difficult to fill positions.

Business agility also requires technology to enhance efficiency and productivity. As such, the evolution of business requirements has relied significantly on IT outsourcing where employers require IT personnel to possess strong communications skills to work with internal departments and IT vendors.”

Hong Kong is not the only territory struggling to retain and attract talent in these fields. In Greater China—31% and 45% of employers in China and Taiwan respectively—expressed difficulties filling jobs due to the lack of available applicants.

Chui explained, “Candidates with specific product knowledge are in demand, especially in the fields of finance and investment. Considering the growth of financial products across Greater China, the demand of industry-related certificates and experience, such as risk and compliance is increasing. However, there are a lack of candidates with strong communications skills.”

Reflective of issues indicated locally here in Hong Kong, employers across APAC struggle to find sales representatives as well, followed

Hong Kong's most in demand jobs 2015

2014

1.

Sales Representatives

1.

Sales Representatives

2.

Engineers

2.

Accounting & finance staff

3.

IT Personnel

3.

IT Staff

4.

Sales Managers

4.

Labourers

5.

Accounting & finance staff

5.

Engineers

6.

Cleaners & Domestic staff

6.

Secretaries, PAs, receptionists, administrative assistants & office support staff

7.

Drivers

7.

Skilled trades

8.

Skilled Trades

8.

Management / executive (Management / corporate)

9.

Technicians

9.

Production operators / machine operators

10. Customer service representatives & customer support

10. Labourers

Hardest-to-fill jobs in Greater China (2015) China

Hong Kong

Taiwan

24% (no change from 2014)

65% (up 9% from 2014)

57% (up 12% from 2014)

1.

Technicians

1.

Sales representatives

1.

Sales representatives

2.

Sales representatives

2.

Engineers

2.

Technicians

3.

Sales managers

3.

IT personnel

3.

Engineers

by engineers and technicians. The sales representative category returns to the top of the list of most difficult-to-fill job roles for APAC employers this year, compared to previously being in second place in 2014.

vacancies are extremely difficult to fill, as was the case in each of the previous three years.

The top four hardest-to-fill positions in 2015 throughout the world are skilled trade, sales representatives, engineers and technicians.

Among those surveyed, 83% of employers in Japan, 65% in Hong Kong and 58% in India report having the greatest difficulty finding talent. Employers in China report the least difficulty, presumably due to continued steady growth of the Chinese economy.

Additionally, global employers report considerably more difficulty recruiting drivers in 2015, with the category climbing in ranking from 10th to 5th , while the production/machine operator category appears in the top 10 for the first time—up from 12th position last year. On the contrary, sales manager positions dropped out of the top 10 this year.

Globally, Japan and Peru seem to be struggling the most. More than 80% of hiring managers report severe talent shortages in Japan, while two in three employers report difficulty filling jobs in Peru—Hong Kong follows closely behind. Talent shortages are also an issue for more than half of employers in Brazil and Romania.

As a whole, across all 42 countries and territories, employers report that skilled trade

| 21

HR FEATURES

5 FACTORS to consider when defining your multi-country payroll strategy

Controls and compliance Because of limited resources, many companies take a risk-weighted approach to managing compliance in their smaller countries, assessing both the likelihood and potential impact of compliance issues.

Cross-functional roles In many smaller countries, the individual responsible for managing payroll may also be responsible for other business functions such as HR administration or accounting. In these cases, outsourcing or otherwise restructuring payroll will therefore only impact parts of a role, and companies may need to take a broader, multi-functional approach. For companies setting up small workforces in new countries, there may be a case for sourcing a single provider offering a range of services such as accounting, HR administration, payroll, legal and company secretarial services.

While payroll is not typically viewed as a ‘strategic’ business unit, building a global payroll strategy for countries of all sizes becomes increasingly important as companies look to impose central control over their international payroll operations, according to Deborah Williams, Head of Global Business Services, TMF Group.

Historically, most multinationals were content to run payroll on a country-by-country basis because different legislative and organisational requirements made it difficult to do anything else. Today, there is a growing acceptance of the value of improving central control over payroll through a multi-country payroll programme, whether for compliance, cost, efficiency, risk management or other reasons.

In the research conducted by Webster Buchanan, commissioned by TMF Group, five factors emerged as essential considerations when defining a multi-country payroll strategy that involves smaller countries and smaller payroll populations.

22 | HR MAGAZINE

Systems set-up Smaller countries do not typically enjoy the same level of system sophistication as their larger counterparts. In particular, building interfaces from central HR systems to payroll may not be economically viable in some smaller countries and an alternative means of providing the upstream data to payroll may need to be adopted.

Organisational design To overcome local resource limitations, some organisations look to absorb build-to-gross and vendor management activities into existing shared services centres or regional hubs.

Within this overarching business framework, a multi-country payroll strategy will encompass all aspects of an end-to-end payroll service, from organisational design decisions to global governance and take account of a variety of factors such as the nature of the multinational’s business and the sector in which it operates, payroll operational requirements, the size and type of employee populations, and the nature of the HR function.

Cost equation The cost per payslip for running smaller countries may be higher than larger countries of similar complexity, given the lack of volume and associated economies of scale.

2016

HR FEATURES

Hiring outlook conservative With manufacturing bases shifting away from China, shrinking talent pools and increasing retirement costs for HR, the 2016 hiring outlook in Hong Kong remains conservative according to the Adecco 2016 Greater China Salary Guide.

traction amongst Hong Kong companies.

Flexible staffing is crucial for all industries at the moment, as it allows businesses to tailor their workforce in accordance with demand fluctuations throughout the year, without putting unnecessary burdens on HR teams or wasting resources on unnecessary permanent hires.

Audrey Low Managing Director, Adecco

Market overview Over the past few years, a slowing population growth has led to a shrinking labour market.

The ageing population effect in most countries has also placed an increasingly heavy burden on retirement and medical resources. Speaking exclusively to HR Magazine, Audrey Low, Managing Director—Hong Kong and Macau, Adecco stated, “This trend pushes up the pressure on retirement resources and medical industries, which changes the overall economic atmosphere around the world.”

Many manufacturing industries are shifting their bases away from China, as it becomes increasingly expensive to operate there, and are instead moving into South-East Asia and Africa. At the same time, corporations have been rapidly adopting mobile and internet technologies. All of which are having an effect on talent trends in industries across the spectrum and for Hong Kong, the hiring outlook remains conservative in 2016.

Flexible staffing on the up As a break away from time-consuming and costly traditional hiring processes, contract hires and outsourcing is gaining significant

E-commerce rising E-commerce is on the rise, opening up many more opportunities for young talent in digital-related positions—with excellent development opportunities, as opposed to more senior-level positions. Low explained, “E-commerce and technology progression in the corporate world is accelerating quicker than expected, which means that companies will have to fast-track their plans for digitalisation if they plan to keep up with their competition.”

The rapid advancement of technology has been accompanied by an expansion of software engineering and research in APAC, especially Greater China, which leads Adecco to believe that we can expect higher demand and salary rises in that sector.

The rise of E-commerce is also impacting the way staff are being deployed. For the luxury retail sector in particular, Low commented, “Many large brands are now placing greater weight on their online and mobile presence than their physical stores. Rather than an end of growth, however, we are seeing a migration of frontline staff to more back-office positions. Employers still demand experience from their talent, but there is more emphasis on adjustable skill-sets in order to adapt to the changing market and requirements of their industry.”

Salaries set to increase 3 – 5% Despite the variable market conditions, most companies still plan to increase salaries in 2016 in Greater China. Mainland China is set to give out the biggest rises of around 6 – 10% this year, as opposed to Taiwan and Hong Kong where the rise is likely to be around 3 – 5%. Low explained, “The conservative atmosphere of the current global economy means that companies will be looking to hire more specialised talent with particular skill-sets, or will be experiencing a shift in focus between divisions such as in luxury retail.”

The trend will be the same in terms of headcounts—with China expecting to increase headcounts by one to five positions. Low added, “Most companies in Hong Kong and Taiwan have clear hiring plans of their own, albeit on the conservative side. Our Adecco Greater China Client Survey indicates that Hong Kong and Taiwan employers are planning to hire new staff in the coming year: Hong Kong, 42%; and Taiwan, 57%.”

So what's next for HR? In her advice to HR leaders in Hong Kong, Low advised, “To retain the best talent in the region, our survey points to a trend of adjusting salary increments based on the recognition of the employee’s performance as well as the competition they face.”

She added, “However, the current talent pool stresses heavily on work-life benefits, so non-financial benefits are also crucial factors.

Our survey results point to an increased priority from employers to improve the areas of education and training, bonuses, social activities, physical health examinations and employee welfare clubs and outings, just to name a few of the top-scoring categories.”

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HR FEATURES

‘New normal’ threatens

China recruitment

Nine out of 10 Chinese CEOs believe that problems with finding, nurturing and retaining key skilled talent is one of the biggest threats to their company’s growth— this according to PwC’s 18th Annual Global CEO Survey—China Summary ‘Dealing with disruption–Thriving in China’s ‘new normal’.

It was the joint number one concern for employers in the wide-ranging report which found that, as a result, only just over a third of CEOs were ‘very confident’ about their business prospects for the next 12 months. Strangely, for a growing economy like China, confidence in the long term now sits below the global average.

China is certainly entering a new phase.

After GDP growth fell from 7.4% last year, Premier Li Keqiang’s Government Work Report predicts growth of ‘approximately’ 7% for 2015—signalling the winding down of heavy investment in favour of higher consumer spending. It is this shift that President Xi Jinping has labelled the so-called ‘new normal’. With this, it is now the task of CEOs to win new business to continue seeing growth—and for this they need new talent with innovative ideas, especially in an age where they are challenged by digital competitors.

As China enters its ‘new normal’, CEOs appear uneasy about the shifting economic landscape and its impact on their organisations.

Sitting at the top of their list of worries this year is recruitment and retention—but as HR Magazine finds, this is not merely an issue of economics but a disconnect between the desires of business experiences and the aspirations of young Chinese.

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Skill gap enigma The problem of attracting talent, however, is not new. According to a recent report by the Center on International Education Benchmarking (CIEB), the lack of skilled talent has been an issue for decades because of lower educational provisions from the previous era. In 2012, for example, of the 8.5 million employees in the electronics and information industry, only 50% were classified as skilled—with other industries showing similar results.

Xi-Li Administration

HR FEATURES

Filling the gap is an enormous task, which appears now, in an era of lower growth, more important than ever.

To this end, companies appear to be going all out to scout for talent with 77% of CEOs saying that they actively search for talent in different geographies, industries and demographic segments. What’s more is that 88% state that they are tapping into multiple channels, including online platforms and social networking to reach new people. But why do businesses continue to struggle?

being too picky, “Young people now want to make money, but don’t want to work hard.”

He added, “For college grads, their idols aren’t hard-working people, but those who become billionaires overnight on the stock market.”

“

88%

of CEOs say they tap into multiple channels to reach new people.

‘Picky’ Generation One would think that turning to China’s 7.5 million 2015 graduates would more than help fill the gap—a number that is seven times that of 15 years ago. Not to mention that this adds on to graduates from previous years who are ready to enter the job market. As the higher education sector expands and the numbers of students swell, China’s graduates often find themselves in the depths of unemployment.

Figures by Prof. Joseph Cheng, Professor of Political Science, City University of Hong Kong, and quoted by the BBC, suggests that the unemployment rate for fresh graduates could be as high as 30%.

It is a worrying disconnect. On the one hand, CEOs are desperate to hire, yet on the other, graduates struggle to get employment. So what is going wrong? Some attribute this to the perceptions of those hoping to get onto the employment ladder. Speaking to Bloomberg, Zhou Xiaozheng, Professor of Sociology, Renmin University put the problems down to graduates

Young people now want to make money, but don’t want to work hard.

”

But this is only one side of the coin. From the perspective of the potential employees, the sectors they want to get into are simply not offering the jobs or experience they wish to have. A report released last year and produced jointly by Peking University and recruitment company Ganji, found that Chinese graduates craved the white-collar jobs in HR, administration, accounting, teaching and secretarial work. Yet it found that newcomers were mainly faced with the choice of careers as salesmen, technicians, agents, customer service staff and waiters.

53%

use data analytics to analyse how their current skills could be better deployed.

Need to think outside the box It begs the question of how such differences can be reconciled. For PwC, the solution evolves around HR developing strategies to increase and leverage the diversity of their company’s talent pools. Working within the existing workforce, their report recommends incentives and rewards for innovation as well as making greater use of technology to improve the efficiency of the workforce. For instance, only 53% of CEOs were found to use

data analytics to analyse how their current skills could be better deployed.

It is also a question of how HR can appeal to a broader base of prospective employees who are more demanding than the generation before.

Previously, HR Magazine spoke at length about the importance of transitioning to digitalisation as a means to appeal to the ‘PlayStation generation’ and to release their potential as employees and future leaders by better incorporating them into decision-making. It is a point that should not be lost on HR as it is clear the young Chinese of today do seek quality as much as a decent salary.

Equally, HR in China should look more at developing a bond with the evolving education sector. In the last year in particular, Premier Li has been keen to promote the virtues of vocational education, which followed a State Council guideline in 2014 aiming to add around 10 million more students into this sector by 2020.

According to the CIEB’s report on vocational education in China, although vocational schools and colleges need greater investment in resources, the links between them and employers are weak. It cited lack of work experience placement offers as well as a lack of adequate preparation for the world of work because of this weak link. By sharing employers’ expectations, it could prove a valuable source of potential as more than 22 million people attend secondary vocational schools and 10 million in post-secondary vocational colleges.

Embracing the ‘new normal’ comes at a time when the up and coming generation are more sceptical and picky. Reality will no doubt force them to lower their expectations—but companies must meet them half way. Filling the gap may be an arduous task but China is not currently short of people or potential. Companies adapting to the needs of the upcoming generation will likely see their business thrive in the ‘new normal’.

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HR FEATURES

OFCCP’S VEVRAA and Section 503 Enforcement— lessons learned in HR compliance

KELLY ROMANOSKI

HR CONSULTANTS, BERKSHIRE ASSOCIATES

It has been a year since the introduction of changes to Section 503 of the US Rehabilitation Act and US Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA)— and it is critical that, as US federal contractors approach the end of the transition period, HR is fully aware about how to be in full compliance with the new regulations. HR Magazine spoke to Kelly Romanoski and Katie Johnson, HR Consultants, Berkshire Associates about their firm’s new White Paper on the topic and what this means practically for HR within Federal Contractors.

What are the changes?

For over 40 years, these regulations have provided qualified individuals with disabilities (IWDs) and veterans with the opportunity for employment with federal contractors and subcontractors. They followed Executive Order 11246, signed by President Lyndon B. Johnson in 1965, requiring these organisations, as part of their contract with the US federal government, to affirmatively recruit, hire, train and promote people without discrimination.

The two acts make up fundamental keystones of the US’s long-standing commitment to affirmative action.

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KATIE JOHNSON

HR CONSULTANTS, BERKSHIRE ASSOCIATES

Though as the world changes, the law must adapt. Adjustments made by the Office of Federal Contract Compliance Programs (OFCCP) to the regulations, which came into force on 24 March 2014, were as follows:

•

• •

• • •

Speaking about the changes last year, Thomas E. Perez, US Secretary for Labour stated, “In a competitive job market, employers need access to the best possible employees. These rules make it easier for employers to tap into a large, diverse pool of qualified candidates."

Establishment of a 7% utilisation goal for qualified Individuals with Disabilities (IWD) New record-keeping requirements Hiring benchmark in the Protected Veterans (PV) affirmative action plan (AAP) Job posting language requirements EEO tagline Requirement of contractors to invite applicants to voluntarily self-identify

The introduction of the new rules ensures strong accountability and record-keeping practices—allowing auditors to measure more effectively federal recruiters’ recruitment efforts. It also ensures clarity on job listing and subcontract requirements to help compliance efforts.

THOMAS E. PEREZ US SECRETARY FOR LABOUR

Adding to these comments, Patricia A. Shiu, Director, OFCCP commented, “Strengthening these regulations is an important step toward reducing barriers to real opportunities for veterans and individuals with disabilities."

HR FEATURES

FIVE TIPS FOR HR PROVING

COMPLIANCE What are auditors looking for?

There are four common requests from the OFCCP, insist Berkshire Associates:

With the prospect of these audits being quite daunting, Berkshire Associates state that there are five top tips to

Jobs Postings, Outreach, and Recruitment • Ask for copies of the postings, and how contractors communicate with their recruitment sources.

• May request an evaluation of the effectiveness of these recruitment sources.

Copies of Policies • Requests copies of policies such as Family and Medical Leave Act 1993, reasonable accommodation, and Americans with Disabilities Act 1990.

• Other areas scrutinised for compliance include template letters, job postings, applications, and purchase orders.

prove compliance: 1.

Track changes

It is important to effectively track your recruitment activities. Romanoski suggested, “Tracking the right way means including a checklist and roll-out plan with frequent monitoring, among other things.” All this will ensure the plan is progressing as intended.

2.

Document targeted recruitment

According to Johnson, “Documenting the names of

Recent Assessments • Ask for brief description on the most recent assessment of personnel processes, and physical and mental qualifications, including the dates of the last and next scheduled assessment.

• Contractors should prepare to handle requests for formal documentation of processes and procedures.

Self-Identifying Employees • Request the number of employees self-identifying as an individual with disabilities at an organisation.

• If a survey has not been distributed, contractors can simply explain their plans to survey employees. If possible, contractors should include the date they plan to conduct the survey.

the organisations and agencies you use for targeted recruitment is a must.” For good measure, she also suggesting saving contact information and the group targeted through the agency.

3.

Conduct internal reviews

It is also recommended to implement an internal review of referral data. Romanoski suggested, “Conducting periodic internal reviews of your referral data is a great way to collect valuable information on how employees heard about your organisation, and insight into what is or is not

Source: Berkshire Associates Inc.

working in your outreach efforts.”

4.

Further to this advice, Romanoski stated, “Auditors are requesting more detailed information regarding applicant processes and compensation practices. Often after initial submission, there will be multiple requests for more data, detailed explanations surrounding practices and policies, and more follow-up regarding applicant tracking procedures.”

She added, “There are also multiple requests surrounding Good Faith Efforts and other outreach efforts in terms of where contractors are posting jobs, and proof those jobs have actually been posted. Audits today have become more detailed as auditors really want to understand an organisation’s practices and personnel processes.”

Questions often evolve around outreach efforts, targeted recruitment, job postings and frequent follow-up communications. Audit follow-up questions require qualitative and quantitative data review.

Often after initial submission, there will be multiple requests for more data, detailed explanations surrounding practices and policies, and more follow-up regarding applicant tracking procedures.

Assess sources

“One key factor of compliance is assessing the sources you use for outreach,” Johnson commented. This process can be really useful for contractors wanting to know which sources perform the best. In addition, the White Paper suggests documentation should able to show a strong relationship between recruiting sources and the company. Adopt fewer, more meaningful recruitment efforts that can be easier to manage and monitor.

5.

Data rollout

Contractors should start rolling out the data analysis for IWD and PV. For Johnson, this process should start as soon as possible. She suggested contractors collect data on, “The total number of job openings, number of applicants, number of jobs filled, total individual with disabilities and protected veterans applicants, number of individual with disabilities and protected veterans hired, and total applicants

A Conciliation Agreement for a technical violation is issued if contractors cannot show compliance.

Berkshire Associates claim to have seen some clients being issued notices of compliance—which include a cover letter indicating areas where they fell short of complying.

hired.” As such, when the AAP cycle starts, the information collected, stored, and analysed will be accurate, timely, and appropriately tracked, according to the report.

For more information and insight, please visit www.berkshireassociates.com.

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HR FEATURES

Data Analytics— is it really worth it?

Reviews have long been an indicator of business and employee success—and they provide crucial information needed to make key strategic decisions. So there is perhaps no doubt that the announcement by Accenture about scrapping their annual performance reviews may have turned a few heads—but for the global professional services firm’s CEO, Pierre Nanterme, the move was only natural.

While some will certainly call his judgement on analytics into question, the move is bold and could, ironically, be a step that drives contemporary business success.

A revolution in waiting To be sure, Accenture’s new approach to performance reviews will not set off a revolution—at least not immediately. In fact, according to both Julia Gorham, Head of Employment – Asia and Anita Lam, Of Counsel, Solicitior Advocate, DLA Piper, not only are performance indicators here to stay but their relevance will grow ever stronger as technology will allow businesses to derive real value from new and more readily available data.

The case is compelling. Staying ahead in today’s markets does require employees to be working at their optimum. People who fall behind are an increasing liability and having statistics on employee performance and potential is arguably one of the clearest basis and fairest ways on which to make judgements about staff. Any advancement in this area will attract organisations' attention.

But it is CEOs like Nanterme who beg to differ. He argues that such measurements and reviews are in fact counter-productive, especially if you want to get the most out of the up-and-coming generations. He commented

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to The Washington Post, “My philosophy has always been very simple: you need to be relevant to your clients, not the other way around. It’s the same thing with your people.

You need to be relevant to them. I’m not going to impose on the millennial generation something that is not the environment in which they want to develop and grow.”

People analytics It is easy to see why performance reviews continue to be fashionable. Many companies are still keen to track performance and with data getting much smarter, it is now possible to go beyond traditional metrics such as sales results and profits. In what DLA Piper calls ‘people analytics’, data analysis can now interpret information about a job applicant’s psyche and intellect or an individual’s potential as a leader or innovator. There is no limit on how many different ways this can be tracked and presented—which is great for different companies departments or even job types which may need varied ways to track performance.

On the face of it, people analytics certainly has potential. Whether it is using data to improve the efficiency of the recruitment process or to see which current employees could become a potential leader or liability—or even to support crucial tasks such as detecting fraudulent activities—the ability to peer into the future is certainly attractive for organisations wanting to drive up business performance. As Gorham and Lam’s report Be Alert Asia—Top Tips For Employers: Using Analytics to Make People Decisions stated, “A business cannot produce superior business results unless its managers are making accurate people decisions.

Decisions can only be accurate if they are supported by data.”

Compliance and security paralysis However while data analytics now seems to put the ‘human dimension’ into performance reviews, it is hard to ignore the questions surrounding data protection. As Gorham and Lam’s report points out, the legal and regulatory issues that may arise in different jurisdictions are numerous—from obligations on data use and collection to cross-border data transfer and right of access. Also with handling so much data, there are concerns about security. In the latest EY Asia-Pacific Fraud Survey, 47% respondents said that they are worried that their organisation will be at an increasing risk of cyber-attacks over the next few years. With such risks at stake, it calls into question the necessity of having such performance reviews.

Ensuring compliance in the relevant jurisdictions, implementing secure systems and drawing up policies that are in line with local branch demands is time-consuming and, more importantly, costly. While for smaller firms operating in one jurisdiction the cost in time and financial resources may be less, approaching it from a top-down, large multi-national corporation perspective makes less sense considering the scale of the task and the undoubted differentiations between business units. As Nanterme put it, “The process is too heavy, too costly for the outcome. And the outcome is not great.”

Simplifying performance reviews For a company like Accenture, the move towards simplifying performance reviews makes sense. A company of 330,000 people in 120 countries in 19 different industries, key performance indicators can be cumbersome to implement. What’s more, the amount of different metrics out there can be

HR FEATURES

overwhelming. Nanterme explained, “Like many companies, we wanted to set the right objectives for our people, but very rapidly we got to a list of 5, 10, 15, 20 objectives, which started to be extraordinarily conflicting, confusing and difficult to evaluate. Instead of motivating or evaluating people, it just became piling tons of metrics and objectives on them.”

For those wanting to implement metrics, DLA Piper offers some important advice:

1 2

Instead, performance reviews should be more about asking the qualitative questions rather than looking at it through a quantitative paradigm. He stated, “Performance is an ongoing activity. It’s every day, after any client interaction or business interaction or corporate interaction. It’s much more fluid. People want to know on an ongoing basis, am I doing right?

Am I moving in the right direction?”

3

Still room for metrics As with everything in the business world, different firms will take unique approaches towards their operations. The case for simplifying performance reviews is strong— paying greater attention to the individual’s experience does bolster confidence and provides a better understanding of the challenges faced by that employee. Sitting down with that employee to work out the way forward is a good way to drive a business forward—and certainly saves the costs that comes with metrics.

But it does not mean that metrics are irrelevant. In many respects, they can still tell a business a lot about how much their employees are performing and where improvements are needed. The choice of data can be overwhelming but pinning down between 3 and 5 key performance indicators can help analysis in any case. It does, at the end of the day, come down to individual preference.

4 5 6 7

Understand business needs. Identify business needs, consider availability of existing data on these needs and how it might be integrated.

Information governance. Multi-disciplinary governance policies and controls to manage collection, security and access to data are needed. Identify legal and regulatory issues that may arise in relevant jurisdictions.

Personal data collection. Identify collection methods, use and protection issues. Establish privacy policies, privacy impact assessments and ensure not to collect excessive data.

Choose your vendor and consultant carefully.

Ensure their compliance with local anti-discrimination laws in regards to metrics and local privacy laws.

Ensure they have robust data protection policies and training for its staff and able to manage algorithm bias risks.

Workforce planning. If data is used for recruitment, determine personality traits and strengths required.

Check needed skills and whether data will help create a productive workforce.

Employee relations. Ensure effective communication to employees and stakeholders about approach to analytics and type of data it wishes to collect. Get buy-in from employees.

Unlawful discrimination. Identify bias to minimise risk.

Use appropriate metrics that would not lead to systemic bias against certain individuals. Apply intervention action that would not result in unlawful discrimination.

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HR FEATURES

Reconstructing the

Career Ladder With Gen Y and Gen X looking towards lateral career opportunities —why HR needs to get on board with them right now.

The Career Ladder is often seen as the unwavering structure to most people’s professional life—you join a company, work your way up to the top and after many years of service, you expect to enjoy that pension you worked hard to earn. But the traditional linear structure of careers is facing a crisis—the experience and expectations of Gen Y and Gen X are changing rapidly and, unless business structures change, this crisis threatens to make even the most competitive businesses quickly fall out of step with the desires of talent pools.

Understanding Gen Y It is well known that many in Gen Y see traditional working practices as anathema. Born between 1982 and 2004, the traditional nine till five, the rigidity of job roles and inflexible work hours just does not cut it for this generation. In all the research and discussions on Generation Y, it is clear that they want to be innovating on multiple projects, given more responsibility and do so at hours that suit them.

It should come as no surprise then that the Career Ladder model too is viewed by this generation as outdated. Speaking exclusively to HR Magazine, Adam Kingl, Executive Director of Learning Solutions, Executive Education, London Business School observed, “Gen Y do not expect linear job progression. They think of their careers as a portfolio of opportunities and experiences rather than climbing a career ladder.”

The marketplace is ever more competitive, so quite rightly talent retention is part of the wide-ranging discussion HR is having about its increasing strategic role—but the apathy Gen Y has to career ladders does present a thorny challenge. According to findings by the London

30 | HR MAGAZINE

HR FEATURES

Business School, nurturing them will be an uphill struggle. 53% of Gen Ys stated they expect to stay at their current firms five years or less with 37% saying they would stay no more than two years. With firms trying to be financially prudent, it makes investment in the younger generation quite risky.

Gen X: force of conservatism Generation Y are not the only ones thinking laterally—Generation X is also starting to adapt a similar mind set, albeit reluctantly.

Born between 1961 and 1981, Gen X and the Babyboomers before them have typically resisted changing business culture to accommodate Generation Y. But ironically, Gen X’s crisis in their relationship with work is pushing them to think differently.

As economic conditions have remained slow and populations have gotten older, governments have continued to reform pensions and have continually been raising the retirement age.

Kingl argued that such reforms are creating uncertainty for Gen X, “They started work assuming the deal their parents had was still on—but in their 40s and 50s, they have realised that the economic conditions mean that social security won’t finance their retirement. Gen X have realised that retirement is not what they thought it was going to be.”

The new reality is forcing Generation X to think more laterally. Kingl added, “Many in Gen X are thinking about reskilling in their 40s to prepare for a whole new career for the next 30 years. With no other option, they are turning a negative into a positive and seeing this as an exciting new opportunity.”

Internal lateral opportunities With both Gen X and Y simultaneously thinking one step ahead, the key question is how HR departments can reconcile their employees from these generations. For Kingl, the answer lies in a progression to lateral opportunities within organisations.

While in previous decades providing opportunities for advancement was seen as a reward for length of service, Kingl insisted it is something both Gen X and Y are looking for. He explained, “By this, we mean give employees a greater choice over how they wish to progress their careers.”

It is certainly what most employees in Asia want—the evidence speaks for itself.

According to LinkedIn’s Job Switchers Report this year, the number one reason why people in Asia left their previous employer was because of concern about the lack of opportunities for advancement, amounting to 40% of respondents. 53% of the same respondents said the reason why they joined their current firm was because of a stronger career path and more opportunities—again topping the list of reasons.

For Gen Y, it is about catering to their desire to build a portfolio. If this age group can see that they are being given different challenges and projects to do all the time and are collaborating with senior executives, they are more likely to see a future with the firm. Kingl recounted, “I remember in a forum, I was listening to some Gen Y talk about development and I was surprised to hear one girl talk about getting offered a place on a development programme within six months of joining. It was all the more surprising that she thought that this was too long to wait.”

In terms of Gen X, HR departments should focus on putting to bed their frustrations.

Kingl commented, “The biggest mistake HR can make is to sit in their office and fret about what to do with Gen X—they need to get out and start conversations and acknowledge the problem. Not only this, but HR needs to have that plan ready to offer. Frustrations comes out of not knowing what the alternative is.” As such, helping Gen X to re-skill and develop for a new role in the company—or giving them space to focus on a particular responsibility—will give them the vision, for the next few years.

Counteracting conservatism As ever, despite talks of rebuilding an alternative to the traditional Career Ladder, HR faces the challenge of convincing the C-Suite. The above suggestions are not cheap and do involve investment, if not extra manpower to do it—a prospect that even HR can find hard to swallow when burdened with other responsibilities.

Kingl points out that this is a necessary change that companies must make—or face an uphill struggle in years to come. For those who choose not to, Kingl stated, “In the long term, they will suffer in winning the talent war because they will lag behind the enlightened companies who realised the world has changed.”

When put in a different way, an outdated structure that repels talent from Gen Y and X is the gain of another company—and with that, the prospect of a loss of profits. Brand names can get companies so far but HR has to not only find the common sense arguments to win over the C-Suite, it has to convince them of the benefits for being future-ready.

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HR COMMUNITY

Managing multi-generational & diverse workforces This year’s Q4 HR Magazine Conference gave the 200 plus HR practitioners in attendance some hearty food for thought on managing and leveraging diversity in the workplace. From anthropology and the human psyche across generations, to case-studies and innovative D&I cultures, the day was stimulating, inspiring and, as ever, good fun. Armed with the wisdom and advice from some of the best in the business, we share the highlights from each of the speaker’s insightful sharing sessions.

Advice on fostering D&I and supporting women in the workplace Having a successful strategy to leverage diversity is not just a way to make up numbers—in fact it can be vital for business and economic success. Angelina Kwan, Board Vice-Chair, The Women’s Foundation opened explaining that, in the aftermath of the global financial crisis of 2008, the G20 group of nations had made a point that one of the causes of failure was that people—particularly of minority backgrounds— had not felt empowered to bring up an alternative view to avert crisis. She added, “If there had been a Lehman Sisters, and it had been working with Lehman Brothers and Lehman

ANGELINA KWAN Board Vice-Chair, The Women’s Foundation and Head of Regulatory Compliance, Listing and Regulatory Affairs Division, HK Exchanges & Clearing Ltd (HKEx)

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Children, we would be in a different position economically today.”

Though if it is so key to averting crisis and business prosperity, how can we encourage such diversity? As a rule of thumb, Kwan recommended that companies should not only have a commitment to diversity but also disclose that publicly and have a plan to make boards and workforces diverse. Although this is the ideal, Kwan acknowledged that many companies in Hong Kong are not doing so and pointed out that a consultation paper published recently makes it compulsory for companies to put their diversity commitments up on the website. It should not mere words but it is key to achieve business success.

Demographics in Asia in particular have become more diverse. Kwan stated, “If you go to Soho, at night it becomes French and in Mong Kok, it’s Chinese. Asia is becoming diverse and companies need to know how to accommodate expatriates.” Though it is not only demographics that are changing, Kwan highlighted that companies have shifted the way they work—from clipping paper together to now utilising new technologies to expand their products—the modern era requires a diverse workforce to match the need for new expertise and input to drive business success.

In terms of tips for HR, Kwan recommended that human resources departments take note of

the six Cs—common sense in terms of getting a range of people with different understandings of different areas to have input; courage to keep and stay the course and follow your diversity plan; commitment to get more minorities and women into the workforce by implementing plans and programmes; and ensuring to be culturally intelligent, culturally collaborative and culturally aware—ensure your company facilitates the different needs of different cultures.

Kwan addressed the question of ‘show me the money’—and reminded the audience that good corporate governance will bring in good money and it will lead to good decision making and staff retention. At HKEx, Kwan made it clear to her headhunters that they must bring in one boy and one girl who are qualified into her team. Further to that, they have implemented interviewing panels which are diverse. In addition, she talked about the merits of the company’s Women’s Network which has produced a range of great innovations such as the Returnship Programme which helps women settle back into the workforce after maternity leave.

What’s the key to success for her company’s strategies? She stated that it is about thinking outside the box to bring in different people. “Having a good diverse and inclusive workforce is very important—it makes the colour and patchwork of a company a lot more interesting.”

HR COMMUNITY

Managing across five generations: Dinosaurs to Digitals Julie Parkinson, Director, IECL has worked in a diverse variety of companies, across which she has had to manage a multitude of individuals from different generations.

“Australia via Yorkshire,” as she put it, she has quite a diverse background personally as well.

We live in a changing world, according to Parkinson, where “Uber is the biggest taxi company in the world, but doesn’t own any vehicles, and Facebook is the most popular medium, but has no content.” And this world, contrary to popular belief, does not just belong to the young and restless.

question everything. So in order to engage them, we have to explain things.

To manage the new generation, which is continuing to grow, Parkinson identified five things any organisation can do right now to be a more hospitable and welcoming place for every generation: 1.

2.

3.

It is important to define generations, and Parkinson identified five that are currently active in the workforce—loyal veterans over 70 years of age, the success-oriented baby boomers, sceptical Gen X, questioning Gen Y, and the as of yet mysterious Gen Z. Generation Y are currently overtaking the baby boomers in the Hong Kong market and they tend to

4.

5.

Facilitate purpose—explain your organisation’s purpose, answer the all-important why question.

Master storytelling—Telling your organisation’s story is instrumental.

Set up mentoring and reverse mentoring—Share wisdom across generations.

Coach your people—ask, don’t tell.

As IECL defines it, have a structured conversation with a measurable outcome.

Encourage feedback—instead of usual performance reviews, give feedback continuously and in the moment.

JULIE PARKINSON Director, IECL

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HR COMMUNITY

Using love in HR communication The importance communication and collaboration plays in creating a successful company cannot be underestimated. However, truly successful communication requires a careful balancing act when interacting with divergent personality types. According to Ivy Leung, Head of Human Resources & Administration, Octopus Holdings, the key for all HR functions is good communication, especially at a technologically innovative company like Octopus.

Octopus has three main mottos which, Leung expresses, forms the groundwork for good communication. “It’s about following three core values; make it right, make it smart and make a difference.” Leung says that the core element for ‘make it right’ is the focus on customer protection. The logic behind ‘make it smart’ is to create a seamless experience for customers and ‘to make a difference’ is to set new standards such as setting new benchmarking. This is why Leung believes that one of the biggest challenges for HR is to know how to communicate with each person and to know which way is the best way.

Leung points out that because people communicate so differently—it is that very element which can hinder successful communication. “At Octopus we only have around 400 people and in HR, we have to

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know each person by name. So when we think about communication, we map out the whole communication channel and think about how to improve it. As we have a very high proportion of high-tech people—of IT people—many of them don’t want to talk face-to-face and even a phone call doesn’t work.”

One successful method, which is used in many companies, is to treat your colleagues as your customers. Leung clarifies how this works at Octopus. “We try to bring external customer service to internal customer service.

That means we elevate the expectations of people.” This is where, Leung elaborates, that love comes into the equation. “Love and care are very important for a HR person—you should always put yourself in other’s shoes. We need to show care and love to our colleagues.

It’s important as a HR person to make our colleagues feel like they are somebody and not just a staff member.”

Leung understands that to do this, you need to have a passionate HR team. “Because we treat people like a very important customer, this is an example of how we share and show love. People talk about a work-life balance but work is already changing. I think if you can communicate and make your people feel important—life and work can be one.”

To inspire her team, Leung believes in

IVY LEUNG Head of Human Resources & Administration Octopus Holdings Limited

sharing her energy and passion. “Recently I received close to 2,000 CVs and I read all of them. I was asked why. I think that someone is respecting you by sending in a CV and investing their time in their CV. I have a responsibility to respect their time so I read all of them one-by-one. So I think this is the way I share with my team.” As Leung expresses, “You have to build a team that is passionate about people, so you spread that positive attitude around.”

HR COMMUNITY

Advice on fostering D&I and supporting women in the workplace ALESSANDRO PAPARELLI Vice President of Human Resources, Asia Pacific, Kering

at Kering, a clear majority of their female staff, 66%, are at the managerial level as of this year with 44% as top executives.

They are figures to be commended but how did Kering get into this position? Paparelli put it down to the huge range of initiatives that the company has engaged over the past few years. Very keen not to focus on just the statistics, Paparelli highlighted the importance of fostering a culture sensitive to gender diversity and importantly to engage with this group. Such a mindset has meant the company in particular has got behind causes such as Women’s Day—in which the company held a breakfast meeting to talk about women’s issues and whether there were any new ideas.

Such informal meetings led to a new work-life initiative that Kering recently launched.

Quoting Richard Branson, Alessandro Paparelli, VP HR, Asia Pacific, Kering said that while making customers feel good is Kering’s mission, “Customers don’t come first, your employees come first because they will be the ones to care about your customers.” This set the scene for a company which has shown a lot of initiatives when it comes to diversity and inclusion— especially for female colleagues.

Paparelli reminded the audience of the poignant fact that the number of women in senior management positions in the industry remains low—with only 27% of women on average making it into such roles. In contrast

But it is not just about what a company does internally. Paparelli added, “If we just preach inside, it is not projected to the outside world.” Thus also at the heart of Kering’s mission, Paparelli explained, is to make an impact on diversity issues generally. In this respect, Kering has really got behind the cause of violence against women and, in recognition of the day dedicated to the cause on 25 November, their stores were involved again in an activity that last year distributed 142,000 badges from 724 stores in 38 countries—the White Ribbon badges designed by Stella McCartney.

Getting behind a cause is only one part of the story. It is also how you can cater for women’s needs in the workplace. Amongst a range of initiatives, Paparelli spoke of the availability of flexible working hours, a global employee opinion survey that covers diversity, reaching out to business schools, an initiative on eight golden rules to tackle with the issues of work-life balance and a mentorship programme exclusively dedicated to female colleagues.

The recipe for success? Paparelli summed it up in four ways: firstly, having a comprehensive programme in place that tackles the problem from different angles. Second, providing real empowerment and not purely statistics— recognising the problem is one thing but actually putting concrete initiatives to support women is what will help to deal with the underlying problem. Third, companies must have a social commitment to the cause of diversity—it needs to be heart-felt, otherwise diversity will just become another single policy that does not go to the core of the company’s mission. Finally, these initiatives should form part of a continuous journey, which will continue into the years ahead.

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HR COMMUNITY

Big Picture HR—Managing multi-generational & diverse workforces CHARLES CALDWELL Director of HR, ESF

forward contribution where variable pay is not just based on past contributions but on projected future contributions as well as what tools drive engagement and how we look at feedback and review.

Going back to the root of the workforce warrants a look at anthropology—economic growth creates population growth. In that regard, millennials are projected to make up three quarters of the workforce by 2025. However, more people will be retiring as a result of an ageing population around the globe with the exception of Africa and the Middle East.

Charles Caldwell, Director of HR, ESF opened by stating, “Everyone is part of the global workforce. Whether you know it or not, you’re a part of it.” For that reason, he explained, it is important to look at HR from a global perspective—the big picture.

In contrast, the ageing population in America is actually slowing down, according to the latest figures Caldwell presented. He presented a case where demographers found that where companies and countries are doing the most for diversity, birth rates are stabilising, highlighting the scientific and economic importance of improving diversity in companies.

Caldwell shared some of his thoughts on what the previous speakers had discussed, such as

Diversity naturally does not only include gender. Looking at different generations, there

can be a bit of disparity between how managers perceive their message to be received and how it is actually received. For example, a Gen X or baby boomer manager might prefer a certain leadership style that could be wildly unpopular with a millennial. As research points out, Caldwell stated, different generations have different world views.

“Most leaders and managers look at talent through their own world view, not through a matrix. The same is true for employees,” he said.

For example, millennials highly value Corporate Social Responsibility as a key characteristic of the companies they want to work for. They want a sense of purpose, commitment to an organisation’s culture and what they stand for. Future and current generations have a vastly different outlook than a previous generation, due to ever-changing circumstances. And it is this look at the past, present, but most importantly at the future that allows us to grow as a people, and paves the way to better HR, Caldwell concluded.

Best practices for measuring and improving Employee engagement in a multi-cultural organisation (Case Study) Although only a small company, Crown can lay claim to being a diverse company.

Kicking off the talk, Magali Delafosse, Group VP HR, Crown Worldwide Group joked that, “Indeed, I am a product of diversity—having worked abroad for more than 20 years.” With more than 83 nationalities in the company speaking 54 languages, it is no small claim about its inclusion of people from all around the world. Crown can also claim an impressive level of female representation with 41% of women in management positions with a total of 44% in the executive management group.

Though how to ensure engagement of these employees? Importantly, it is about setting up the right internal evaluations and acting upon it. After an unsuccessful attempt to do so with an outsourced provider, Delafosse explained that they brought the process in-house and hired people specifically to deal with employee engagement. Though the centrepiece of their efforts have no doubt been found in the surveys they have run.

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Crucially, Delafosse highlighted, to measure engagement, companies need to identify their key drivers for employee engagement.

For Crown, it formed five key pillars. First, employees should have a chance to make a difference. Second, they should be appropriately rewarded and recognised. Third, employees should be able to see opportunities to grow and develop. Fourth, do employees feel part of one team? Finally, how much do employees feel that leadership is engaged with them?

By using this, Crown engaged a survey of 4,000 employees to measure their inclusion—which saw a 65% response rate. Although the results are yet to be released, Delafosse shared several aspects which make such an exercise successful: first is being able to ensure management buy-in.

Second, it is key to ensure buy-in across the regions: these need to be tailored to every region while still getting the same statistics back. Thus, it is important to have sensitivity towards cultures.

Thirdly, it is important to set up a benchmark standard to be at. Finally, and most importantly, all employees across the organisation should be

asked to share their ideas and feedback on the concerns they have raised in the employee survey.

When employees feel valued and empowered to focus on their strengths and honour their differences, diversity becomes one of the organisation’s strongest competitive advantages.

MAGALI DELAFOSSE Group Vice President, Human Resources, Crown Worldwide Group

HR COMMUNITY

Taking a bite out of bite-size learning The biggest challenge for HR in a world which has gone mobile is meeting the needs of—and engaging—employees. The way we now absorb information has changed and this shift towards mobility means the majority of employees are using smartphones and laptops, replacing the traditional desktop—with some using three or more devices.

Thanks to this new technology and the Internet, it is not just the way we share and absorb information that has changed, but also the dynamics of the workplace. The workplace can no longer be described as a place where people go to do things and be productive.

The workplace has become more intangible— where employees can work from home, in a café or on a plane. The workplace has also become much more diverse in terms of age, culture and schedules.

This is where bite-sized learning can help Learning & Development staff (L&D) to meet the training needs of their employees.

Bite-sized learning involves breaking information into bite-sized chunks so that learners can easily fit training into their busy daily schedules. According to Alex Wong, Learning Product Sales & Strategy Director at SAP SuccessFactors, “This is where mobiles can open up new opportunities for learning with the freedom to fit training into people’s schedules. This way you don’t have to plan in advance and employees have constant access to any HR content twenty-four seven.”

The challenge for HR is in selecting the right platform as some young employees are very happy to use new technology—but ‘old dinosaurs’ may

have problems adjusting. “This means choosing a wide platform for all of their employees,” explains Wong. “This is why HR needs a platform to help them best-leverage and to assist them in the investment that they have made.”

ALEX WONG Learning Product Sales & Strategy Director

SAP SucessFactors has developed a whole talent-suite solution to help HR provide a learning pathway for their employees. Gregg Chen, Senior Solutions Consultant, Hong Kong clarifies, “We are talking about mobility across the entire spectrum of any organisation.

For the learning and development team, they can validate the content with simple-to-use tools that help them to ensure the content is ready and leveraging on social capabilities with a Facebook-like application that fits into your business processes.”

Chen explains that marrying technology with soft skills of multigenerational workforces can also be a challenge for HR, but that it can easily be resolved with the right platform. “With a good L&D system, you can put your face-to-face training discussion online and you can use this system to help drive people into those interactions from a training perspective.

From a coaching or a mentoring perspective on a one-to-one basis you can use it like a catalyst to help begin the conversation. If an organisation is getting bigger and more diverse with many different branches and employees in different cultures, e-learning helps save time by putting all the training materials and training courses into the L&S system.“ When Chen was asked what was the most successful bite size? His reply was simple, “Easy to swallow—easy to learn.”

GREGG CHEN Senior Solutions Consultant, Hong Kong

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HR TRAINING

The power of service and purpose

By Noah Rabinowitz Senior Partner, Leadership Development Solution Lead and Bernadine Karunaratne, President, US Government Consulting Services, Korn Ferry Leadership and Talent Consulting

About this series In this four-part series we are asking: what are the keys to developing agile leaders who can pivot with the needs of HR and the overall business strategy?

Part 1. Develop your leaders in context— leadership development can be used to put the best minds in a company to work on real, current business problems.

Part 2. Who leaders need to be and what they need to do—each leader’s effectiveness depends on a number of factors, including personality traits, personal experience and workplace skills. Effective development addresses all of these.

The drive of self-interest has become a more prevalent dimension of everyday life—but to create a sustainable impact that goes beyond quarterly statements, leaders need to embrace a purpose beyond themselves. Most leaders will naturally express a desire to do this but while people would like to serve others, for various reasons, they often end up serving only their own more immediate, practical and short-term agendas.

For an organisation to unleash its potential, it must help its people experience the power of service. While leadership development is meant to improve how executives serve others, far too many people have been conditioned to take care of themselves first—whether for survival, financial reward, or an ego boost.

Part 3. Realise that development is a journey—meaningful change happens over time, but leaders can embrace new behaviours when they have been given time to understand them.

The pendulum needs to swing in the other direction. Leaders must experience the power of selfless service and of subjugating one’s own needs to a larger purpose. When combined, purpose and service are the fuel for transformation. Service to others is more than just a nice thing to do—it inspires deep, lasting change.

Part 4. The power of service and purpose— serving a greater good is a powerful motivator for a leader to be his or her best self. Competencies reveal what a person is capable of now.

If service is critical to leadership development, then the next question is how to provide leaders with the opportunity to serve. It makes sense to capitalise on an organisation’s existing—or evolving—service platform. The following cases describe how three organisations put service at the centre of their leadership models.

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Community service

as a p ath t o

lead er s h ip g

Most organisations donate financially to any number of worthy causes. Many of these companies, however, simply donate funds to a clearing house that channels their money to groups in need of support. There is nothing wrong with this but it is a missed opportunity for leadership development and lacks the emotional connection between employees and the cause.

HR TRAINING

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Organisations could be more strategic towards community service in such a way that it aligns with one of the cores of the business.

For example, food companies address hunger, engineering organisations target infrastructure or water and financial institutions support community development. Exelis, as an example, is a US-based aerospace and defence company that takes a more focused approach to community service. Through its Exelis Action Corps (EAC), the company uses the skills of employees to serve members of the military, veterans and their families. EAC also trains employees to organise and lead volunteer efforts. David Melcher, CEO, Exelis recommended, “I would advise anyone to try to find a cause that your employees can feel connected to.”

Exelis employees are not only volunteering, they are also leading. They are encouraged to give their time and talents to sponsored projects, and are trained to lead projects and take initiatives into their local communities.

Additionally, Exelis incorporates EAC projects into its formal leadership development and high potential programmes. This delivers the message that service is a critical part of the overall leadership model.

Serv ice o v

Service leadership is, first and foremost, about putting aside personal concerns to prioritise the needs of others. As Nelson Ford, President and CEO, LMI Government Consulting said, “The desire to help other people accomplish something is how I define [it]. It’s not about me—it’s about what we can accomplish together. I think that’s what maybe distinguishes leadership from service leadership.”

er s elf

Ford points out that the workforce at LMI comes largely from a service background. Most employees are from the military, civil service and/or the non-profit sector—service is part of LMI’s organisational makeup. However, even non-profit organisations are not automatically geared to give back to the community—it is up to leadership to promote the notion of service first. LMI has a mission of ‘improving the management of government’ and tries to help employees act on a desire to serve the community. The company emphasises the meaning and value of that service as opposed to the bottom line. As Ford explained, “One of the things we’re going to do is take our external engagement—our charity activities, our academic partnerships—and we’re going to make it much more a focal point of what we do so that everybody gets the connection.”

As a leader, Ford emphasises the need to both clarify the organisation’s direction as well as establish clear values for its employees. Service to others provides the organisation’s employees with the structure to learn, live and articulate those values. Ultimately, it helps clarify what the organisation stands for.

I ns

For Max Stier and the Partnership for Public Service (PPS), the concept of service leadership is integral to the organisation. PPS, Stier explained, is “A non-profit, non-partisan organisation that works to revitalise [the US] federal government by inspiring a new generation to serve and by transforming the way government works.” Instead of thinking of service leadership as a formal concept, Stier embodies the company’s mission of inspiring and serving others through his own actions as a leader.

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Stier emphasises the effect service to the government has on his own organisation.

Coaching, providing feedback, collaborating and even active listening are all ways individuals at PPS are encouraged to serve one another. But Stier commented, “There are a whole bunch of people who have come through here that are dispersed across a whole set of different organisations that are really making a difference.”

e

On the subject of leaders, Stier stated, “The best leaders recognise that the whole point of the organisation is that you can achieve more [as a unit] than you can as an individual.

Your greatest value really ought to be in helping others have the environment and support to achieve what they’re capable of doing.” Service leadership, Stier added, gives employees motivation to reach “A higher good that’s meaningful to them.”

g -ser v in sion s of self le p Conclu m bilit y— a x e y profita re many trictly b s n There a e eir iv th r d ons of ations— xpectati e e organis th d te de activa e excee to truly that hav sense owever, H . tions, a rs a e ld organis shareho m r part fo e s n must b and tra ser v ice d strateg y n a ne is e li s o ottom er purp gh the b u of broad o h e to lt ir A s . ple’s de quation it is peo of the e r, ningful, to a a e v ti more m rful mo is e h w o ic ays p h a many w ution w ere are contrib h a T . e g k a in m n: d endur iscussio able an sustain of the d t r a p adersh ip e ser v ic ctly to le e e k a ir d m e to ser v ic st, li n k • Fir at is ment. pose th develop en s e p a pur lo e v e e that s d v cond, and ha rs e p. th • Se o to ng for om the elled fr motivati d o m r it y e a pr io ose role y ser v ic of pur p a d y r e v ke e ird, ma ation.

• T h orga n is e th w ith in .com ornferry : w w w.k it is v n tio informa For more

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D & L n o i s Mi s

HR TRAINING

ough r h t s e halleng c R H n Park ing a e m c o c O r Ove ion at t a v o n in fun and

When one thinks of learning and development, the image that frequently comes to mind is a whole day sitting in a classroom, listening to lectures—some of which can be inspiring, while others…not so much.

However, few would imagine that Hong Kong’s Ocean Park serves as a venue for training and developing staff.

As HR Magazine found out, the Park’s corporate training programmes offer not just training but also lasting employee experiences that foster good working practices.

40 | HR MAGAZINE

HR TRAINING

She stated, “Our team building programmes are unique because they are a shift away from the traditional barbecue or sit-down meals which would have usually been sufficient for employee benefits. Nowadays, in order to retain staff, they want many more activities which can help staff to engage with their companies better.”

With over 80 attractions at the theme park, dining facilities and attractive layout, Ocean Park is an interesting venue to run fun and interactive training days—and the approach to L&D is certainly innovative. From ‘Ultimate

But this merely forms one part of the whole package. As Siu described, “With our animal encounter programmes, trainees can, in addition to their team building exercises, learn about conservation and animal care of our seals, dolphins and penguins from our animal keepers.”

But no trip to Ocean Park would be complete without being able to enjoy the attractions themselves. The Park is keen to make these events not mere training programmes but lasting experiences for the guests. Siu articulated, “The training days can be intense and challenging, so after a four-hour or half-day training session, it is rewarding for employees to go and enjoy the rides and visit the animals.”

employees can preview the new attractions as part of a Night Charter which includes a top-up deal if employees want to go behind the scenes to see the work that goes into making these themes happen.

With HR competing with other firms to retain talent, the experience at Ocean Park could serve as an innovative way to keep staff happy. The experience provides vital food for thought that can boost awareness and drive up performance and business success.

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ark team's ‘Miss cean P ion L

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The analogy may seem strange to HR but the skills of survival—namely solving problems by thinking outside the box and boosting team morale—are integral to the kind of innovative training HR needs to provide to retain staff.

It is a point not lost on Rosalind Siu, Sales Director, Ocean Park, who works closely with the Park’s education team and pointed to the importance of retaining employees for business success in Hong Kong.

Survival’ and ‘Pedal for Power’ team-building programmes to a ‘Shark Rescue’ adventure programme and a ‘Green Earth Volunteers’ partnering programme, teams are encouraged to put their teamwork and communication skills to use. Adecco, MasterCard and the Hospital Authority are three such names that have already leveraged the opportunity.

Ro s

The country of Kacalia is in a state of crisis in which the people must survive and face enormous challenges. While this fictitious scenario may conjure parallels with the latest James Bond instalment Spectre or Tom Cruise doing death-defying stunts in the Mission: Impossible series, it is actually one of the many tasks presented to participants of the Ocean Park corporate training programme as they run around the Park to avert a catastrophe.

Whether a company wants to take 20 or 10,000 employees, participants can enjoy the various activities—from rides and animal encounters to restaurants—and even rent out the whole park if numbers are sufficient.

This is particularly rewarding in the festive seasons of Halloween and Christmas where

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HR TRAINING

Cable cars, countryside and

CORPORATE TRAINING

With a cable-car journey spanning 5.7km across spectacular natural scenery of Lantau Island to the Big Buddha and cultural village—Ngong Ping 360 (NP360) has already established itself as one of Hong Kong’s most iconic tourist destinations. But for HR there’s more to NP360 than first meets the eye. In addition to providing a sanctuary away from the city, it has also become a unique setting for talent training, executive retreats, teambuilding exercises and corporate functions. HR Magazine spoke with Angela Sue from the team at NP360 to find out what a corporate day at Ngong Ping actually looks like.

Hills, heritage and HR When Ngong Ping 360 opened its doors in 2006, it immediately captured the public’s attention. Sue recalled, “We started getting corporate enquiries about meeting room availability and our first meeting rooms were made available for MICE functions in mid-2010. The venue is unique and lends itself perfectly for engaging staff in out-of-the-box

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learning and development activities. Where else in Hong Kong have you got such immediate access to so much cultural heritage and rugged natural landscapes?”

Uniquely situated in the heart of Lantau Island, NP360 provides a very different setting for HR departments looking to host tailor-made staff training sessions and corporate functions that deliberately gets staff out of their usual comfort zone. Sue explained, “Staff development programmes range from teambuilding to indoor and outdoor scavenger hunts. With amazing facilities right on our doorstep including Ngong Ping Village, the Big Buddha and Wisdom Path—corporate events run here can cater to people of all ages and abilities. For the more adventurous, we also organise ‘Amazing Race’ style challenges which see team members challenged to the max and navigating through historic Tai O and along the beautiful Cheung Sha Beach as part of their programme. All this, with the convenience of the cable car to get up here, it’s all really a lot closer than you imagine.”

Angela Sue from the NP360 team shares her passion and insight in facilitating innovative L&D events at the unique venue.

HR TRAINING Silence speaks volumes Notably, in 2012, NP360 also started offering corporates the chance to engage their staff in the ‘Dialogue Experience’—which provides a combination of drama and silence to highlight the importance of, and to train people in, better communication skills. The programme helps break down preconceptions and significantly opens employee minds towards working more effectively with colleagues who are differently abled from themselves.

One such experiential programme, the ‘Silence Motion 360’ starts with a briefing, after which participants take a cable car to Ngong Ping. Upon arrival, each participant is given a soundproof headset and are not allowed to speak for three hours. Sue explained, “We take them to the performance venue,

where we start the warm-up exercises in small groups and move into larger ones later on. ‘Taking away’ one of their senses gives people the opportunity to start relating to others using different senses.”

The facilitators for the programme are all deaf, so communication via speech is not possible. Sue elaborated, “This programme makes participants better appreciate diversity and explore opportunities of being more flexible in terms of working with people of different abilities. It teaches them to adapt to change.” At the end of the experience, there is then a 45-minute debrief by an interpreter. Here everyone shares their personal experience of the programme and looks at how and what they have learnt and experienced that can be applied to help create a more inclusive and effective workplace.

Facilitation flexibility To date NP360 has seen more than 2,000 trainees from over 50 companies engaged on its programmes. There is also a great deal of flexibility, so activities can be tailored from the extreme to cater for the most adventurous groups, to more sedate yet equally experiential to care for pregnant women, staff with health issues and the differently abled.

All facilitators at the venue also have first-aid training to ensure everyone can participate safely and securely.

Half day or full day options are also available, allowing HR to select just one or multiple training activities to fill the day. There is also the option of morning training sessions and then dedicating the afternoon to a scenic trip for the participants around the Island.

Food for thought And it is all very well running around but when trainees sooner or later need a bite to eat, there is no shortage of variety at the venue. NP360 boasts a Chinese restaurant that houses 300 patrons, with training rooms directly above it. There is also a generous choice of Japanese, Taiwanese, Middle-Eastern food options together with a Subway and a Starbucks to cater for all palates.

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HR TRAINING

love

To Sir, with How Sidney Poitier inspired Sidney Leung to create award-winning L&D programmes at DBS Bank

DBS Bank (Hong Kong) Limited recently picked up a string of accolades at the HKMA’s annual Award for Excellence in Training and Development for its robust and highly effective L&D programmes.

HR Magazine caught up with Sidney Leung, Vice President, Learning & Talent Development, Human Resources at the Bank to uncover how a 1960’s British drama sparked off a lifelong passion for inspiring talent.

As retaining staff becomes an increasingly critical priority for companies navigating an ever more competitive market, L&D programmes are playing an increasingly important role in enhancing engagement and reducing attrition.

But while many are good at talking the talk, walking the walk is a different ball game. Sidney Leung, Vice President, Learning & Talent Development, Human Resources at the Bank explained, “The genuine commitment of our top management and the ongoing involvement of our business leaders and line managers in supporting the efforts of the Learning & Development team are what make DBS’s approach to talent development so different.”

purpose-driven culture, and I can proudly say that I’m doing what I love.”

It is easy to see why—having worked closely on DBS’s leadership and culture programme Managing our People in DBS (MPD), Leung noted how first-hand he has seen support from the very top. He explained, “Our Group CEO has always supported the programme. The vision and visible involvement of our senior management are the key reasons behind the success of MPD and other initiatives over the years.”

It is a commitment that trickles down into actual requirements for the bank’s employees.

Learning hours form a part of staff KPIs. As an example, those in managerial positions must attend training sessions as part of their Leadership Training KPIs. L&D in this respect, says Leung, is a big mission—DBS Hong Kong has more than 4,000 staff and the number of training participants has increased by over 35% from 55,000 person-times in 2013 to 74,500 person-times in 2014.

Nurturing the seeds Leung himself is a veteran of the L&D sector. Having watched the film To Sir, with Love—to which he claims his inspiration—he decided he wanted to work towards being a ‘purpose-driven teacher’ as a way to spark people’s lives. This led him to venture into the training profession in 2003 and join DBS in 2007. For Leung, training is a bit like gardening. He said, “It’s like being the soil that helps nurture a continuous supply of seeds so that plants can flourish, blossom and bear fruits, not only for the organisation but for the community, and for generations to come.”

Triple E approach What is it about DBS’s training programme that creates so much fanfare from the likes of HKMA and support from management?

It is clear that the structure in place works— facilitating logical and lateral thinking and learning through a building block approach, the training programmes offered are not stand-alone initiatives but form part of an ongoing development through what DBS calls the Triple E: Education, Exposure and Experience development approach. The training sessions are lively and practical and use real case studies so participants can relate to and apply what they have learnt.

Visible senior involvement DBS certainly seems to have left an impression for future generations to benefit from. Leung commented, “I know how serious this bank is when it comes to living and breathing a

Getting the structure in place is one thing—but motivating employees to learn is a challenge in its own right. From Leung’s perspective, people are motivated to learn when they see that their efforts truly add value to them. In this way,

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Sidney Leung, Vice President, Learning & Talent Development, DBS Bank (Hong Kong) Limited

people can go from learning to earning more relevant insights and they will be more willing to invest their time to learn.

In practical terms, this not only means making the training fun but also convenient for the staff. In this respect, DBS have utilised webinars, tablets, real-time simulation, big data, apps, gamification and neuroscience to maximise training flexibility. But Leung insisted, “Face-to-face learning will remain for programmes which focus on leadership, management and interpersonal effectiveness.”

Measuring PRIDE The end result? Employees do not just leave with various knowledge or skills but are left with a sense of the corporate values—what the bank likes to call PRIDE: Purpose-driven, Relationship-led, Innovative, Decisive and Everything fun. The Bank measures this quantitatively on a scale of 1 to 4 in terms of the trainees’ reaction, learning and application of what they have learnt, together with results on targeted outcomes.

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FOREWORD Message from Alfred W K Chan BBS Chairman The Hong Kong Management Association The Hong Kong Management Association has been supporting The Conference Board CEO Challenge® Survey as the regional partner in Hong Kong since 2013. I am very pleased to announce that a regional report for Hong Kong, for the first time, will be officially released in late June this year.

To catch the first glimpse of the survey report, ‘human capital’ ranks first, again, as the most critical challenge facing CEOs from around the world including Hong Kong in 2015. CEOs in Hong Kong see the criticality of ‘human capital’ to business success, while considering better leadership programmes and enhancing the effectiveness of their senior management teams as top priorities.

Celebrating the 25th anniversary this year, the Award for Excellence in Training and Development has recognised over 300 training and development programmes and trainers. These winning companies have demonstrated their commitment to developing and retaining skilled talent through a well-established career advancement preparation system. They serve as shining examples of how a strong investment in human capital can help companies thrive and prosper.

On behalf of the Association, I wish to thank the Panel of Adjudicators, the Board of Examiners and members of the Organizing Committee, for their generous devotion of time and effort to this meaningful event. I would also like to extend my gratitude to the Main Sponsors, Sponsors and Media Sponsors for their tremendous support for training and development profession.

Finally, we are immensely grateful to Dr Leong Che Hung GBM GBS OBE JP, Council Chairman of The University of Hong Kong, for sharing his invaluable insights at the Final Presentation Seminar.

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Message from Dr Victor Lee Executive Director The Hong Kong Management Association Hong Kong is facing critical challenges arising from global competition and local instability. There is a compelling call for Hong Kong to revitalise its competitive edge to walk through the threats and overcome the challenges ahead. Among all, human capital is the most critical factor to enhance our competitiveness.

The Award for Excellence in Training and Development was first initiated by The Hong Kong Management Association in 1990. We are glad to see that many corporations in Hong Kong have been investing heavily in developing their human capital.

The continuous improvement in organisational performance brought by effective training and development programmes will surely exert a positive impact on Hong Kong’s long-term economic development.

This year, the Award celebrates its 25 years of establishment.

I would like to express my heartfelt gratitude to Mr Anthony Rushton, Chairman of the Awards Organizing Committee and his fellow members for contributing countless hours and efforts in making the Award such a great success. I also would like to express my big thanks to all of the adjudicators and examiners for their scrutiny in the judging process, as well as their endeavours to uphold the standard of the Awards. My sincere appreciations also goes to all the Main Sponsors, Sponsors and Media Sponsors for their generous support.

Last but not least, I would like to pay tribute to Dr Leong Che Hung GBM GBS OBE JP, Council Chairman of The University of Hong Kong, for being the Keynote Speaker of the Final Presentation Seminar.

2015 CAMPAIGN AWARDS WINNERS * The list below shows the names of the award-receiving companies during the year of the Award indicated.

25TH ANNIVERSARY AWARDS WINNERS OF THE 25TH ANNIVERSARY AWARD - MOST DEDICATED ORGANIZATION TO PEOPLE DEVELOPMENT • • • • •

CLP Power Hong Kong Limited The Hong Kong Jockey Club The Hongkong and Shanghai Banking Corporation Limited Maxim's Caterers Limited MTR Corporation

SKILLS TRAINING CATEGORY Gold Award

Cathay Pacific Airways Limited

Silver Award

Excellence Awards

DBS Bank (Hong Kong) Limited Federal Express (Hong Kong) Limited Sun Life Hong Kong Limited

Synergis Management Services Limited

Bronze Award

Maxim's Caterers Limited

Best Presentation Award

Mr Woo Man Chuen Training Manager, Japanese Chain Restaurants Maxim’s Caterers Limited

Chow Tai Fook - Citation for Staff Engagement Esquel Group

DEVELOPMENT CATEGORY Gold Award

The Hong Kong Society for the Aged

Silver Award

Excellence Awards

CLP Power Hong Kong Limited Midland Holdings Limited Shangri-La Hotels and Resorts

DBS Bank (Hong Kong) Limited

The Hong Kong Society for the Aged

Best Presentation Award

Bronze Award

McDonald's Restaurants (Hong Kong) Limited

Most Innovative Award

Hongkong Land - Citation for Team Development

Mr Andrew Nardi Manager, Sales & Fixed Income,Treasury & Markets DBS Bank (Hong Kong) Limited

Manulife

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Anthony Rushton, Chairman, Training & Development Awards Organising Committee, HKMA Award for Excellence in Training & Development

What to expect this year Having observed the Awards over the past few years, Rushton has seen changes in both the types of companies putting themselves forward for recognition, and in the presentations at the seminar. He commented, “The quality of entries is getting better and better. We’re seeing more creativity and there’s a wider variety of organisations and industries joining. Participants are each time better prepared, and the presentations are getting even more professional.”

In his second year as Chairman of the Organising Committee for the 2015 HKMA Award for Excellence in Training and Development, Anthony Rushton, Head of Learning, Hong Kong, Human Resources, Asia Pacific, HSBC shares on better training in Hong Kong, how the learning sphere is changing and what the judges will be hoping to see in this year’s awards.

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Rushton is glad to have seen a change in those joining the Awards. “Whilst, five or six years ago it was predominantly larger companies with specific internal training departments who entered, each year more and more smaller companies are also putting themselves up for the accolade.”

Core L&D values In order to develop and deliver an effective L&D programme, HR should be looking to fulfil three key objectives.

According to Rushton, “First, it must be impactful—aligned to the business strategy and tangible. Second it must be stimulating—innovative and creative. Third, often training can be seen as a cost not an investment, so it must be cost effective. The investment must be clear.”

Rushton believes the key to choosing a great trainer is looking beyond the simple ability to facilitate a workshop. Essential also is a background in the focus area—leadership taught by someone who has worked as a people leader, sales training led by an ex-salesman. He commented, “They can bring this expertise to the programme, they can relate to the issues and bring the content to life. Of all the trainers I have worked with, 95% of the good ones had real experience in that function.”

In his own career development, Rushton has moved between various roles including business development, branch manager and relationship manager. He credits this with giving him great insight into training and people. He recommends enabling those with an interest in training to speak up early in their careers and get some exposure to the reality of various roles, before totally moving into the training arena.

L&D and attrition On using L&D as a retention tool, Rushton stressed that it must be in the organisation’s DNA. He said it must reinforce and emphasise the organisation’s culture, “An organisation that is aligned with the culture is very powerful.”

With employers continuing to look to the graduate market for innovative minds and fresh approaches, Rushton advised employers to keep in touch with the different wants and

needs of the group. He said, “Gone are the days of the twoyear graduate development programme. They need to know it is ongoing development. Organisations must meet this requirement to get the top talent from that market.

At HSBC, Rushton has seen a dramatic shift in the way training is delivered. There are far more and very effective pre- and post-course online materials for added support, giving instant results and immediate feedback through online platforms ensures that training can have a larger impact.

Business sponsorship Absolutely crucial to success is senior management’s support.

Rushton commented, “It is not enough anymore to come and open a programme, stick around for a couple of minutes, then go and leave the participants to it.” For maximum impact, organisations need to have their head of learning or an HR presence in the senior management team, there at the table where the decision-making is taking place. It is risky to consider them as merely a support function or an afterthought.

Finally, Rushton shared his training ethos—“If a training function is positioned and led in the right way in an organisation, it can bring tremendous positive business results. But it must be positioned and led in the right way or it will not have the impact.”

“

If a training function is positioned and led in the right way in an organisation, it can bring tremendous positive business results.

”

Gold

SKILLS TRAINING CATEGORY

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t celebrates their successful cutover.

The Cathay Pacific team at Frankfurt Airpor

Cathay Pacific Airways The PSS Transformation Programme

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athay Pacific Airways, the home airline of Hong Kong, serves more than 190 destinations in 51 countries and territories worldwide, and its Passenger Services System (PSS) that helps manage passenger check-in is crucial to its success. In 2014, the old PSS, nearing the end of its lifecycle, was replaced with a completely new Customer Management system.

Because of the complexity, criticality and scale of this transition, the migration to the new PSS became the airline’s largest ever IT project. To meet this monumental task, the airline established an equally impressive Passenger Services System Transformation Programme to help re-skill around 8,500 check-in agents and airport staff globally and get them up to speed with the new system.

Tim Catling, Programme Manager for Cathay Pacific’s Passenger Services System (PSS) explained the demanding and delicate nature of this process, “If a PSS is the beating heart of an airline, then changing it is like a heart transplant. Airport staff worldwide needed training in and to be migrated to the new system, spawning Cathay’s largest ever skills training programme.

Changing from a legacy to a modern system was also an opportunity to change the way we worked to optimise processes and exploit new functionality.”

At the height of the education programme, 16 classes were being trained per week in Hong Kong alone, which completely exhausted the supply of regular classrooms. As result, 12 additional classrooms were built from scratch in just one month to facilitate this huge L&D undertaking.

90% of participants attending the programme said it was helpful and effective and while a positive reaction is satisfying; proof of learning is also

critical. Catling explained, “We needed to find out if our people had actually acquired new knowledge and skills. Consequently, all participants had to reach a minimum proficiency—checked through examination—to ensure Cathay reached all its compliance obligations and commercial imperatives.”

Pointing out the obvious benefits of the programme, Catling noted, “Thanks to a great team effort all staff were trained to time and budget. Aside from boosting knowledge and skills, one of the biggest measurable changes the programme has elicited is a reduction in average check-in processing times by 18% across the network.”

“

Changing from a legacy to a modern system was also an opportunity to change the way we worked to optimise processes and exploit new functionality.

Reskilling • Transition • Optimisation HR Magazine • hrmagazine.hk

”

– Tim Catling, Programme Manager for Cathay Pacific’s Passenger Services System, Cathay Pacific Airways Limited

Silver

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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Synergis Management Services Limited Synergis Safety Inspector Programme

Brenda Yau, Acting Managing Director, d Synergis Management Services Limite

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ommitted to nurturing a learning culture and continually uplifting quality, with over 6,000 staff, Synergis has always focused on ensuring great communication—both within the organisation and with its customers. Brenda Yau, Acting Managing Director, Synergis Management Services Limited explained, “We take employee feedbacks and customer comments seriously, and incorporate real cases reflected by our operations team and our customers into our training.”

With this in mind and to further enhance the safety of its team, Synergis launched a major training initiative with its Safety Inspector Programme. The programme has already upskilled over 160 participants as Safety Inspector of their own team; allowed best-practice sharing and provided recognition of success stories throughout the organisation.

Communication across different business units and at all levels within the organisation has been of paramount importance. Brenda added, “Senior management support and encouragement has been a crucial factor in ensuring the success of the programme. L&D manager works in project teams to ensure the whole team is well versed with both the ultimate business goals and the relevant staff needs so that they can design the most suitable programme.” Line managers have also contributed greatly to the programme—performing monthly joint-inspections with the SI and coach them to help ensure that what they learn on the programme is applied into their daily duties.

And the positive impact of L&D is plain to see, with injury rates dropping 16% and 15% in 2013 and 2014, respectively. This excellent safety record has also brought significant financial savings, helping the organisation achieve reduction in 2015 EC premiums.

“

Management support is crucial for a programme to succeed, and involving staff gives them better sense of ownership, hence helping us sustain the learning result.

Commitment • Feedback • Persistence HR Magazine • hrmagazine.hk

”

– Brenda Yau, Acting Managing Director, Synergis Management Services Limited

Bronze

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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Maxim’s Caterers Limited Genki Sushi—Sushi Master Training Programme

Group photo of Maxim’s Japanese Chain Restaurants Division

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ith over 1,400 employees in Hong Kong, at Maxim’s Japanese Chain Restaurants Division, one of the most important ingredients in their mix is trust.

Vincent Woo, Training Manager—Japanese Chain Restaurants, Maxim’s stressed the importance of delivering value to workforce performance and productivity across the organisation to benefit both learners and the business as a whole. He explained, “We need to build trust from the learners—to increase their motivation to learn. We need to build trust from the learner’s line managers—to ensure their buy-in as to the benefits from an operational perspective.

Additionally, we need to build trust from senior management—to obtain their endorsement for developing a learning organisation.”

Woo believes it is also important for training practitioners to have the mindset of a business partner, to better understand the needs of the business, support organisational development and to increase the credibility of the profession as a whole.

He also noted that line manager support is essential to all new training programmes.

Before a new training programme launch, line managers receive briefings to ensure they understand the objectives and contents of the programme.

Moreover, all training dates are scheduled right at the beginning of each programme, to help them make manpower arrangements well in advance. To further ensure the relevancy and applicability in the workplace, experienced district managers are also invited as guest speakers to share their experience in certain training modules. Real examples from stores are used as case studies for participant discussion to increase the effectiveness of knowledge transfer.

Sushi Master Training Programme was developed as a fast-track programme, shortening the learning time

by using a systematic learning approach to train up a pool of potential chefs to become Sushi Masters to support business growth. Woo explained, “We adapted experiential-learning approaches to influence participant beliefs and mindset in terms of limitation, trust, engagement, teamwork and communication, as well as strengthening learning impact.”

And it seems to be working: 16 out of 20 trainees have passed the assessment to qualify as Sushi Masters, and gone on to train up over 1,000 staff in the last one and half years. Tea sets designed by the Sushi Masters have also significantly boosted sales revenue. Apart from business results, the programme has served as a retention and development tool—with the turnover rate of Sushi Masters being much lower than that of traditional store managers.

“

Only if you can stimulate the participant’s passion, they will proactively engage with the programme and unleash their potential.

Trust • Passion • Fun HR Magazine • hrmagazine.hk

”

— Vincent Woo,Training Manager— Japanese Chain Restaurants, Maxim’s Caterers Limited

F

edEx Express believes in a people first culture providing a high quality service that ultimately leads to profits that can then be used to reward and invest in employees. The Courier i-learning programme integrates mobile technology and workplace coaching into an ‘innovative and holistic learning experience’ for new couriers. In such a way, this frontline training leads to an emphasis on on-thejob training via workplace coaches and mobile devices equipped with training curricula.

Choon-Neo Siow, Managing Director, Training and Performance Enhancement, FedEx Express, Asia Pacific strongly agreed with the view that trainers are now seen as consultants, citing that active listening is a key differentiation between a consultant and trainer, where listening with an ‘open mind’ is the best way to understand employees’ needs and challenges.

FedEx felt it important to train affected management so that they could properly support the roll out of the Courier i-learning programme. In that way they could familiarise themselves with it and engage with the subject matter to realise the benefits.

Recognition of outstanding performance within FedEx is via internal communications, awards, videos and online tools. Continuing in this vein, talent is usually sourced internally before looking externally, and it is

no surprise therefore that 75% of the directors and managers in Asia have been promoted from within.

The key point FedEx felt they took from the implementation of their programme is that ‘taking timely action is powerful’ and that for this to be possible accurate data and information is a necessity.

“

Learning can be far more effective and efficient when the right mix of learning methods and technology comes together.

”

– Choon-Neo Siow, Managing Director, Training and Performance Enhancement, FedEx Express, Asia Pacific

Encourage • Own • Enrich HKMA Award for Excellence in Training & Development • 2015

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

Asia Pacific Courier i-learning

SKILLS TRAINING CATEGORY

Federal Express (Hong Kong) Limited

Excellence

Fedex Courier i-learning programme, a refreshingly new approach to training that integrates mobile technology and workpl ace coaches into a holistic learning experience for new couriers.

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Excellence

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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DBS Bank (Hong Kong) Limited Kelvin Chung, Head of Treasures and Distribution, led the branch managers to devise the Business Plannin g and People Development Strategies.

Accelerating Relationship Skills— New Relationship Managers Continuum Development Programme for Consumer Banking Group and Private Banking

S

ince 2003, DBS has been operating its Consumer Banking and Private Banking businesses in Hong Kong. In 2011, as part of the business growth strategy, the Bank placed additional focus on expanding its wealth management solutions to meet customers’ increasingly sophisticated banking needs. DBS pioneered the Wealth Continuum concept and services to customers to help them better manage their wealth and grow their assets.

Rapid expansion of the wealth management business coupled with a limited talent supply in the local market meant intense competition for acquiring suitably experienced Relationship Managers.

Instead of intensifying this war for talent, DBS chose to strengthen its own people capabilities to build a talent pipeline that could sustain and support continuous business growth. To support this, the Bank developed the New Relationship Manager Continuum Development Programme for the Consumer Banking and Private Banking Businesses to attract young talent to join DBS and to develop existing junior Relationship Managers into experienced managers serving high net worth customers from both the Consumer and Private Banking segments.

This training has paved the way for the career advancement of over 200 junior Relationship Managers over the years within the Bank and facilitated the recruitment and retention of talented Relationship Managers.

The programme’s success has manifested itself in growth of total income, customer base, customer satisfaction and staff satisfaction. These amazing results have been driven not only through the efforts of the Learning & Development team, but also through the commitment of senior management and the joint efforts of business heads, line trainers and wealth management coaches.

“

Senior management’s support is the most important element to help facilitate an effective learning environment.

The business heads are keen on developing their people and they have a strong belief that when we invest in people, they can deliver the results and stay longer with us.

Purpose-driven • Relationship-led • Everything fun!

HR Magazine • hrmagazine.hk

”

– Sharon Cheng, Managing Director and Head of Human Resources, Hong Kong & China DBS Bank (Hong Kong) Limited

Excellence

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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right) with Steven Lam, Head of Learning & Development (front row, third from the the training team

Sun Life Hong Kong Limited

Producers’ Advancement Programme

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un Life Hong Kong is a wholly-owned subsidiary of Sun Life Assurance Company of Canada.

Having set up their first operations in Hong Kong in 1892, they are one of the most established players in the Hong Kong financial services market offering customers a wide array of protection and wealth management products and services. Their distributors use a multi-distribution approach to serve more than one million individuals and corporate customers in Hong Kong.

All of Sun Life’s consultants and distributors go through comprehensive training and development programmes and attend regular classes at a dedicated training centre. The programmes focus on product knowledge, sales and analytical techniques and management skills. There is a great emphasis on discovering the specific training requirements of the individual so that a training programme can be designed and facilitated according to their actual needs, making them hugely effective and efficient.

Trainers are seen as consultants who not only deliver the training, but also have pre- and post-training sessions to ensure that the training are as effective as possible. After training, the effectiveness of the programme is evaluated by tracking business results, leading to further analysis where recommendations for improvement are made.

Sun Life have a comprehensive tracking system for evaluating the ROI of their training programmes which takes into account increased performance versus the cost of the programme.

The HKMA awards process proved to be particularly challenging and demanding for the Sun Life team and therefore, encourages the continuous advancement of their training’s quality.

“

Successful training must perfectly match with participants’ training needs and business targets.

— Steven Lam, Head of Learning and Development, Sun Life Hong Kong Limited

Momentum • Sharing • Appreciation HR Magazine • hrmagazine.hk

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Dr Kim Mak, Chairman of SAGE

SAGE Joyful Care — Make A Difference

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s an organisation that cares for the elderly, the Hong Kong Society for the Aged (SAGE) made staff training a priority from the very beginning.

SAGE realised it’s about allowing people to grow old gracefully and peacefully, a concept which is reflected from the board level down to its frontline staff.

The trainers of the Service Quality Assurance and Person-centred Care Programme are professionals in the health care and social service fields, such as nurses, physiotherapists, occupational therapists, social workers and speech therapists. Contrary to its corporate cousins, all of these trainers are employed in-house, to ensure constant day-to-day feedback and improvements.

Like the implementation of most training programmes, SAGE sensed some hesitation from the line managers. Due to day-to-day operational issues such as stringent workforce supply demands, staff turnover and a lack of interest, training can be viewed by line managers as interfering with their duties. So how do you get them on board?

Dr Mak commented, “It is of paramount importance to highlight the professional and evidence-based foundation of the programme and the effective implementation of training.”

By showcasing the results, SAGE argues that you not only get the C-Suite on board, but also convince the managers of the benefits of engaging in the programme. The L&D programme has boasted some impressive results: increased levels of well-being for their clients (measured by Dementia Care Mapping), positive changes in staff attitude, care competency as well as numerous awards.

Dr Mak said, “The whole concept supports and reinforces chances for the staff to take the initiative, dare to be adventurous, and be ready to try. The programme is a real breakthrough in conventional care.”

Aside from the success of the programme for the participants, it has also been a great learning experience for the organisation as a whole. What stood out most to Dr Mak was the idea of realising that the programme couldn’t magically make all problems disappear. Creating a culture of nurturing and adopting a caring responsibility—although full of fun—while raising the professional standard is the ultimate goal.

“

Though people may come and go, the wisdom in this programme will penetrate to the millions of care-givers who love our seniors and care about their well-being.

”

– Dr Kim Mak, Chairman of SAGE

Innovation • Enthusiasm • Teamwork HR Magazine • hrmagazine.hk

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

Gold

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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The Hong Kong Society for the Aged

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0

Silver

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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DBS Bank (Hong Kong) Limited Over 70 Management Associates from China, Hong Kong, India, Indonesia, Singapore & Taiwan enjoy nine weeks of training in Singapore.

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ith over 4,500 staff, DBS Bank (Hong Kong) Limited has long realised the strategic importance of developing its talent for the future. The Bank’s DBS Management Associate Programme helps develop the sharpest minds in the organisation to take on future leadership roles at the Bank.

Sharon Cheng, Managing Director and Head of Human Resources, Hong Kong & China, at DBS Bank (Hong Kong) Limited, pointed out the importance of the Programme, which benefits around 70 Management Associates (MAs) each year, “It is essential to build a pipeline of high performing young talent for the future of banking. DBS aspires to be the ‘University of Talent’.

A key initiative in this regard is to ‘grow our own timber’ and develop our future ambassadors.’’

The 24-month Programme provides career development and training opportunities to young and high potential individuals who are passionate about building a long-term career in banking. Cheng added, “As the MAs are groomed within, we trust they will upkeep the Bank’s culture by carrying on our beliefs and desired behaviours, to help with the Bank’s retention and sustainable development.”

The journey begins, for all MAs, with a nine-week campus induction and fundamental training programme in the Bank’s headquarters in Singapore.

This is a world-class training curriculum that equips MAs with professional knowledge in Banking and Finance, facilitates adaptation to DBS values and culture, and develops soft skills to improve personal effectiveness.

Later, three seven-month rotations in front, middle and support offices provide broad-based exposure. Top MAs are then identified as talent and nominated to join

DBS Management Associate Programme

a two-year secondment STAR Programme—offering continuous development together with cross-border and cross-unit opportunities. Over the past decade, the structured framework of the Programme has proven to be a great success, achieving an impressive retention rate of over 70%.

On being part of the HKMA L&D Awards, Cheng noted, “The beauty is it creates an open platform for HR practitioners from various industries to share their best practices in different areas—a great opportunity for us to learn from others and strive to offer the best talent development programme in town.”

“

It is essential to build a pipeline of high performing young talent for the future of banking.

”

– Sharon Cheng, Managing Director and Head of Human Resources, Hong Kong & China, DBS Bank (Hong Kong) Limited

Purpose-driven • Relationship-led • Everything fun!

HR Magazine • hrmagazine.hk

High-Potentials Development Program

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cDonald’s Hong Kong, serving one million daily customers, has over 15,000 employees across more than 230 restaurants. Keeping its people happy, motivated and capable of excelling is at the heart of its success and under its Strategic Talent Development Framework launched its dynamic HighPotentials Development Program in 2007.

The 18-month programme helps to groom frontline restaurant managers to become consultants for the restaurant management teams. Following the ‘3Es’ approach: education, experience and exposure—the programme includes classroom learning and taps into participants’ actual work experience. The programme helps build key skill sets including operations, service standards, food safety procedures, training, human resources, workplace safety and retail marketing.

And the learning doesn’t stop there…the Hi-Po Alumni Network then provides unique post-programme engagement to further augment graduates’ development through self-initiated learning activities.

Encouraging input from staff at all levels and nurturing and recognising innovation is fundamental to talent development throughout McDonald’s.

Susanna Li, Vice President, McDonald’s Restaurants (Hong Kong) Limited explained, “We believe leaders nurture innovation, and all employees have the ability to submit ideas at anytime to help further enhance operational efficiency. Every quarter, the best ideas are selected and awards are made to recognise creative mindsets.”

The programme has brought clear benefits in terms of employee promotions, talent retention rate and award wins by graduates. To date, almost a third of all Alumni have already been promoted to Consultants, while all newly-promoted Consultants in the past five years were Alumni.

“

Be clear right at the beginning by sharing why change is needed. If employees understand the ‘why’, it helps them fully buy into training and get the most out of it.

”

– Susanna Li, Vice President, McDonald’s Restaurants (Hong Kong) Limited

Fun • Learn • Pride HKMA Award for Excellence in Training & Development • 2015

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

McDonald’s Restaurants (Hong Kong) Limited

DEVELOPMENT CATEGORY

Bronze

, with the restaurant team

Susanna Li, Vice President—McDonald’s

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Excellence

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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CLP Power Hong Kong Limited Andy Luk, Senior Human Resources Manager, Corporate Development, CLP Power Hong Kong Limited

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ince its establishment in 1901, CLP Power’s dedicated workforce has been committed to providing highly reliable electricity to over 80% of Hong Kong’s population. Andy Luk, Senior HR Manager, Corporate Development at CLP explained, “One of our core values is ‘Cares for People’. We recognise outstanding employees and reward them with opportunities for career advancement, including job rotations as well as promotion. We also organise regular internal events to publicly acknowledge these unsound ‘heroes’, to commendate their exceptional contribution.”

One of the challenges faced by line managers at the firm when introducing new training programmes is sustaining momentum after the initial rollout.

CLP thus introduced the Teamwork, Innovation and Cando (TIC) Cultural Change programme to help nurture a learning culture among fellow staff members. They believe trainers should embrace and take responsibility for the performance of their fellow staff, so their role is more than being a consultant. They should be a business partner and ‘own’ the business.

Luk added, “Leadership support is one of the key success factors in training and development.”

He added that training is seen as just part of the solution and needs to be combined with other actions to sustain the momentum and change the mindset of those people. He believes in having a holistic approach and a total package of how you are going to help staff.

TIC Culture Change Programme

While CLP training programmes do not use a specific method to measure ROI, however, they have asked the staff that if they took the same training externally, how much they were willing to pay. A typical response was HKD 1,000 per session, showing the programmes are highly valued by staff.

“

The HKMA T&D Awards process is seen as very robust, the bar is set high which makes it much more challenging and meaningful and enables us to prosper and excel.

Teamwork • Innovation • Can-do HR Magazine • hrmagazine.hk

”

– Andy Luk, Senior HR Manager, Corporate Development, CLP Power Hong Kong Limited

Excellence

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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Shangri-La Hotels and Resorts

Nurturing lifelong learning: a Shangri-La experie

nce.

Shangri-La Academy

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hangri-La, with almost 40,000 employees globally, was convinced that in order to build a sustainable training and development programme, stakeholder engagement was crucial.

In this sense, stakeholders can be defined as anyone with an interest in their L&D programme— top-level executives, front-line staff, even trainers and consultants.

Going by that assumption, the Shangri-La Academy was developed. The Academy’s purpose was to engage and train people internally, by focusing on employability and innovation. Over the last decade, the programme has gone through several enhancements, particularly when it comes to measuring results. While data collection can assist in determining the effectiveness of a programme by measuring sales results, for instance, ultimately it is about people.

Tay Beng Koon, Director of Academy, Shangri-La explained, “We ask ourselves a few simple questions to measure the effectiveness of our programmes.

How do people react to it? Have they become more confident in their jobs? Can they apply their new skills in the workplace and perform better? Did we make our monetisation targets? Did we meet our financial targets? At the end of the day, the answers to those questions determine the success.”

best practice sharing not only in L&D programmes but throughout the organisation as a whole.

“We always encourage best practice sharing. Our young employees come together in corporate classes and share ideas, and we ask the same of senior management. Similarly, as an organisation, we look to our peers and competitors to stay ahead of the curve as well,” Beng Koon commented.

“

One of our biggest learning points was that training programmes must improve employability —otherwise there is no use.

”

– Tay Beng Koon, Director of Academy, Shangri-La Academy

Even for a veteran programme such as this run by Shangri-La Academy, learning opportunities about how to engage people are always around the corner.

Shangri-La emphasises the importance of internal

Respect • Humility • Sincerity HR Magazine • hrmagazine.hk

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stablished in 1973, Midland Holdings has been emphasising talent development and management for many years. The organisation set up ‘Talent Pool’ to manage HiPo staff ranging from management associate to director. Facing the fierce talent war in the market, the most important task for the T&D department is to transform salespersons with potential into branch managers. Hence, ‘Elite Army’, one of the major programmes of Talent Pool, was launched in 2014, aligned with the company’s market development strategy.

Louiee Chu, Assistant Manager—Training and Development commented, “We have to find out exactly what they want first. We involve all the managers from the start and actively ask for their input. Then, when we have developed the programme, we inform the front line managers first, and make sure they’re on board.”

However, even with the best input and the best plan in the world, getting these bubbly individuals into classrooms can be a demanding task. To tackle this motivational challenge, Midland decided to introduce something almost every salesmen has come to know and love—competition. “Unfortunately, classroom training can be a bit boring for outgoing people, and we’ve found that engaged people are far more innovative,” Louiee explained.

Every staff member in the Elite Army programme gets a badge for every session they attend and extra credit for doing homework. Course participants graduate with the

equivalent of an army rank, such as ‘soldier’, ‘lieutenant’ or ‘general’, complete with a picture in the appropriate uniform and a certificate.

Results are sent to top management for endorsement.

In addition, the top 35 participants are recommended to management for consideration for promotion to team manager. So far, all have been promoted following the course. The success of the programme has contributed to the development of the company by providing a sufficient supply of talents and the company plans to use the programme for years to come.

“

If you just have a plan, but you can’t work with others, it is meaningless. If you work with other people, there must be communication.

”

—Karmen Wong, Senior Manager (Training & Development), Midland Realty

Innovative • Collaborative • Rewarding HKMA Award for Excellence in Training & Development • 2015

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

Elite Army

DEVELOPMENT CATEGORY

Midland Holdings Limited

Excellence

Karmen Wong, Senior Manager (Training & Develo pment) and Louiee Chu, Assistant Manager (Training & Development)

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INDIVIDUAL AWARDS WINNERS

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

68

2015 INDIVIDUAL AWARDS WINNERS Distinguished Trainer Award Winners Mr Alan Leung Regional Training Manager DFS Group Limited

Ms Dorothy Wong Director ICC Limited

I would like to give a BIG thank you to my DFS L&D team, judges and staff of HKMA, for their support that facilitate me to be awarded the Distinguished Trainer Award of 2015. This is a great honour in my life and the Award also recognises my effort in training and encourages me to remain ‘passionate’ in my future training career.

It is my great honour to compete with so many professional trainers for this award. And it is even more rewarding to go through my signature training with the distinguished examiners. Their challenging enquires were such an invaluable experience which I deeply appreciated. My heartfelt gratitude to all my corporate clients who have so much trust in me and my work.

Ms Elsa Wong Training Manager Bank Of China (Hong Kong) Limited

Mr Desmond Mok Assistant Manager, Learning & Development Maxim’s Caterers Limited

It is my great honour to receive the ‘Distinguished Trainer Award’. I would like to express my heartfelt gratitude to the Bank and the department for the tremendous support and guidance throughout the process.

I am greatly humbled and honoured to be receiving the ‘Distinguished Trainer Award’. I would like to offer my sincerest gratitude to both the HKMA and Maxim’s Group for this honour. And also to express my gratitude to my team, m.a.x. concepts and L&D Department which supported me all the time. It has been a meaningful learning process for me in the participation of this award. Thank you!

Outstanding New Trainer Award Winners Mr King Chan RSG Consultant—TL&D McDonald’s Restaurants (Hong ››Kong) Limited I am deeply honoured to receive the ‘Outstanding New Trainer Award’ from HKMA. This marks a key milestone in my career path which drive me excel in my training profession. I would like to express my heartfelt gratitude to my company, McDonald’s Restaurants (Hong Kong) Limited, superiors and colleagues who shown great support and encouragement along the journey.

Ms Eliza Cheng Training Engineer CLP Power Hong Kong Limited It’s my honour that HKMA recognises my efforts in the ‘CLP Safety Leader Programme’. The judging process reaffirmed the key attributes being a professional trainer. I love to express my heartfelt gratitude to HKMA in organising this meaningful event, my fellow colleagues and my beloved family for your endless support and encouragement.

Mr Keith Chu RSG Consultant—TL&D McDonald’s Restaurants (Hong ››Kong) Limited It is my honour to receive the ‘Outstanding New Trainer Award’ from HKMA. The selection process provided me a platform to further explore my journey in training, reminding me the importance of implementing a robust training design and evaluation process. I would like to extend my sincere gratitude to McDonald’s HK for nourishing my growth and equipping me with variety of competencies in training, operations and management.

Ms Becky Chung Training Manager, Learning ››Academy Standard Chartered Bank (Hong ››Kong) Limited I am very honoured to receive the ‘Outstanding New Trainer Award’ from the HKMA. I would like to express my special thanks to my company, Standard Chartered Bank, for giving me this valuable opportunity, especially my managers and colleagues for their support and encouragement in this journey. This marks a key milestone in my career path.

HR Magazine • hrmagazine.hk

Mr Lynn Lai Senior Officer—Agent Training ››Session China Life Insurance (Overseas) ››Co. Ltd.

Ms Stephanie Wong Distribution Development Head HSBC Life (International) Limited

I am honoured to be awarded the ‘Outstanding New Trainer Award’ by the HKMA. Special thanks to China Life Insurance (Overseas) Co. Ltd., my managers and colleagues for their tremendous support and encouragement. I have learnt to be persevering and ever-improving. May I encourage all trainers to join the competition and embrace the challenge.

The Outstanding New Trainer Award has brought me to the next chapter of my career. I am so thankful to have this valuable opportunity to share my achievement in Distribution Development focusing on our High Net Worth proposition. Special thanks to my company—HSBC Life, my department head, team head and my colleagues who gave me their full support, guidance and trust.

Mr Charles Tang Human Resources Development ››Officer MTR Corporation Limited

Mr Kim Wu Learning Specialist Maxims Group—Starbucks Hong ››Kong

It is an honour to receive the ‘Outstanding New Trainer Award’ from The Hong Kong Management Association. I would like to express my heartfelt gratitude to MTR for this opportunity, and especially my department head, team managers and team members for the continuous support. The insights gained from this experience are invaluable for my long-term development.

Ms Amy Tong National Senior Training Officer G2000 (Apparel) Limited I will use two words to describe my feeling of winning this award. The first is ‘Thanks’. My heartfelt thanks to G2000 for the great support and the trust given by my leaders and the team. The second word is ‘Action’. I will do my very best in the future to turn my gratitude from attitude to real actions.

Mr Penny Tsang Manager, Training & ››Organization Development ››Department Pure International (HK) Ltd. I am honoured to receive the ‘Outstanding New Trainer Award’ and I would like to thank the HKMA in organising this event. As a talent development trainer, I constantly strive to make it possible to help each participant who has attended my workshop to be successful both in business and in personal life. This award is not only proof to make me believe that I am on the right track to become a professional trainer, but also drive me that I need to keep improving myself from outstanding to excellent.

It is my great honour to receive the ‘Outstanding New Trainer Award’ from the HKMA, this is a prestigious recognition for my achievement. I believe anyone can be swayed by the call of the bean, that’s why I dedicate my career to Starbucks. Anyone who holds a deep passion for coffee can be shown the ropes and led down the tantalising path of taste and texture. This is my lifeblood, my passion and my mission.

Ms Psyche Yau Human Resources Development ››Officer MTR Corporation Limited It is my great honour to receive the ‘Outstanding New Trainer Award’. As a milestone in my career development, it strengthens my determination to strive for excellence in the T&D profession and contribute to my company and society. I would like to express my sincere gratitude to HKMA, MTR, my department head, team manager and team members for offering the opportunities, guidance and support in my development journey. Thank you.

Ms Willy Yuen Assistant Learning & ››Development Manager BOC Group Life Assurance ››Company Limited Receiving the ‘Outstanding New Trainer Award 2015’ from HKMA is a great honour to me. It recognises my devotion to Learning & Development which is a key focus of BOCG Life. I am indebted to the valuable learning opportunity I have been given, and all the great support from my team head, managers and co-workers. My passion and commitment in this profession will go on.

2011

2007

Trainer of the Year: Ms Yvonne Yam, RS Components Limited Distinguished Trainer Awardees: Ms Maggie Chan, Bank of China (Hong Kong) Limited Mr Leo Lee, CSL Limited Ms Amy Leung, DFS Group Limited Ms Jasmine Lok, Maxim’s Caterers Limited Ms Maria Tong, Cathay Pacific Airways Mr Vincent Woo, Maxim’s Caterers Limited Ms Yvonne Yam, RS Components Limited Ms Snowy Zheng, Australia and New Zealand Banking Group Limited Outstanding New Trainer Awardees: Mr David Chan, Maxim’s Caterers Limited Mr Max Cheng, DFS Group Limited Ms Novem Chung, Midland Holdings Limited Ms Kathy Kwong, New World Development Company Limited Mr Kenny Lai, Bank of China (Hong Kong) Limited Ms Rebecca Leung, Maxim’s Caterers Limited Ms Jacqueline Ng, Maxim’s Caterers Limited Mr Jovi Yan, The Hong Kong Jockey Club Ms Karin Yeung, MTR Corporation Limited

Trainer of the Year: Ms Prudence Sze, CLP Power Hong Kong Limited Distinguished Trainer Awardees: Ms Sonia Lui, Civil Service Training And Development Institute, Civil Service Bureau, HKSAR Ms Prudence Sze, CLP Power Hong Kong Limited Mr Bob Xie, The Hong Kong & China Gas Company Limited Outstanding New Trainer Awardees: Mr Nicky Lam , Island Shangri-La, Hong Kong Ms Amy Law, HSBC Mr Lee Chee King, The Hong Kong Jockey Club Ms Priscilla Lim , HSBC Ms Katherine Lo, American International Assurance Company Limited Mr Kelvin Lo, The Hong Kong Jockey Club Ms Amy Yu, HSBC

Trainer of the Year: Ms Carroll Chu, Island Shangri-La, Hong Kong Distinguished Trainer Awardees: Ms Carroll Chu, Island Shangri-La, Hong Kong Ms Selina Kam, HSBC Mr Kenny Mak, HSBC Ms Shirley Ng, Hong Kong Disneyland Resort Outstanding New Trainer Awardees: Mr Mark Chan, HSBC Mr Peter Cheung, Hong Kong Disneyland Resort Mr Desmond Ho, HSBC Mr Badhri Nath Rama Iyer, HSBC

2013

Trainer of the Year: Ms Natalie Lee, HSBC Distinguished Trainer Awardees: Ms Lau Shuk Han, Astor, Ageas Insurance Company (Asia) Limited Ms Natalie Lee, HSBC Ms Jacqueline Moyse, Mandarin Oriental Hotel Group Mr Bradley Wadsworth, PACNET Outstanding New Trainer Awardees: Mr Jason Furness, HSBC Ms Angelina Lee, CLP Power Hong Kong Limited Mr Lawrence Luk, General Mills Hong Kong Limited

Trainer of the Year Dr Kelvin Wan, The Hongkong and Shanghai Banking Corporation Limited Distinguished Trainer Awardees Mr Tomas Bay, Ethos International Limited Mr Rex Choi, CSL Limited Mr Charles Ho, MTR Corporation Limited Ms Mandy Hong, CLP Power Hong Kong Limited Mr Billy Ip, The Hong Kong Jockey Club Ms Jessie Kwong, The Hongkong and Shanghai Banking Corporation Limited Ms Angelina Lee, CSL Limited Dr Kelvin Wan, The Hongkong and Shanghai Banking Corporation Limited Outstanding New Trainer Awardees: Mr Anthony Chan, Standard Chartered Bank (Hong Kong) Limited Mr Ray Chan, Bank of China (Hong Kong) Limited Mr Frankie Fang, Standard Chartered Bank (Hong Kong) Limited Mr Gene Fung, Australia and New Zealand Banking Group Limited Mr Vikas Grewal, Fleet Management Limited Ms Jannet Kan, McDonald’s Restaurants (Hong Kong) Limited Mr Donald Lai, Standard Chartered Bank (Hong Kong) Limited Ms Lolita Lei, Richemont Asia Pacific Limited— Alfred Dunhill Mr Andrew Li, The Hongkong and Shanghai Banking Corporation Limited Ms Jessica Siu, The Hong Kong Jockey Club Mr Simon Wong, CLP Power Hong Kong Limited Mr Raymond Yip, McDonald’s Restaurants (Hong Kong) Limited

2012 Trainer of the Year & Distinguished Trainer Awardee: Ms Vinky Lau, The Hong Kong and China Gas Company Limited Outstanding New Trainer Awardees: Ms Charissa Chan, Swire Hotels Mr Takki Chan, The Hong Kong Jockey Club Mr Anthony Chau, DBS Bank (Hong Kong) Limited Ms Belli Chui, Standard Chartered Bank (Hong Kong) Limited Ms Gloria Kam, The Hong Kong Jockey Club Ms Goldia Kong, Miramar Group Mr Leo Lee, CSL Limited Ms Angie Li, BOC Group Life Assurance Company Limited Mr Chris Ng, McDonald’s Restaurants (Hong Kong) Limited Ms Carmen Tam, Ocean Park Corporation Mr Tony Wo, Zurich Insurance (Hong Kong) Mr Kenneth Wong, MTR Corporation Limited Ms Rose Wong, Hong Kong Air Cargo Terminals Limited Ms Joice Yan, Toys “R” Us (Asia) Limited

2010

2009 Trainer of the Year: Ms Elsa Lam, Ageas Insurance Company (Asia) Limited Distinguished Trainer Awardees: Mr Joseph Chan, HSBC Ms Elsa Lam, Ageas Insurance Company (Asia) Limited Mr Thomas Robillard, FedEx Express Mr Wilkins Wong, Civil Service Training and Development Institute, Civil Service Bureau, HKSAR Outstanding New Trainer Awardees: Ms Fanny Chan, HSBC Ms Effie Cheng, McDonald’s Restaurants (HK) Limited Mr Andy Lau, HSBC Mr Nelson Wong, The Hong Kong Jockey Club Mr Will Wong, HSBC

2008 Trainer of the Year: Mr Kelvin Ju, AIG Companies Distinguished Trainer Awardees: Mr Kelvin Ju, AIG Companies Ms Amy Kwong, CLP Power Hong Kong Limited Ms May Li, Civil Service Training & Development Institute, Civil Service Bureau Mr Frankie Lo, Ageas Insurance Company (Asia) Limited Mr Vincent Tang, HSBC Ms Catherine Tong, The Hong Kong Jockey Club Mr Christopher Yang, HSBC Outstanding New Trainer Awardees: Mr Jonathan Bok, HSBC Ms Viola Chan, AIG Companies Mr Andy Clark, ClarkMorgan Corporate Training Ms Ivy Poon, The Great Eagle Properties Management Company Limited Mr Vincent Woo, PCCW Limited Ms Susane Yan, HSBC Mr Lester Yeung, PCCW Limited

2006 Trainer of the Year: Ms Michelle Yam, Shangri-La Hotels & Resorts Distinguished Trainer Awardees: Ms Sara Ho, The Hong Kong Jockey Club Ms Doris Ip, The Aberdeen Marina Club Ms Jessie Lau, HSBC Ms Carrie Wong, HSBC Ms Michelle Yam, Shangri-La Hotels & Resorts Outstanding New Trainer Awardees Ms Iris Chow, HSBC Ms Angela Tsui, CLP Power Hong Kong Limited Ms Joyce Wai, HSBC

2005 Trainer of the Year: Mr Shekhar Visvanath, HSBC Distinguished Trainer Awardees: Ms Marianne Chung, HSBC Mr Allen Kuo, HSBC Mr Gary Liu, The Dairy Farm Company Limited Ms Theresa Sham, The Excelsior, Hong Kong Dr Chester Tsang, Hospital Authority/Institute of Health Care Mr Shekhar Visvanath, HSBC Outstanding New Trainer Awardees Ms Elsie Gung, HSBC Mr King Lee, Kowloon-Canton Railway Corporation

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2014 SUPPLEMENT

2014

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

* This list shows the Award recipients and their companies during the year of the Award indicated.

PAST WINNERS INDIVIDUAL AWARDS

PAST WINNERS

69 69

HKMA Award for Excellence in Training & Development • 2015

CAMPAIGN AWARDS PAST WINNERS

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

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CAMPAIGN AWARDS * The list below shows the names of the award-receiving companies during the year of the Award indicated.

2014

2008

1999

Skills Training Category Gold Award: Hong Kong Broadband Network Limited Silver Award: Synergis Management Services Limited Bronze Award: RS Components Limited Excellence Awards: Chow Tai Fook Jewellery Company Limited Hotel ICON Ma Belle Jewellery Company Limited

Gold Prize: CLP Power Hong Kong Limited Silver Prize: Maxim’s Caterers Limited and Hospital Authority Bronze Prize: The Hong Kong Jockey Club Certificates of Excellence: Canossa Hospital (Caritas) Hong Kong CSL Limited InterContinental Hong Kong

Gold Prize: Hang Seng Bank Limited Silver Prize: CLP Power Hong Kong Limited Bronze Prize: Hang Seng Bank Limited Certificates of Merit: Goodwell Property Management Limited The Jockey Club Kau Sai Chau Public Golf Course Limited Kowloon-Canton Railway Corporation

Development Category Gold Award: Crystal Group Silver Award: DFS Group Limited Bronze Award:Bank of China (Hong Kong) Limited Excellence Awards: Fuji Xerox (Hong Kong) Limited Hotel ICON Shun Tak – China Travel Ship Management Limited

Gold Prize: Tao Heung Group Limited Silver Prize: Kowloon-Canton Railway Corporation Bronze Prize: The Hong Kong Jockey Club Certificates of Excellence: Kowloon Shangri-La Hotel Li & Fung (Trading) Limited PCCW Limited

2013 Skills Training Category Gold Award: Maxim’s Caterers Limited Silver Award: MTR Corporation Limited Bronze Award: The Hong Kong Jockey Club Excellence Awards: The Hongkong and Shanghai Banking Corporation Limited The Kowloon Motor Bus Company (1933) Limited Sun Life (Hong Kong) Limited Development Category Gold Award: Chun Wo Development Holdings Limited Silver Award: DFS Group Limited Bronze Award: FedEx Express (China) Excellence Awards: AIA International Limited MTR Corporation Limited Societe Generale, Asia-Pacific

2012 Skills Training Category Gold Prize: The Hong Kong Jockey Club Silver Prize: DHL Express (HK) Limited Bronze Prize: CLP Power Hong Kong Limited Excellence Awards: Hong Kong Air Cargo Terminals Limited Hong Kong Broadband Network Limited Shanghai Feng Cheng Property Management Company Limited — Subsidary of Shui On Land (HK & China) Development Category Gold Prize: The Hong Kong Society for the Aged Silver Prize: Hip Hing Construction Company Limited Bronze Prize: MTR Corporation Limited Excellence Awards: Civil Service Training and Development Institute, Civil Service Bureau The Dow Chemical Company HSBC

2011 Gold Prize: BOC Group Life Assurance Company Limited Silver Prize: Shangri-La Hotels and Resorts Bronze Prize: Kowloon Central Cluster, Hospital Authority Excellence Awards: Fleet Management Limited Maxim’s Caterers Limited Standard Chartered Bank (HK) Limited

2010 Gold Prize: Bank of China (Hong Kong) Limited Silver Prize: Morgan Stanley Bronze Prize: The Hong Kong Jockey Club Excellence Awards: Aon Hong Kong Limited Fuji Xerox (Hong Kong) Limited Mandarin Oriental Hotel Group

2009 Gold Prize: MTR Corporation Limited Silver Prize: Synergis Management Services Limited Bronze Prize: Zurich Life Insurance Company Limited Certificates of Excellence: Hang Yick Properties Management Limited Hong Yip Service Company Limited InterContinental Grand Stanford Hong Kong

HR Magazine • hrmagazine.hk

2007

2006 Gold Prize: Langham Place Hotel Silver Prize: Gammon Construction Limited Bronze Prize: Hang Seng Bank Certificates of Excellence: Hang Seng Bank Jones Lang LaSalle—Management Solutions Shun Hing Electric Service Centre Limited

2005 Gold Prize: Langham Place Hotel Silver Prize: CLP Power Hong Kong Limited Bronze Prize: The Hong Kong and China Gas Company Limited Certificates of Merit: The Hongkong and Shanghai Banking Corporation Limited PCCW Limited Standard Chartered Bank (Hong Kong) Limited Special Award for SMEs: KC Maritime Limited

2004 Gold Prize: The Hong Kong Jockey Club Silver Prize: The Hongkong and Shanghai Banking Corporation Limited Bronze Prize: AXA China Insurance Company Limited Certificates of Merit: ACNielson (China) Limited Hong Kong Housing Authority MTR Corporation Limited

2003 Gold Prize: Cathay Pacific Airways Limited Silver Prize: Circle K Convenience Stores (HK) Limited Bronze Prize: The Hongkong and Shanghai Banking Corporation Limited Certificates of Merit: Canossa Hospital (Caritas) Kai Shing Management Services Limited Sun Hung Kai Properties Limited

2002 Gold Prize: Hong Kong Housing Authority Silver Prize: Hsin Chong Real Estate Management Limited Bronze Prize: Allen & Overy (HK) Limited Certificates of Merit: American International Assurance Company (Bermuda) Limited Hong Yip Service Company Limited Shangri-La Hotels and Resorts

2001 Gold Prize: Hang Seng Bank Limited Silver Prize: Hongkong Post Bronze Prize: Watson’s The Chemist Certificates of Merit: Giordano International Limited Hang Yick Properties Management Limited Hong Yip Service Company Limited

2000 Gold Prize: Standard Chartered Bank Silver Prize: Hong Kong Housing Authority Bronze Prize: The Hong Kong Jockey Club Certificates of Merit: Heraeus Limited Hospital Authority MTR Corporation

1998 Gold Prize: Sheraton Hong Kong Hotel & Towers Silver Prize: Tse Sui Luen Jewellery Company Limited Bronze Prize: DHL International (HK) Limited Certificates of Merit: The Hong Kong Jockey Club Hong Kong Police Shell Hong Kong Limited

1997 Strategic HRD Category: Silver Prize: Regal Hotels International Bronze Prize: DHL International (HK) Limited Skills Training and Development Category: Gold Prize: Hang Seng Bank Limited Silver Prize: Marks and Spencer (HK) Limited Bronze Prize: Regal Hotels International

1996 Overall Winner: Giordano Limited Strategic HRD Category: Giordano Limited Skills Training and Development Category: Mass Transit Railway Corporation

1995 Overall Winner: Hospital Authority Strategic HRD Category: Hospital Authority Skills Training and Development Category: Mass Transit Railway Corporation

1994 Overall Winner: Kowloon-Canton Railway Corporation Strategic Management/Strategic HRD/TQM Training Category: Kowloon-Canton Railway Corporation Management/Supervisory Training Category: Cathay Pacific Catering Services (HK) Limited Professional/Technical Training Category: Securair Limited

1993 Overall Winner: The Asian Sources Media Group Strategic Management/Strategic HRD/ Customer Service/TQM Training Category: The Sino Group Management/Supervisory Training Category: The Asian Sources Media Group Professional/Technical Training/Others Category: Hong Kong Aircraft Engineering Company Limited

1992 Service Category: Mass Transit Railway Corporation Commercial and Industrial Category: Shell Hong Kong Limited

1991 Service Category: Arthur Andersen & Company Manufacturing Category: Computer Products Asia-Pacific Limited Construction Category: Franki Kier Limited Wholesale/Retail/Import/Export Category: Jardine Pacific Limited—Pizza Hut Division Utilities and Public Sector Category: Mass Transit Railway Corporation

1990 Multi-National Corporations Category: China Light & Power Company Limited

MANAGEMENT COMMITTEE Dr Ritchie Bent (Chairman) Group Head of Human Resources Jardine Matheson Limited Mr Graham Barkus Head of Organization Development Swire Properties Limited Mr Morison Chan* Deputy General Manager – Corporate Planning Group Executive Office Chow Tai Fook Jewellery Group Limited Ms Catherine Chau * Head of Human Resources Hongkong Land Limited Ms Kit Fan* Head of Corporate HR The Hong Kong & China Gas Company Limited

Mr Barry Ip* Regional Director Learning and Development – Asia Jabil Circuit Inc

Ms Eliza Ng * Director, Human Resources Fuji Xerox (Hong Kong) Limited Mr Kelvin Ng* General Manager – Training and Organization Development Human Resources Department Nan Fung Development Limited

Ms Susan Lansing* Vice President, Global Learning and Development DFS Group Limited Ms Maylie Lee* Head of Human Resources, Hong Kong and Greater China Marsh (Hong Kong) Limited Mr Anthony Mak* Principal Assistant Secretary (Civil Service) Training and Development Civil Service Training and Development Institute, Civil Service Bureau

Mr Anthony Rushton Head of Learning, Hong Kong Human Resources, Asia Pacific HSBC

Mr Chester Tsang* Principal - Academy of Excellent Service MTR Corporation Limited Mr Kenneth Wai* Area Director of Human Resources Island Shangri-La Hotel

* Also members of the Board of Examiners

2015 TRAINING AND DEVELOPMENT AWARDS

ORGANISING COMMITTEE* Mr Anthony Rushton (Chairman) Head of Learning, Hong Kong Human Resources, Asia Pacific HSBC Dr Salina Chan Head of Learning & Development Group Human Resources – Retail Hong Kong A.S. Watson Group (HK) Limited Mr Ian Choy Senior Director – People Resources McDonald’s Restaurants (HK) Limited Ms Judy Feng Head of Organizational Development The Hong Kong Jockey Club Mr Ellis Ku Head of Learning & Organization Development Maxim’s Caterers Limited Ms Ivy Lau Director – Talent Engagement Hong Kong Broadband Network Limited

Mr Steve Lawrence Head of Training & Development – Airports Cathay Pacific Airways Limited

Ms Carmen Ting Principal, Learning & Development KPMG China

Ms Rita Lee Head of Human Resources Shiseido Hong Kong Limited

Ms Bianca Wong Group Human Resources and Corporate Communications Director Jebsen & Co Ltd

Ms Ivy Leung Head of Human Resources & Administration Octopus Holdings Limited

Mr Teddy Liu General Manager – Corporate and Talent Development New World Development Company Limited Ms Catherine Lo Senior Vice President, Human Resources and Administration CITIC Telecom International CPC Ltd

Mr Dennis Wu General Manager (Human Resources) Hongkong Electric Co Ltd Ms Joyce Yap Regional Head of Human Resources, Asia Pacific Societe Generale Mr Eric Yee Head of Talent Solutions for Hong Kong, Macau and Taiwan Linkedin

Ms Felicity Sam Senior Director, Learning & Development Ralph Lauren Asia Pacific Limited

* Members of the Training and Development Awards Organizing Committee are also members of the Board of Examiners.

PANEL OF ADJUDICATORS SKILLS TRAINING CATEGORY Mr Shaun Campbell General Manager Langham Place, Mongkok, Hong Kong

Mr Jean-Michel Dumont Chairman, Asia Ruder Finn Asia

Mr Stephen Leung Country Manager Pfizer Corporation Hong Kong Ltd

Ms Agnes Chan Managing Partner, Hong Kong & Macau Ernst & Young

Dr Victor Lee Executive Director The Hong Kong Management Association

Mr Maximilian Y K Ma Chairman Lee Heng Diamond Group

DEVELOPMENT CATEGORY Mr S K Cheong Executive Director and General Manager Television Broadcasts Limited

Dr Stella Kwan Managing Director Ngong Ping 360 Limited

Dr Victor Lee Executive Director The Hong Kong Management Association

Mr Thomas Ho JP Chief Executive Gammon Construction Limited

Mr Roger Lee Chief Executive Officer TAL Group

Mr Ben Wong Chief Operating Officer Hong Kong Airlines Limited

HKMA Award for Excellence in Training & Development • 2015

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2015 SUPPLEMENT

2014/2015 HUMAN RESOURCES DEVELOPMENT

71

HR BOOK REVIEW

Excellence through Mind-Brain Development The Secrets of World-Class Performers

By Harald S. Harung and Frederick Travis Business and organisations nowadays are all about metrics. How well are we performing? What are we doing well and, most importantly, what can we do to improve? HR professionals know the demands all too well—but how do we develop our talent to ensure they are performing to their best?

How do we ensure they are ‘world-class’?

For Harald S. Harung and Frederick Travis, the answer to producing world-class performance is not found in education—which only accounts for 1% of performance levels. Neither does work experience contribute a huge amount at only 3%. And when we are prone to all blaming our age for poorer performance, in fact our age does not account for anything at all when talking about world-class performance.

The answer in fact lies in high mind-brain development—according to Harung and Travis, this involves a much more comprehensive transformation than has previously been appreciated. In their newly acclaimed book, they explain a sequence of fundamental shifts to new realities in the way our brain functions and the way we look upon ourselves, others and the world in general. Success, they claim, is far more important than the knowledge, skills and relationships we have and the things we do. Through mind-brain development, all these characteristics become more useful, our relationships more enriching and our actions more effective.

Both authors are renowned scholars who have both lectured worldwide on world-class performance and brain development—with both having around 30 years experience each researching and lecturing on this fascinating subject.

The Psychology of Employee Empowerment

Concepts, Critical Themes and a Framework for Implementation

By Rozana Ahmad Huq HR knows full well the increasing strategic role that organising human resources plays in contemporary corporate strategies—but yet, giving employees room to innovate and manoeuvre are initiatives that often are hard to get past the C-suite. Though Rozana Ahmad Huq, an Organisational Behaviourist, argues in a new book that as companies downsize, merge and, in general, expand into different sectors, organisations can no longer maintain a ‘command and control’ approach and cannot see this process as an opportunity to burden employees with extra responsibilities.

Drawing upon her extensive research during her time as a lecturer and attaining a PhD from Queen’s University Management School in Belfast, UK, Huq advocates the underestimated power of employee empowerment as a means to thrive in the coming decades. Investigating the concept of empowerment, Huq combines themes and ideas from the disciplines of management and social work to bring together a truly thought-provoking book that not only talks about abstract concepts but brings it to life with real examples. It bridges the gaps in knowledge in the management domain and draws attention to the positive and negative psychological implications for employees of the practice of empowerment.

In addition to her lecturing and her time spent as a Non-Executive Director of an NHS Hospital in the UK, Huq runs her own management and training company, RHM Training and has extensive experience providing services as an educational consultant, board director, lecturer and workshop facilitator. Her contribution to this field, as well as her numerous volunteering roles, was given recognition when she was invited to meet Her Majesty Queen Elizabeth II.

72 | HR MAGAZINE

HR BOOK REVIEW

Reflective Organizations

On the Front Lines of QSEN & Reflective Practice Implementation

By Gwen Sherwood and Sara Horton-Deutsch It is a familiar problem: as the needs of the business grow and change, individuals tend to be flexible and adapt to change. However, when those same individuals cry out for change, the response from organisational culture is stubbornly resistant and initiatives that could spur business growth are often filed away in storage to gather dust.

Enter Gwen Sherwood and Sara Horton-Deutsch, whose new book Reflective Organizations: On the Front Lines of QSEN & Reflective Practice Implementation takes the contemporary health care sector as example of the problems that occur when organisations are not flexible or responsive enough to incorporate change that is in fact crucial to sustainability.

Drawing upon their research, the authors fundamentally argue that reflective learning is the catalyst for transforming traditional organisations and environment. Each chapter perfectly blends the theory with practical applications in the real world and thoughtful questions that effectively promotes a model of systematic change that learns from experience to craft future change—which in turn better supports nurses, educators and employees well beyond the health sector.

Sherwood is a professor at the University of North Carolina at Chapel Hill School of Nursing. She is co-investigator for the award-winning QSEN project to transform curricula to prepare nurses for working in and leading quality and safety in redesigned health care. Horton-Deutsch is a professor at the University of Colorado College of Nursing. Her work with the national quality and safety work of QSEN has had a significant impact on the quality and care of patients in the psychiatric mental health arena.

The Success Process Handbook

A Thinking Person's Guide to Interpersonal Relationships

By Tony Fielek Meeting targets and feeling the pressure from superiors often overwhelms most professionals—it often keeps employees on their toes and businesses competitive. In his new book The Success Process Handbook however, author Tony Fielek hopes to readjust mindsets to instead focus on honing interpersonal skills as a development tool to further professionals in their career paths.

It is sometimes an understated skill set, but in this enjoyable short read, Fielek lays out why the power of persuasion, control and influence through interpersonal skills is paramount for professional success. From writing about how to find the right people to help you to succeed and your personal security in the workplace to power-play that never fails, the book is a great read for people on all levels of the career ladder.

Fielek writes from the unique perspective of working closely with high school students in the US and people of different cultures through his church. The book was written out of realisation that despite the incredible achievements of the students he talked to, quite often they looked timidly into the future as they contemplated life in the working world.

Fielek earned a bachelor’s degree in engineering from the University of Michigan, a master’s degree in business administration from Wayne State University and a juris doctor degree from Michigan State University. Now retired, Fielek lives in Detroit, Michigan, where he continues to help people.

Speaking about the book, he stated, “The Success Process Handbook provides a flexible process that will help readers achieve the things they desire in life. Regardless of age, what they need is a desire to change, perseverance and some kind of a personal plan.”

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HR CLASSIFIEDS

HR Classifieds Index Business Process Outsourcing Education / Corporate Training Employee Wellbeing / Insurance HR Consulting HR Technology Solutions Leadership Development Legal / Employment Law / Tax

| 74 | 74 – 75 | 75 | 75 | 76 | 76 – 77 | 77

Management Consulting | 77 MICE Venues / Event Organisers | 78 Recruitment / Executive Search | 78 Relocation / Logistics | 79 Service Apartments / Hotels | 79 - 80 Staff Benefits | 80 Talent Management | 80

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Boardroom Corporate Services (HK) Limited 31/F, 148 Electric Road, North Point, Hong Kong

We currently have direct office presence in 13 cities across Singapore, Malaysia, Hong Kong, China and Australia, serving a portfolio of over 5,500 publicly listed and privately owned companies across Asia Pacific and beyond. Our clients span a wide range of industries, including listed companies, Fortune 500 companies and major multinational corporations.

Tel: (852) 2598 5234 Fax: (852) 2598 7500 marketing.hk@boardroomlimited.com www.boardroomlimited.com

TMF Group helps global companies expand and invest seamlessly across international borders. Its expert accountants and legal, HR and payroll professionals are located around the world, helping clients to operate their corporate structures, finance vehicles and investment funds in different geographic locations. With operations in more than 80 countries providing outsourced compliance services, TMF Group is the global expert that understands local needs.

TMF Hong Kong Limited 36/F, Tower Two Times Square, 1 Matheson Street, Causeway Bay, Hong Kong

Tricor Business Services partners with you to enhance your competitiveness and generate business value. Leveraging our suite of financial, accounting, human resource and advisory services, our professionals offer tailor-made solutions to meet your specific requirements.

Tricor Services Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong

Drawing on our comprehensive professional expertise backed up by the latest technologies and systems, we provide solutions in a wide range of different areas, including: Business Advisory, Accounting & Financial Reporting, Treasury & Payment Administration, Human Resource & Payroll Administration, Tax Services, Trade Services, Trust Assets Administration, Fund Administration, Governance, Risk & Compliance, and Information Technology Solutions.

Tel: (852) 2980 1888 Fax: (852) 2861 0285 info@hk.tricorglobal.com www.hk.tricorglobal.com

Tel: (852) 3589 8899 Fax: (852) 3589 8555 info.apac@tmf-group.com www.tmf-group.com

EDUCATION / CORPORATE TRAINING

Are you confident with your voice in the workplace? Do you know how others actually hear you? Your voice defines you professionally. It is critical to all business communications and the foundation of executive presence. Our executive voice coaching modules and clinics coach key talent in practical techniques to harness the power of their voice. Using recording studio technology to reinforce learning, our programmes give executives vital tools to speak with confidence and authority.

All Voice Talent is Asia’s premier voice coaching and voiceover organisation supplying voice coaches to Bloomberg, Standard Chartered, Goldman Sachs, Microsoft, and Weber Shandwick, amongst others.

As a trusted international organisation and a global leader in English training, the British Council has over 70 years’ experience in English assessment. We develop and deliver English language programmes for businesses in Hong Kong. Aptis, British Council’s English testing tool, is a robust four skills test used by corporate businesses, government organisations and educational institutions.

It provides an accurate and affordable way to benchmark language levels of employees for recruitment or career advancement purposes. With results available in as little as 24 hours, Aptis assesses ability in the areas that HR want to focus on – in individual skills or combinations of speaking, writing, listing or reading.

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All Voice Talent 18/F, Wheelock House, 20 Pedder Street Central, Hong Kong Tel: (852) 2517 0866 Fax: (852) 2911 4732 info@allvoicetalent.com www.allvoicetalent.com

British Council 3 Supreme Court Road, Admiralty, Hong Kong Tel: (852) 2913 5100 aptis@britishcouncil.org.hk www.britishcouncil.hk/en/exam/aptis

HR CLASSIFIEDS HKU SPACE is a leading local provider in the field of lifelong education.

The School has provided a wide range of executive programmes to meet the growing lifelong learning demands for managers and business executives.

The School also provides tailored in-house corporate training programmes in finance or business related disciplines for global corporations.

HKU SPACE College of Business and Finance 34/F United Centre, 95 Queensway, Hong Kong Tel: (852) 2867 8467 edseries@hkuspace.hku.hk www.hkuspace.hku.hk

The Vocational Language Programme Office aims at offering quality vocational English, Chinese and Putonghua training for working adults to meet their language needs at work. We have run various courses for public organisations and private corporations before, such as HKSAR Water Supplies Department, Hospital Authority and Pizza Hut Hong Kong Management Limited.

With the support from the Language Fund, the QF-recognised Vocational English Enhancement Programme is on offer for enhancing the practical English skills of the Hong Kong workforce. Individual corporations can enjoy great flexibility by having the VEEP courses operated at their training venues and preferred schedule. On completion of the course, learners can receive 60% of the course fee reimbursement and obtain certificates issued by the Vocational Training Council and LCCI.

Vocational Language Programme Office, Vocational Training Council Room 437, 4/F, Academic Block, 30 Shing Tai Road, Chai Wan, Hong Kong Tel: (852) 2595 8119 vlpo-veep@vtc.edu.hk www.vtc.edu.hk/vlpo

EMPLOYEE WELL-BEING / INSURANCE

TOTAL LOYALTY COMPANY

Hong Kong Adventist Hospital — Stubbs Road is one of the leaders in medical services, providing organisations with comprehensive health assessment packages to choose from. The hospital works closely with HR and Benefits specialists to design tailor-made programmes to satisfy your staff’s unique requirements. The checkups not only assess staff’s health status and identify the risk factors, it also provide preventive programmes to help clients fine-tune their lifestyles for healthy living. All the services are supported by experienced professional staff using advanced equipment in modern facilities.

Hong Kong Adventist Hospital­— Stubbs Road 40 Stubbs Road, Hong Kong

Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the Asia-Pacific region. Working with over 120,000 clients in 150 countries, Pacific Prime can deliver advice in more than 15 major languages. With offices strategically located in Shanghai, Singapore, Dubai, and Hong Kong, Pacific Prime is able to provide immediate advice and assistance to policyholders located around the world. Pacific Prime works with over 60 of the world’s leading health insurance providers, giving customers unprecedented access to the best medical insurance products currently on the market.

Pacific Prime Insurance Brokers Ltd. Unit 1 - 11, 35/F, One Hung To Road, Kwun Tong, Hong Kong

Total Loyalty Company is a leading provider of staff engagement and corporate well-being programmes. We help clients develop year-round solutions for their staff based on our specially designed solutions including staff events, staff discounts, lifestyle services, onsite marketplace and online shopping; all delivered through a customised web portal and mobile app. We are a one-stop shop to help companies have highly useful staff engagement solutions without wasting valuable internal resources to run these programmes, all for a simple low monthly management fee.

Total Loyalty Company Suite 2202, 22/F, The L.Plaza 367-375 Queens Road Central Hong Kong

We help make your staff happier, healthier and more content with their workplace, bringing improved productivity for your company.

Tel: (852) 3651-8835 Fax: (852) 3651-8840 www.hkah.org.hk

Tel: (852) 2586 0731 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com

Contact person: Sam Lau Tel: (852) 5131 6338 Sam@totalloyalty.hk www.totalloyalty.hk

HR CONSULTING

Based in Hong Kong and with overseas partners, we operate internationally.

HRA provide human resource consultancy & recruitment support to construction, engineering, manufacturing and the oil & gas sectors.

Our human resource consultancy services encompass the full range of HR functions including training, HR audits and outsourced HR support.

HRA Associates (HK) Limited 701, 7/F, Tower 2, Silvercord, 30 Canton Road, Tsim Sha Tsui, Kowloon, Hong Kong Tel: (852) 2735 9961 Fax: (852) 2735 9967 group@hrahk.com www.hrahk.com

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HR CLASSIFIEDS HR TECHNOLOGY SOLUTIONS COL, an IT services subsidiary of Wharf T&T, is a leading IT services company in Hong Kong with over 40 years of experience and was crowned Excellent HR Information System Provider of HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management. COL offers a full range of IT infrastructure, application development and implementation services including Business Process Outsourcing (BPO).

With domain expertise in business applications, we deliver best practice Human Capital Management (HCM) solutions ranging from award-winning HRMS, webbased employee self-service portal to outsourcing services for MNCs, enterprises and SMEs. ‘Doc:brary’ Document Management System is another key application in our HCM product portfolio to securely manage HR related documents including employees P-file, appraisal records, training materials, etc.

COL Limited Unit 825 - 876, 8/F, KITEC, 1 Trademart Drive, Kowloon Bay, Hong Kong Tel: (852) 2118 3999 Fax: (852) 2112 0121 colmarketing@col.com.hk www.col.com.hk

COL is a Cisco Gold partner, an EMC Velocity Partner, a Juniper Networks Elite Partner, a Microsoft Certified Partner, an Oracle Gold and ISV Partner, a VMware Partner and CMMI Level 3 assessed.

FlexSystem is a recognised leader in enterprise management software industry in the Greater China region. Over the past 27 years, FlexSystem has been delivering high quality application software and services to maximise the client’s operational efficiency in the accounting, order processing, payroll and human resources, manufacturing, workflow and business management.

FlexSystem Limited Block A, 4/F., Eastern Sea Industrial Building, 29-39 Kwai Cheong Road, Kwai Chung, N.T, H.K

With its strong global network of regional offices and partners, FlexSystem serves thousands of customers in more than 36 countries, half of them are listed on 30 global stock exchanges, and 1 in 10 with presence on the Forbes 2000 list. Now and future, FlexSystem continues to keen on technology development and create a complete platform of new generation enterprise resources management solutions.

Tel: (852) 3529 4123 Fax: (852) 3007 1424 infodl@flexsystem.com www.flex.hk

SuccessFactors, an SAP company, is the leading provider of cloud-based Business Execution Software, which drives business alignment, optimises workforce performance, and accelearates business results. SuccessFactors customers include organisations of all sizes across more than 60 industries. With approximately 15 million subscription seats globally, we strive to delight our customers by delivering innovative solutions, content and analytics, process expertise, and best practices insights. Today, we have more than 3,500 customers in more than 168 countries using our application suite in 35 languages.

SuccessFactors 35/F, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, Hong Kong Tel: (852) 2539 1800 Fax: (852) 2539 1818 info.hongkong@sap.com www.successfactors.com

LEADERSHIP DEVELOPMENT The Center for Creative Leadership (CCL®) is a top-ranked, global provider of executive education that unlocks individual and organisational potential through its exclusive focus on leadership development and research. Ranked among the world’s top providers of executive education by BusinessWeek and No. 3 in the 2010 Financial Times executive education survey, CCL serves corporate, government and non-governmental clients through an array of programmes, products and other services. CCL-APAC’s headquarters are based in Singapore.

Other global locations include Brussels, Moscow and three campuses in the United States.

CCL® 89 Science Park Drive #03-07/08, The Rutherford Lobby B, Singapore 118261

IECL has been training professional coaches and inspiring leaders throughout Australasia since 1999. We have had a permanent presence in Hong Kong since 2009, Shanghai since 2011, and are setting our first footprint in Singapore in 2015.

Institute of Executive Coaching and Leadership (IECL) Suite 901, Level 9,The Hong Kong Club Building, 3A Chater Road, Central, Hong Kong

Our vision is to develop the next generation of exceptional leaders. Everything we do focuses on people, development and measurable business results.

IECL’s expert team are at the forefront of reshaping leadership development for the 21st century. We know leadership is no longer an individual activity—a leader’s success depends on others succeeding. This knowledge underpins IECL’s service to you: • Training and accrediting coaches • Enabling leaders through focused programmes • Providing expert coaches and facilitators

Calling all HR managers & directors: • Are you looking for structured programmes to develop your staff?

• Sponsor or part sponsor your staff to achieve MBA, Masters, Bachelor, Diploma or Certificate courses • The spend is value for money • The return is measurable & tangible • Choose from 31 courses from nine UK Universities (Bradford, Sunderland, Wales, Birmingham etc.)

• 16 years in HK *All courses are registered

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Tel: (65) 6854 6000 Fax: (65) 6854 6001 cclasia@ccl.org www.ccl.org/apac

Tel: (852) 3125 7572 coach@iecl.com www.iecl.com

RDI Management Learning Ltd. 7th Floor, South China Building, 1 - 3 Wyndham Street, Central, Hong Kong Tel: (852) 2992 0133 Fax: (852) 2992 0918 info@rdihongkong.com www.rdihongkong.com

HR CLASSIFIEDS

alphaeight specialises in behavioural-science research and people development.

We utilise research to create individual and team development solutions— focused on business objectives—for leaders, managers and frontline workers.

It’s all about research and evidence: solutions, built upon scientifically proven research on how the human mind works, are practical and easy to adopt and utilise exclusive tools and techniques developed by our research institute. It’s all about you: solutions tailored to your people’s specific needs and your business objectives—give you the results you want. It’s all about impact: measure changes before, during and after development.

the alphaeight institute 1906, 19/F, Miramar Tower, 132 Nathan Road, Tsim Sha Tsui, Kowloon, Hong Kong Mrs Stephanie Herd Tel: (852) 2302 0283 Fax: (852) 2302 0006 stephanie.herd@alphaeight.com www.alphaeight.com

LEGAL / EMPLOYMENT LAW / TAX

Excel Global Consulting is a leading business consultancy specialising in the enhancement of business performance through a unique approach to people management. Our goal is to deliver you the knowledge and resources to improve business productivity by creating better employee engagement within your organisation using customised human capital management solutions. With our support you’ll gain a committed, more innovative and highly motivated workforce primed to lead your business towards greater efficiency and productivity. With Excel Global your employees will gain greater job satisfaction in a solution-oriented work environment where engagement is productive, innovative and geared to better business performance.

Excel Global Company Information Level 8, Two Exchange Square, 2 Connaught Road, Central, Hong Kong

WTS is a tax and business consulting firm providing assistance in the strategic planning and management process of intercompany assignments’ cost and compliance.

wts consulting (Hong Kong) Limited Unit 1004, 10/F, Kinwick Centre, 32 Hollywood Road, Central, Hong Kong

Our Global Expatriate Service specialists advise on expatriate issues relating to corporate tax, personal tax, social security matters and process consulting across Asia. Our expertise therefore enables us to identify assignment related risks at an early stage and optimise tax and social security payments for companies and their employees while keeping the administrative burden to a minimum.

In conjuction with our international network, we can assist you in almost 100 locations worldwide.

Tel: (852) 2846 1888 Fax: (852) 2297 2289 info@excelglobal.com www.excelglobal.com

Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk

MANAGEMENT CONSULTING atrain is a premium consultancy in leadership assessment, talent management and organisation development. Headquartered in Germany, we have offices in Europe, United States, South America and Asia.

90% of our consultants are business psychologists; we bring together the best of business strategies and the psychological approach to develop solutions tailor-made to your requirements. We explore and research on innovative concepts, and help you to cultivate the company culture you envisage.

atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan Tel: (852) 2522 9018 info@atrain-apac.com www.atrain-apac.com

Our international presence and culturally diverse teams enable partnerships with multi-national corporate clients for their business growth and success.

Put us to the challenge—you will not be disappointed.

The Hong Kong Management Association (HKMA) was established in 1960. The HKMA is a non-profit making organisation which aims at advancing management excellence in Hong Kong and the Region, with a commitment to nurturing human capital through management education and training at all levels, the HKMA offers over 2,000 training and education programmes covering a wide range of management disciplines for approximately 48,000 participants every year.

Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong

Tricor Consulting Limited is a member of Tricor Group and BEA Group dedicated to creating value for clients and strengthening their organization capabilities through:

Tricor Consulting Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong

• Strategic Management—Shaping your future and making it happen • Organization Structuring—Aligning organization structure with strategies • HR Consulting—Maximizing performance and return on investment of human assets • Talent Management—Cultivating talents to create competitive advantage • Director Remuneration and Board Evaluation—Ensuring appropriate remuneration of senior executives and building an effective board • Recruitment Process Outsourcing (RPO)—Executing the entire talent supply chain from job profiling to on-boarding • Change Management—Partnering with clients to drive and enable organization transformation

Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk

Tel: (852) 2980 1027 Fax: (852) 2262 7596 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com

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HR CLASSIFIEDS MICE VENUES / EVENT ORGANISERS

AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, world-class conferences, cocktail receptions, media luncheons and sumptuous banquets.

With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorldSummit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.

AsiaWorld-Expo Management Limited AsiaWorld-Expo, Hong Kong International Airport, Lantau, Hong Kong, China

Cliftons provides premium, purpose-built, training and event facilities and solutions, ensuring our clients’ programmes are delivered seamlessly and successfully around the globe. Over the past 14 years, Cliftons has grown to provide clients with the largest network of dedicated computer and seminar training facilities across the Asia-Pacific region. Encompassing over 150 state-ofthe-art training and meeting rooms within 10 CBD locations in New Zealand, Australia, Singapore and Hong Kong, this footprint of proprietary venues is supplemented by a global affiliates network that allows clients to manage all of their training needs around the world with a single point of contact.

Cliftons Training Facility Level 5, Hutchison House, 10 Harcourt Road, Central, HK

Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com

Tel: (852) 2159 9999 enquiries@cliftons.com www.cliftons.com

RECRUITMENT / EXECUTIVE SEARCH Adecco, in possession of a team of experts conversant with various industry sectors and well-equipped with the know-how on matching talents with general and skilled workforces in relevant industry sectors, has been one of the leading forces bringing about the necessary changes in Hong Kong for over 28 years. You may rest assured that you will be provided with flexible and tailor-made solutions in contract, temporary, permanent and outsourcing assignments in our efficient and responsive recruitment process. We have built trusting and lasting relationships with talents through successful and fruitful placements, e-learning and career development, who in turn can fully meet our clients’ expectations.

Adecco Personnel Limited 12/F, Fortis Tower, 77-79 Gloucester Road, Wanchai, Hong Kong

Argyll Scott delivers first-class recruitment results for our clients, our candidates and our people by being true specialists and building exclusive relationships. From offices in Hong Kong, Singapore, London and Dubai, we source the very best talent for management positions across key business functions and sectors including; Accountancy & Finance, Business Transformation, Construction & Property, Financial Services, Human Resources, Sales & Marketing, Strategy and Information Technology.

Argyll Scott 8th Floor, HK Diamond Exchange Building, 8-10 Duddell Street, Central, Hong Kong

More than 90% of our clients choose to work with us again. Why? Because they trust us. They know we will deliver the results they need, time after time.

Tel: (852) 3695 5180 hk@argyllscott.com www.argyllscott.hk

Established in 1996, Frazer Jones is a Human Resources Recruitment Consultancy.

Contact us to find out how we can assist you in your next Human Resources hire or if you are looking for a change in your HR career. As part of The SR Group, Frazer Jones has wholly owned offices in Singapore, Sydney, Melbourne, Dubai, London, Düsseldorf and Munich and has access to the best HR talent around the world.

Frazer Jones 1918 Hutchison House, 10 Harcourt Road, Central, Hong Kong

Established in Hong Kong in 1983, Gemini Personnel is one of the largest recruitment companies in Asia with offices in Hong Kong, Shanghai, Beijing, Guangzhou, Shenzhen, Bangkok and Singapore.

Gemini Personnel Limited 15/F, On Hing Building, 1 On Hing Terrace, Central, Hong Kong

We work with our clients across a range of industries to secure the top talent in Asia for Temporary, Permanent, Executive and Interim Management assignments.

Outside of recruitment we also provide our clients with payroll management, outplacement, coaching and training support services.

Tricor Executive Resources, the former search and selection practice of PricewaterhouseCoopers in Hong Kong, has over the last 25 years built an unrivalled reputation for integrity and professionalism. Through focused research and intense sourcing, we recruit management and top-level executives for positions in Hong Kong, Mainland China and Asia.

We advise on HR best practices to enhance your human capital. Our HR solutions help drive your business performance through the effective use of talent. These include Soft Skills Training and Development; Compensation and Benefits Benchmarking; Human Resources Advisory; Employee Engagement Surveys; Performance Management Systems; Career Counselling and Talent Transition Management; and Talent Assessment Centre.

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Tel: (852) 2895 2616 Fax: 2895 3571 hongkong@adecco.com http://adecco.com.hk/

Tel: (852) 2973 6737 shookliu@frazerjones.com frazerjones.com

Tel: (852) 3552 9100 Fax: (852) 2810 6467 gemhq@gemini.com.hk www.gemini.com.hk

Tricor Executive Resources Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com

HR CLASSIFIEDS RELOCATION / LOGISTICS Asian Tigers, has provided international relocation and moving service to the Hong Kong market for more than 40 years. We move people internationally, regionally, and even within Hong Kong itself. Our experienced, multilingual staff enables Asian Tigers to deliver low-stress relocation services. Perhaps you are responsible for coordinating your office move and would like to know more about ‘low down-time’ office relocations. Whatever your needs, wherever you are headed, Asian Tigers can help facilitate and streamline your relocation. Give us a call and find out how we can assist you.

Asian Tigers Mobility 17/F, 3 Lockhart Road, Wan Chai, Hong Kong

Crown Relocations, a worldwide leader of global mobility, domestic and international transportation of household goods, and departure and destination services, has over 180 offices in more than 50 countries. From preview trip and immigration assistance to home and school searches, orientation tours, intercultural training, partner career programme, and ongoing assignment support, Crown offers the best relocation solutions to corporate clients and transferees across the world.

Crown Relocations 9 - 11Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories

Tel: (852) 2528 1384 Fax: (852) 2529 7443 info@asiantigers-hongkong.com www.asiantigers-mobility.com

Tel: (852) 2636 8388 hongkong@crownrelo.com www.crownrelo.com

SERVICED APARTMENTS / HOTELS Four Seasons Place, the epitome of luxury and elegance, Four Seasons Place creates a relaxed and homely living environment amidst the surrounding opulence. With 519 serviced suites designed by internationally renowned designers, guests can choose from a range of stylish accommodations from studios and 1/2/3-bedroom suites to penthouses that open up to spectacular views of Victoria Harbour. It also features a rooftop heated pool & jacuzzi, sky lounge, gymnasium, sauna and multi-purpose function room to meet business and recreational needs. Heralding a comfortable, hassle-free living experience, all guests are pampered with personalised hotel services from VIP airport pickup to 24-hour multi-lingual concierge services.

Four Seasons Place 8 Finance Street, Central, Hong Kong

GARDENEast is prestigiously located at the heart of Queen’s Road East, Wan Chai, boasting 216 luxurious units in 28 storeys.

GARDENEast Serviced Apartments 222, Queen’s Road East, Wan Chai, Hong Kong

Each of our luxurious units is subtly unique. Spacious studio, studio deluxe, deluxe 1-bedroom, executive suite and twin-beds in selected rooms, with their sizes ranging from 395 to 672 square feet, are comfortably-appointed with an all-encompassing range of fittings and furnishings. The landscaped gardens offer a relaxing lifestyle, peace and tranquility of green living and a diverse choice of dining and entertainment is right on your doorstep.

at the ICC megalopolis

Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com

Tel: (852) 3973 3388 Fax: (852) 2861 3020 enquiry@gardeneast.com.hk www.gardeneast.com.hk

The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, three minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre, the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong, guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.

The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong

Conveniently nestled in the East of Hong Kong, Kornhill Apartments is one of the biggest apartment blocks in town, featuring a total of 450 units with a variety of unit configurations designed to suit every need imaginable.

Kornhill Apartments 2 Kornhill Road, Quarry Bay, Hong Kong

Notable for cozy and contemporary décor, as well as superior amenities and services, the complex is located next door to Kornhill Plaza where you can relish a wide array of shops and entertainment choices.

Tel: (852) 2137 8101 Fax: (852) 2568 6256 kornhillapts@hanglung.com www.kornhillapartments.com

The apartments are an excellent choice for corporate clients who cater for visits by expatriate colleagues. Units include studio, one to two-bedroom suites and deluxe three-bedroom suites.

Vega Suites, is the stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East are only 3 MTR stops away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The allencompassing landmark development comprises two international hotels & luxury residence The Wings. Situated directly above the trendy PopCorn mall, connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units – ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying terms.

Tel: (852) 3718 8000 Fax: (852) 3718 8008 enquiries@harbourviewplace.com www.harbourviewplace.com

Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street, Tseung Kwan O Hong Kong Tel: (852) 3963 7888 Fax: (852) 39637889 enquiries@vegasuites.com www.vegasuites.com.hk

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HR CLASSIFIEDS Established in 1994, V Hotels and Serviced Apartments has grown from strength to strength over the last decade to become one of the largest owners, developers and operators in Hong Kong.

With a dynamic, diversified portfolio of properties, V Hotels and Serviced Apartments has been a market leader in developing and operating innovative urban living spaces under the V brand in Hong Kong since 2005.

V Hotels and Serviced Apartments’ portfolio of award-winning apartments and hotels are all strategically located within walking distance of readily accessible public transport, close to fine and casual dining and amidst excellent shopping hubs in Causeway Bay, Wanchai, Happy Valley and West Kowloon respectively.

V Hotels and Serviced Apartments Unit 5702, Cheung Kong Centre 2 Queen’s Road Central Hong Kong Tel: (852) 3602 2388 Fax: (852) 2891 1418 reservations@thev.hk www.thev.hk

For reservations, please contact (852) 3602 2388, fax: (852) 2891 1418 or email: reservations@thev.hk

STAFF BENEFITS

Computershare Plan Managers is the globe’s leading provider in provision of Employee Share Incentive Plan management services. Our tailored approach ideally places us to meet the demands of administering your employee share plans. As a leader in equity compensation services for more than 35 years, we service over 3,000 plans with nearly 3.5 million employee participants worldwide. We have successfully built a leading position in the Employee Share Plan Management Industry in Hong Kong and China, with a solid local presence and unrivalled investment in technology. Our integrated Share Plan Management offering includes: Employee Communication/Education, Data Management, HK Trustee Services, Regulatory Reporting and a full suite of Brokerage Services.

Computershare Hong Kong Investor Services Limited Hopewell Centre, 46/F, 183 Queen’s Road East, Wan Chai, Hong Kong

Nespresso provides a range of machines dedicated to professional use that meet the different needs and expectations of our customers. Zenius is the one of the latest innovation in the professional machine range by Nespresso and comes at an affordable price. It is intuitive to use, reliable and integrates the latest technological advances by Nespresso. Zenius is the ideal machine for small and big companies looking for quality and simplicity. At Nespresso we want to make it possible for you to make the same full-bodied espresso offered by skilled baristas. Your business can benefit from years of Nespresso expertise in premium Grands Crus coffees, innovative machines and excellent customer support.

Nespresso, Division Of Nestlé Hong Kong Ltd. Unit 505, Manhanttan Place, 23 Wang Tai Road, Kowloon Bay, Hong Kong

Ocean Park offers you a fun place for your next corporate teambuilding activity, encounter koalas, wallabies and kookaburras at the new Adventures in Australia. Travel from the seashore to the depths of the ocean at Aqua City.

Watch Symbio, the 360-degree water screen show at the Lagoon! Take a Cable Car to Ocean Theatre and catch ‘Ocean Wonders’, featuring dolphins and sea lions! Meet the sharks and rays at Shark Mystique. Ride the Park’s wildest roller coaster—the Hair Raiser! Travel on the Arctic Blast at Polar Adventure where penguins and walruses wait beneath the auroras. Come join the fun!

Ocean Park Hong Kong 180 Wong Chuk Hang Road Aberdeen, Hong Kong

Tel: (852) 3757 3542 planmanagers@computershare.com.hk www.computershare.com

Tel: 800 905 486 Fax: 800 968 822 CRC.HK@nespresso.com www.nespresso-pro.com

Tel: (852) 3923 2321 training@oceanpark.com.hk www.oceanpark.com.hk

TALENT MANAGEMENT

Lumesse provides Talent Solutions to more than 2,400 organisations in over 70 countries enabling them to engage and nurture the best talent in an everchanging and demanding global environment. With our unique and highly adaptable Talent Solutions our customers are well prepared to capitalise on the fast evolution of new technologies and disruptive business conditions, while meeting all business needs locally and globally.

Lumesse Suite 705, 625 King’s Road, North Point, Hong Kong

At Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single source for leadership and talent consulting services to empower businesses and leaders to reach their goals.

Korn Ferry International (H.K.) Limited 15/F, St. George’s Building, 2 Ice House Street, Central, Hong Kong

Through our vision, research and tools across 80 offices and 3,400 employees, we convert potential into greatness. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning, and recruitment process outsourcing (RPO).

Organisations around the world trust Korn Ferry to manage their talent – a responsibility we meet every day with passion, expertise, integrity and results.

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Tel: (852) 2815 3456 Fax: (852) 2890 0399 apac@lumesse.com www.lumesse.com

Tel: (852) 2971 2700 Fax: (852) 2810 1632 General inquiry: kornferry.hongkong@kornferry.com Leadership and Talent Consulting: ltc.hongkong@kornferry.com www.kornferry.com