HR Magazine 2022 Q1 Spring

24 The golden touch Ivy Leung of Chow Tai Fook Jewellery, shares how supportive HR tech keeps her agile.

38 The great reimagination Charles Caldwell and Jonathan Pok update HR leaders on The Great Resignation.

48 EO & MPF Offsetting Update What HR professionals and business leaders need to know about proposed amendments to legislation.

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Building Back Better Pandemic shifts HR narrative

SPRING 2022

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EDITOR'S NOTE

Editor's Note Editorial

The golden touch

Managing Editor

We spoke to Ivy Leung, Global Chief Intellectual

James G. Linacre

Capital Officer, Chow Tai Fook Jewellery to chat about how supportive HR technologies are

Features

allowing the jewellery giant to remain agile amid

Ian Thomas, Ryan J. Warriner

a tumultuous market (pg. 24).

Art & Graft Head of Design

Employment Ordinance & MPF offsetting update

Matthew Ku

There have been several legal developments that Hong Kong businesses and HR need to

Designer

be aware of. With the implementation of the

Heidi Chan

Vaccine Pass and proposed changes to the city’s Employment Ordinance, we chat with

Images

Wendy Wong, Of Counsel, DLA Piper, to bring you all that you need to know about navigating

Russell Balad, Freepik, Pexels, Unsplash

these changes.

Editorial Enquiries

Well, change is in the air once again. At the time

James G. Linacre

of writing, Hong Kong was in the throes of its fifth

HR Magazine Events

Tel: (852) 2736 6318

wave. We, like many of you out there, are once

B ack when i n-per son e vents were st i l l a

james@excelmediagroup.org

again having to be resilient and agile to adapt to

thing, we hosted a brea kfast brief ing w ith

the ever-changing restrictions whilst much of

Charles Caldwell, Director Human Resources,

the world seems to be moving forward… Though,

English Schools Fou ndation a nd Jonatha n

Poppy Lai

there is lots of positive change afoot too—we are

Po k , He a d of A l l i a nc e s & P a r t ne r s h ip s ,

Tel: (852) 2736 6339

going digital! We will be bringing you immersive

A sia , Cor nerstone O n Dema nd , to upd ate

poppy@excelmediagroup.org

digital experiences and Livestreams on the latest

HR leaders on The Great Resig nation a nd

trends shaping HR well into 2022 and beyond. We

how tech nolog y ca n help t hem to w in

Aamir Khan

promise you that we’ll be back on the ground as

the war on talent (pg.38).

Tel: (852) 2736 6339

soon as possible.

Advertising & Sponsorship

As you can probably tell, I am not the one you

aamir@excelmediagroup.org

Subscriptions Jane Cheung Tel: (852) 2736 6375

Fax: (852) 2736 6369

subs@excelmediagroup.org

Published By Excel Media Group Limited

Our cover stor y ( pg. 18) ex plores how the

have all come to know and love, Paul. Rest

pandemic has shifted the HR narrative and what

assured, Paul is still here, (he’s not locked in a

HR needs to pay attention to in order to build back

blue shipping container across the street I swear)

better in a post-pandemic world. We examine

though you will be seeing a bit less of him and

what has changed for employees and businesses,

quite a bit more of me as we go forward. It is a

t he r i s e of Z o ome r s a nd ho w m a n a g i n g

great honour and privilege to be here leading the

transgenerational teams are more important to

HR Magazine team at this exciting time. I hope

your organisation than you might think.

you all enjoy my first issue and look forward to meeting you all in person in the (hopefully) not

Shops 3 - 5, G/F Pak Sha Wan Centre

What’s new?

Lot 523, DD 210

In the news, employees are more digital-ready

Hiram’s Highway—Hebe Haven

than ever before according to Singapore’s NTUC

Sai Kung, New Territories

LearningHub with many workers across Asia

Hong Kong SAR

Pacific upskilling themselves during the pandemic

Printed By

too distant future.

Stay safe, stay sane, and have a great time.

Enjoy...

(pg. 4). Over in Hong Kong, COVID restrictions are still weighing heavily on business and expat

Promise Network Printing Limited

sentiments according to the American Chamber

Blk B, G/F

(pg. 5) though, there seems to be a profound

Phase 4, Kwun Tong Ind Ctr

shift towards embracing hybrid working across

James G. Linacre, Assoc. CIPD

Kwun Tong Road, Kowloon, Hong Kong SAR

the city (pg. 6).

Managing Editor, HR Magazine

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 or editorial team.

1

CONTENTS 2022 Spring HR News

HR Features

HR Legal

04

Hong Kong News

24

The golden touch

48

07

APAC News

26

Leading with inspiration

10

International News

28

Breaking the ‘Bamboo Ceiling’

12

HR Events

30

Five tools to moderating virtually

14

HR Moves

32

Surveys useless in assessing

16

HR in Numbers

MPF Offsetting Update

HR Books

WFH ability & engagement 34

Cover Story

HK Employment Ordinance &

50

Tackling employee

36

Coaching Women to Lead – Changing the World from the Inside

disengagement head-on 52

Downside to recognition –

The Effective Presenter

Tall Poppy Syndrome 18

Building back better – Pandemic shifts HR narrative

Classifieds

HR Community

53 38

The great reimagination

43

Empowering gender equality

Classifieds

through accessability 44

Diversity champions

26

24 2 HR MAGAZINE SPRING 2022

28

38

48

3

HR NEWS HONG KONG NEWS

Hong Kong News Digitalisation intensifies upskilling

Asia’s leading cities set a new precedent for digital upskilling Similarly, research conducted in Hong Kong by

The recent Emerging Job and Skills report from

Additionally, 51% of respondents in both cities felt as though their digital skills had improved overall.

Singapore’s NTUC LearningHub has shed light on

Big 4 firm, PwC, found that a similar sentiment is

the profound effect that digitalisation is having on

also shared in Hong Kong. Over half (56%) of the

the workforce; forcing them to upskill.

people surveyed, perceived automation as a threat

Digital push

to their job and 41% of those polled believe that

Despite the OECD Digital Economy Outlook

Both employers and employees were asked for their

their job will become obsolete in five years. Hong

highlighting the Asia Pacific region as the standout

perspectives regarding the effects of digitalisation

Kongers also reported a weaker desire to learn new

area when it comes to digital adoption, there

in the workplace. It was reported that four out of

skills or completely retrain (61%) compared to their

exists a technophobic workplace bubble in one of

five workers in the Lion City are concerned about

Singaporean counterparts. In Mainland China,

the world’s most technologically advanced

the impact that digitalisation will have on their jobs

however, the desire is more acute with 89% of workers

economies - Japan. OECD’s report highlighted

and roles within their industry, with most (93%)

wanting to learn new skills so that they can keep pace

that only 5.4% of Japan’s offices were

reporting that they will need to upskill to stay

with rapidly shifting technological advances.

capable of handling digital applications and COVID further highlighted Japan’s lack of

relevant within their current role.

All is not lost

technological adoption.

Employers also echoed this sentiment, and said

Despite the limitations that have been imposed upon in-

that the main impact digitalisation has had on the

person learning due to the ongoing pandemic, it seems

Hoping to follow in the footsteps of the successful

workforce is the need to reskill and upskill workers

as though workers have been proactive when it comes

Singapore Government Technology Agency, the

to meet new skill demands. With more jobs

to fuelling their self-development. The data shows that

Japanese Government recently ushered in the

succumbing to automation, employees are finding

there has already been a dramatic shift towards digital

Digital Agency Law, to help ramp up its digital

themselves spending less time stuck in repetitive

upskilling across Hong Kong and Singapore. More

ambitions. Though its 600 employees at launch

tasks and will need to take on hybrid roles—

than half of the Little Red Dot’s workers successfully

are far fewer in comparison to its Singaporean

those that require a mix of different skill sets

improved their digital skills during the pandemic

counterpart, it remains to be seen if the new law can

in the future.

whilst over a third of those in Hong Kong did the same.

help Japan’s workforce to embrace digitalisation. n

4 HR MAGAZINE SPRING 2022

HONG KONG NEWS HR NEWS

Quarantine & Travel Curbs concern HR

Changing Sentiments

Though Hong Kong remains competitive in part

The report summarised that though

due to its role as a gateway to the Greater Bay Area

The American Chamber in Hong Kong (AmCham)

H o n g Ko n g s t i l l h o l d s m a n y b u s i n e s s

(GBA) and importance as a regional business hub,

2022 Business Sentiment Survey report has

opportunities, there is an array of issues,

80% of AmCham business members now perceive

highlighted business concerns around Hong Kong’s

particularly travel measures that are

Singapore as the biggest threat to the city in part

travel and quarantine rules. The report of AmCham

increasingly out of step with international

thanks to its strategic location, pro-business

members, reveals that many believe that Hong

practice. Hong Kong’s international

approach and eased travel restrictions.

Kong needs to significantly overhaul its quarantine

travel restrictions to prevent COVID-19

and in-bound travel rules in order for the city to

from entering the city have long

Though many companies in the GBA are

maintain its competitive edge -two years into the

w e i g h e d h e av i l y o n b o t h c o m p a n y a n d

optimistic about business opportunities over

COVID-19 pandemic.

professional sentiments.

the next 3 years, members cite regulatory

“AmCham is commit ted to supporting its

Onerous quarantine rules and travel restrictions

of people as the top challenges which need to be

membership and the broader international

continue to cause significant disruptions to

addressed in order for Hong Kong to cement its

business community to voice concerns; We

businesses in the city with 30% of members

status as Asia's World City.

have a long-standing role as a partner to the

having to delay new investments and similarly

Government to advocate for change in public policy

struggling to fill senior executive roles. These

“I hope this survey will serve as a launch

that will help Hong Kong thrive as a global business

restrictions are also affecting members at a

point for discussion and collaboration

hub,” said AmCham President Tara Joseph.

personal level when it comes to how they feel

to make Hong Kong a top destination for

about living in Hong Kong. Over 40% of members

businesses from across the world. Hong

“Given the challenges of the past few years, it is now

indicated they are more likely to leave the city

Kong has always renewed and refocused after

more important than ever to remain vocal in areas

on a personal level whilst 25% of businesses

challenging times, and hopefully business,

that are relevant to Hong Kong’s sustainable access,”

indicated they too are thinking of departing

Government and residents can work together

added Joseph.

from Hong Kong.

to surmount challenges,” said Joseph. n

uncertainties and the cross border movement

5

HR NEWS HONG KONG NEWS

Hong Kong News BoA eyes Singapore as Asian HQ

HK’s 2022 shifting labour trends

Bank of America Corp. is looking at moving its staff

As more enterprises embrace hybrid models of

from Hong Kong to Singapore as the territory’s

working, they are witnessing how it can empower

strict dynamic zero COVID approach is forcing the

businesses and employees to be more productive

business to review its operations, according to the

whilst making considerable benefits to the planet

Financial Times.

and profits.

According to a source close to the bank, The U.S.

A new white paper by International Workplace Group

based banking giant is reviewing relocating a number

(IWG) has forecasted an accelerated adoption of

productivity and the hybrid model is one of the ways

of roles and operations. As contingency plans are

the hybrid working model in Hong Kong and across

to alleviate employee stress.

drawn up, it remains unclear how many people could

the globe going into 2022. The report identified

be moved.

key trends that are shaping work in 2022 against a

2. Redefining metrics for productivity Companies

backdrop of an era-defining phenomenon.

seeking to adopt flexible working arrangements should evaluate their effectiveness based on work

International travel to Hong Kong remains severely restricted for business professionals and travellers

“One of the lasting legacies of the pandemic is

output rather than focusing on presenteeism. Cloud-

alike with further restrictions and lockdowns being

the accelerated uptake of hybrid working. As the

based workflow tools can help to provide real-time

enforced as the territory battles its fifth wave.

workforce in Hong Kong is now spending more

data to better measure productivity and enable new

Businesses have been warning that the city’s status as

time working across different locations. Company

metrics in people analytics that can be utilised to

a financial centre is becoming increasingly precarious.

leadership and HR managers are making pivotal shifts

build strategies for a more efficient organisation.

Many businesses are struggling to attract top talent

in policies as they adapt to the new hybrid reality,”

from overseas and retain staff as the city faces

said Paul MacAndrew, Country Manager for Hong

3. Inflexibility is no longer an option Research

a brain drain.

Kong & Greater Bay Area, IWG.

has shown that Hong Kong workers’ attitudes

Not without problems

Reinventing HR

indicating that they prefer at least one day of remote

Not without its own exodus problems, Singapore

With organisations being more firmly committed

working each week. In order to ward off The Great

is facing falling numbers of expatriate staff as they

than ever before to shaping HR policies and

Resignation, employees are determining what work

cite the tiny urban island’s strict pandemic rules and

practices that are centred around their people

looks like and flexibility should be at the top of the list

inability to travel freely as major factors influencing

whilst continuing to bring positive outcomes for

in order for organisations to attract talent.

their decision to depart. Expatriate staff account for

the business, it has resulted in the rising adoption of

one-fifth of Singapore’s workforce and that number

flexible ways of working.

have shifted with four-fifths of the workforce

4. A deeper talent pool With the ability to work from anywhere, companies are able to tap into a much

has dropped to its lowest level since 1950 since the Apart from maximising employee productivity and

larger pool of candidates. Hiring managers should

well-being, hybrid working is also expected to create

cast a wider net in their search for the best talent

Still, there has been a trickle of movement of

a more sustainable way of working for the planet

paving the way for a more competent, diverse and

expats and businesses to Singapore as the Lion City

by reducing employees’ carbon footprint from

inclusive workforce.

attempts to balance its living with COVID approach

commuting. It is also projected to save organisations

with remaining an attractive place to do business in.n

an average of US$ 11,000 per employee that works

5. Reimagining the workplace 65% of businesses in

under the hybrid model. The IWG report points

Hong Kong are responding positively to the hybrid

to five key trends that HR practitioners should

work model. As a result, leaders will need to rethink

take note of.

how the physical office can evolve to simultaneously

onset of the pandemic.

accommodate employee needs and business goals

6 HR MAGAZINE SPRING 2022

1. Human Resources to Human Relations

as hybrid work becomes the new norm. Suggestions

Companies will need to bring empathy to the

include replacing individual cubicles with ‘social hub’

forefront and invest in mental health, employee

communal tables, implementing virtual-conferencing

wellbeing and improved lines of communication.

suites and investing in more wellness and green

Happier employees result in higher levels of

spaces for employees. n

APAC NEWS HR NEWS

APAC News Higher 2022 salaries in APAC

Markets

2021 Actual Salary Increase

2022 Projected Salary Increases

and the rise in inflation this year, employers in Asia

Australia

3.1%

3.2%

Pacific (APAC) are boosting their salary increase

China

5.6%

6.0%

Hong Kong

3.3%

3.8%

India

8.7%

9.2%

The survey of 5,728 companies in APAC, conducted

Indonesia

5.8%

6.6%

between October and November 2021, found two

Japan

2.3%

2.6%

salary budgets this year. A quarter of the respondents

Malaysia

4.1%

4.7%

(25%) have changed and increased their expected

Philippines

4.9%

5.4%

Singapore

3.4%

3.8%

South Korea

3.8%

4.3%

Taiwan

3.6%

3.8%

Thailand

4.2%

4.8%

Vietnam

7.2%

7.8%

Two in five employers are projecting higher salary budgets for 2022. Fuelled by tight labour markets

projections for 2022 according to the latest Salary Budget Planning Survey Report by Willis Tower Watson (WTW).

in five respondents (42%) are planning for higher

salary increase budgets for 2022 from the original projections made in July last year. Companies in Asia Pacific are now budgeting an overall average increase of 5.08% for executives, management and professional employees, and support staff this year.

Companies gave employees an average pay increase of 4.62% in 2021.

Source: WTW 2021 Salary Budget Planning Survey Report – Asia Pacific (December 2021 edition) (30%) of employers cited the tight labour market for

look into their retention strategies. Whether an

increasing their budgets from prior projections, while

organisation is experiencing The Great Resignation

23% cited anticipated stronger financial results and

or the Great Hire phenomena, having relevant

19% on concerns related to cost management such as

and competitive pay and benefit packages remains

inflation and rising cost of supplies.

critical to attracting and retaining talent. There is a great reprioritisation of work, rewards and careers

In addition, a shortage of manpower in some sectors

under way, and it is putting significant pressure on

is driving up demand for skilled workers, and a push

compensation programmes for many employers,”

for growth in others is igniting a war for talent as

added Hsu. “With an evolving pandemic situation,

Rising Factors

companies compete to attract and retain employees

unstable talent market and changing pay conditions,

Edward Hsu, Business Leader, Rewards Data and

who have more choices than in recent years. The total

employers will need to monitor market trends and

Software, Asia Pacific, WTW, said, “There seems

attrition rates in several markets such as Australia,

changes, and proactively review and adjust their

little doubt that costs, wages and prices are going

Hong Kong, Singapore, South Korea and Thailand

company practices accordingly. Bigger pay rises alone

up this year. Our study shows that employers are

have increased significantly, with most now exceeding

will not be enough to help address their attraction

influenced by different factors in adjusting their

pre-pandemic levels.

and retention challenges. Winning the talent race will require employers to continue to be creative and

salary budget projections this year. However, with APAC’s consumer price index (CPI) expected to hit

Winning the Race

comprehensive with their Total Rewards strategy.

3% or even more in some markets, employers will

“The labour market anticipates new joiners not only

It is also important to design a forward-looking

most likely take living costs into account for salary

from the unemployed but also from the currently

rewards programme that is built for future success

increases.” According to the study, almost one-third

employed talent pool, prompting employers to closely

to support the business.” n

7

HR NEWS APAC NEWS

APAC News China amends parental leave policy

calculated in calendar years. Beijing and Shanghai

Following the introduction of the three-child policy

stipulate that childcare leave should be combined for

on 31 May 2021 and the release of the amended

couples having more than one child, while Zhejiang

national family planning regulations in August, more

allows the couples to take a fixed number of days

than 20 provinces and cities in China amended local

leave regardless of the number of children they have.

family planning rules. These rules extended maternity leave and paternity leave and introduced a new type

Nevertheless, there are still several issues that are yet

of leave—namely childcare leave. Such measures are

to be clarified by the local government. For instance,

aimed at boosting the childbirth rate to cope with

Beijing states that the total amount of childcare leave

the decline of childbirth and ageing population

a couple can take each year is no more than 10 working

concerns in China.

days without mentioning how employers can figure out the allocation of childcare leave between the

In light of the legal development, employers are suggested to take the following actions to be in compliance with the new requirements and strengthen employee management in daily operations: 1. Update corresponding internal policy on parental leave. Formulate detailed rules on employees taking parental leave to regulate issues that are not addressed in regulations at the provincial or municipal level.

Parental leave entitlement varies among different

husband and wife. Though the remuneration during

provinces and cities. Beijing, Shanghai, Tianjin,

childbirth and childcare leave should not be reduced,

information to verify and track parental leave

Sichuan and Zhejiang further published detailed

it remains unclear whether the employer must pay

taken. Employers will need to collect and

guidelines on the implementation of the changes,

performance wages, bonuses or commissions which

process personal information of the employee

which has resulted in increased intricacy in calculating

are calculated based on the employee’s performance.

and their family members. They should ensure

parental leave allowances. Beijing, for example, allows

The rules are silent as to whether unused childcare

compliance with requirements of personal

female employees who were on maternity leave

leave may be carried over to the next year or encashed,

information processing set out by the Personal

(at the time the amendments to local family planning

and whether foreign nationals working in China are

Information Protection Law.

rules were released) to enjoy extended childbirth

entitled to childbirth and childcare leave.

leave, while Shanghai grants extended childbirth leave to female employees who gave birth to babies on or

The reaction to the extended leave has been mixed,

after 31 May 2021 in response to the three-child policy.

with some concerned that it may increase gender discrimination from employers in the job market.

Regarding the new childcare leave, the rules differ

It remains to be seen whether the government

even more. Beijing and Shanghai make it clear that

will release further guidance to address gender

annual childcare leave is not calculated in calendar

discrimination on this issue. The table below

years, but is dependent on the birth date of the

summarises some changes implemented in several

child, while Sichuan requires childcare leave to be

provinces and cities. n

2. Establish a file of employees’ personal

3. Keep an eye on developments in this regard, especially for companies that have offices in more than one location in China. Additionally, employers that have employees based outside the company's registered address should pay attention to the different requirements across different locations and adopt the corresponding rules.

China Parental leave summary Area

Maternity and childbirth leave

Paternity leave

Childcare leave

Beijing

98+60 days, which can be further extended for 1-3 months subjecting to the employer’s approval

15 days (plus any childbirth leave that the husband instead of the wife uses)

5 days per year for each parent until the child reaches the age of 3

Shanghai

98+60 days

10 days

5 days per year for each parent until the child reaches the age of 3

Guangdong

98+80 days

15 days

10 days per year for each parent until the child reaches the age of 3

Zhejiang

98+60 days (for the first child) / 98+90 days (for the second and third child)

15 days

10 days per year for each parent until the child reaches the age of 3

Jiangsu

98+ (no less than) 30 days

15 days

To be determined

Tianjin

98+60 days

15 days

10 days per year for each parent until the child reaches the age of 3

Sichuan

98+60 days

20 days

10 days per year for each parent until the child reaches the age of 3

8 HR MAGAZINE SPRING 2022

APAC NEWS HR NEWS

New perceptions of job-hoppers

The unanimous top concern that hiring managers

A new survey by Milieu Insight—which asked

across the region share is that job-hopping

hiring decision-makers across Southeast Asia on

employees will constantly be seeking better

How HR can help retain staff

their perceptions of ‘job hoppers,’ has found that,

opportunities outside their current company. This

As companies fight to attract and retain talent,

in general, attitudes are more neutral than they are

is a predominant concern for 76% of decision-

there are several areas that HR professionals may

negative. The survey—conducted across Singapore,

makers in Singapore. Additionally, over two-thirds

want to focus on in order to combat attrition:

Thailand, Vietnam, Malaysia, The Philippines, and

of Singapore’s decision-makers note that a lack of

Indonesia, included both employees and hiring

company loyalty as their next biggest concern. This

decision-makers.

is in stark contrast to their Thai and Indonesian counterparts where 26% and 33% of respondents

The latest findings indicate that respondents in

respectively feel the same way.

these countries agree that job-hoppers are those

• Engagement is key—devise new ways to keep your employees engaged, make them aware of organisational achievements and foster a culture of innovation and collaboration.

• Stay up to date and understand what employees

who stay in their company for less than one year.

truly want—whether it is flexible working

However, this may not be as consequential on a

policies, giving back commute times or focusing

talent's job-seeking attitude as before. Across the

on mental health and well-being. Conducting

region, most respondents indicated that they would

staff pulses can help your organisation to better

consider leaving a role held for less than 12 months

understand what benefits your employees want.

if a better opportunity arose with almost three • Focus on mental health and well-being—the

quarters indicating that they would be ‘somewhat

pandemic has affected everyone on the planet,

likely’ or ‘very likely’ to leave their organisation.

ensure that your organisation is dedicated to

In the past, if a candidate’s CV showed a short

Overall, opinions towards job-hoppers remain

supporting employees and finding ways to be

tenure or was seen to be changing jobs frequently,

divisive, with some concerned with their resilience

more flexible during this time.

it was seen as a red flag by many in talent acquisition.

to remain in their job when faced with challenges

The report indicates that nowadays, it may not be

whilst others view them as more resilient to

as much of a red flag as before with most hiring

changes in the working environments. Despite

managers in Southeast Asia holding a more neutral

mixed opinions, most hiring managers valued

impression of job hoppers with the exception

job-hoppers for their diverse experience which

of The Philippines where 64% of managers view

would enable them to bring different perspectives

them positively.

to the company. n

• Embrace the Gig Economy—with a vast, highly-skilled and specialised workforce readily available to be tapped into, your organisation may want to consider the possibility of using contract staff to work on projects.

9

HR NEWS INTERNATIONAL NEWS

International News Top companies behind on climate goals

the measures required to avoid the most damaging effects of climate change. The report concluded that

Australia resumes business travel for double jabbed

According to the New Climate Institute’s 2022

if all strategies that are in place were implemented,

Australia announced that it will fully reopen its

report—the Corporate Climate Responsibility

it would reduce emissions by 40% and not the 100%

borders to fully vaccinated visa holders including

Monitor, only three of 25 global companies surveyed

implied by ‘net-zero‘.

business travellers, tourists and other visitors

are committing to deep decarbonisation across 90%

from 21 February. The reopening comes as

of their full value chain emissions, whilst others are

The Monitor noted that many of the surveyed

welcome news for many sectors including

failing to change quickly enough.

businesses displayed good practice examples for

international businesses.

target setting and had implemented ways of reducing The report analysed the firms’ publicly stated

their emissions that other companies may look to

environmental strategies aimed at reducing

bring about their own ambitious targets. The report’s

greenhouse-gas emissions in order to reach net-zero.

author—Thomas Day, noted that companies could

This contentiously included emissions generated

further demonstrate their climate leadership by

both upstream and downstream created by activity

prioritising climate change objectives and engaging

that is indirectly linked to a company. This includes

in constructive dialogue to share knowledge

those generated by contractors, logistics and even the

on good practices.

electricity used by consumers to charge their devices.

The report summarised that businesses will play As consumers and the workforce continue to mount

a central role in the mitigation of climate change

pressure on businesses to do more to reduce their

and that organisations should continue to innovate

environmental impact, the study highlights that the

and commit to finding and scaling up solutions

“If you are double vaccinated, we look forward

organisations' 2030 targets are falling well short of

for deep decarbonisation. n

to welcoming you back,” Prime Minister Scott Morrison said.

Australia shuttered its borders in March 2020 barring most foreigners and business travellers from entering the country in order to combat COVID. It was only in December last year that some skilled migrants and other visa holders were permitted to enter the territory.

Speaking at a press conference Morrison said that once the borders reopen, those entering Australia would need to present proof of vaccination.

Unvaccinated business travellers who have a medical exemption will need still need to apply for permission to travel and, if successful, will be required to undergo quarantine at a hotel and will be subject to state and territory requirements.

The announcement will give certainty to the tourism and business sectors and allow them to start planning, hiring and preparing for the reopening. In 2018-19 travel generated more than AU$ 60 billion for the Australian economy and employed more than 660,000 people in tourism related industries. n

10 HR MAGAZINE SPRING 2022

INTERNATIONAL NEWS HR NEWS

MSKs most costly for multinationals A report by MAXIS Global Benefits Network

How HR can help combat MSKS

(MAXIS GBN) has found that musculoskeletal

• Create access to virtual and telemedicinebased solutions so employees can access physical therapies at home—helping to reduce absenteeism and improve productivity.

(MSK) conditions are the costliest claims driver for multinational employers. Despite the global impact of COVID-19, MSKs accounted for 12% of private medical claims costs ahead of respiratory diseases (11.5%) according to MAXIS GBN’s analysis of private medical claims.

• Provide ergonomic furniture to employees who are working from home.

On average, surgeries and procedures for MSK

• Promote a healthy lifestyle – encourage employees to increase their daily movementrelated activities or holistic lifestyle practices such as yoga which can improve posture and prevent MSK related decline.

conditions cost US $629 (HK$4,900) per member per year compared to an average of US $615 (HK$4,800) for all other conditions. Almost half (48%) of the total amount paid under the MSK category was for chronic issues of which the majority were for back disorders

Certainly, better use of dedicated preventative Dr Leena Johns, Head of Wellness at MAXIS GBN

measures and programmes such as physical

said, “MSK conditions remain a major challenge

environments, we may find that MSKs continue

therapy, could have a significant cost reduction

for businesses of all types, affecting employees’

to rise in 2022 and beyond. The fact that MSKs

for multinationals and lead to improvements for

health, productivity and adding significant cost to

are the biggest cost driver shows the need for an

employees. There are a number of solutions above

medical policies and programmes. With the shift to

effective and dedicated approach to better care for

businesses could consider to better care for their

working from home and poor ergonomic working

employees with MSK conditions.”

people and tackle their biggest cost drivers. n

11

HR NEWS HR EVENTS

HR Events MARCH 15

22 – 23

HR Exchange Live: HR Corporate Learning Spring

Asia Future Workplace Summit 2022

Organised by HR Exchange Network

Organised by 3novex Asia

Venue

Online

Venue

Online

Website

https://www.hrexchangenetwork.com/events-corporate-

Website

https://www.3novex.com/asia-future-workplace-summit-2022

Email

18

contact@hrexchangenetwork.com learning-spring

Email

25

|

conferences@lrp.com

|

LIVE

LIVE

HR Magazine Conference: Guide to Blockchain, AI and HR Tech HR Magazine: Redefining the Employee Experience

Speakers: Cassady Winston, Floyd E. Newsum III, Florence Mok & Florence Tsang

Speakers: Philip Lee, Winnie Tsien, Francis Chan & James G. Linacre Organised by HR Magazine

Organised by HR Magazine

Time

11:00am - 11:45am (HKT)

Time

11:00am - 12:30pm (HKT)

Email

poppy@excelmediagroup.org

Email

aamir@excelmediagroup.org

Venue

Online

Website

https://hrmagazine.com.hk/event/redefiningtheemployee

Tel

+852 2736 6339

experience/

Venue

Online

Tel

+852 2736 6339

APRIL 22 – 23

05 – 07

HR Exchange Live: HR and Future of Work 2022

Health & Benefits Leadership Conference

Organised by HR Exchange Network

Organised by Human Resource Executive Magazine

Venue

Online

Venue

Las Vagas, USA

Website

https://www.hrexchangenetwork.com/events-hr-and-

Email

conferences@lrp.com

Email

contact@hrexchangenetwork.com the-future-of-work-apac

12 HR MAGAZINE SPRING 2022

Location

ARIA resort & Casino

Website

https://www.benefitsconf.com/

HR EVENTS HR NEWS

22

|

LIVE

24 – 25

HR Magazine: Transforming talent through psychology and technology

HR Exchange Live: HR Tech Live APAC 2022

Speakers: Yoke Wah Yap, Steven Ng, Kit Lam, Neil Cowieson, & James G. Linacre

Organised by HR Exchange Network

Organised by HR Magazine Venue

Online

Website

https://www.hrexchangenetwork.com/events-hr-tech-

Email

Time

2:30pm - 3:30pm (HKT)

Email

aamir@excelmediagroup.org

Venue

Online

Tel

+852 2736 6339

contact@hrexchangenetwork.com apacevents-hr-tech-apac

JUNE 17

|

CONFERENCE

HR Magazine Conference: Kickass L&D Organised by HR Magazine

26 – 28 Wellbeing @ Work Summit Asia 2022 Organised by FOW Insights Venue

Online

Website

https://fowinsights.com/event/wellbeing-work-summit-asia-

Tel

+44 0 1273 741505

Email

contact@fowinsights.com 2022/UK

MAY 10 – 13

Venue

Hong Kong

Email

aamir@excelmediagroup.org

Location

TBC

Tel

+852 2736 6339

SEPTEMBER 20 – 21

HR Tech Festival Asia 2022 Organised by HR Asia

Digital Innovation in HR & Workplace Management Organised by Terrapinn

Venue

Venue

Suntec Convention Centre, Singapore

Website

https://www.terrapinn.com/exhibition/hr-learning-show-asia/

Singapore & online

Location

SUNTEC SINGAPORE CONVENTION & EXHIBITION CENTRE 1

Website

https://www.hrtechfestivalasia.com/

RAFFLES BLVD, SINGAPORE 039593

Location

1 Raffles Blvd, Singapore 039593

Email

laura.pickard@terrapinn.com

13

HR NEWS HR MOVES

HR Moves Rachael Sullivan

Kandy Lui

Yukiko Hiizumo

Vice President, Human Resources.

Executive Director

Global Head of Early Careers

CWT

HKIHRM

Dyson

Rachael Sullivan will be the global HR business

The Hong Kong Institute of Human Resources

Yukiko Hiizumo joined Dyson in February 2022

partner for CWT’s Finance and Commercial

Management (HKIHRM) has appointed Kandy Lui

as Global Head of Early Careers. Hiizumo is

teams in her new role as Vice President, Human

as Executive Director.

responsible for attracting and hiring internal talent along with driving empowerment,

Resources, helping them to further strengthen their Lui has been with the Institute for almost ten

de velopme nt and equality in an inclusive

years. In her previous position as Head of Member

environment for graduate talent across the globe.

With more than 20 years in HR leadership roles,

Services & Programme Management, she played

She is responsible for the end to end recruitment

Sullivan has extensive experience in designing

an instrumental role in enriching the Institute’s

process, screening talents, conducting interview

and delivering transformative strategies, building

services and broadening its membership base.

assessments, feedback sessions and negotiations

organizational capabilities, and enabling inclusive

With her passion to serve the HR community and

with candidates. Dyson employs over 13,000

and highly engaged cultures. She has held roles at

understanding of members’ needs, she is poised to

people in more than 80 countries and is recognised

Medtronic, most recently as Senior HR Director. She

lead the Institute into the future.

as a pioneering leader in electrical consumer

organisational capabilities.

products, commercial lighting and hand dryers and

provided HR leadership across multiple sites in the

commercial air treatment.

US and Europe, as well as partnering with teams in

Lu i h as ne a r ly 2 5 y e a r s o f e x p e r i e n c e i n

various Asia Pacific markets including China. Prior

membership services, event management,

to Medtronic, Sullivan was at Accellent and Boston

a n d c o r p o r a te c o m m u n i c a t i o n s. P r i o r to

Prior to joining Dyson, Hiizumo was the head of

Scientific Corporation.

joining the HKIHRM, she held a key position

graduate and campus recruitment across Asia

in the membership division at the Federation

Pacific for Philips, UBS and Barclays.

Sullivan has a Bachelor of Applied Science (B.A.

o f H o n g Ko n g I n d u s t r i e s. L u i g r a d u a te d

Sc) degree in Psychology from the University of

from the Hong Kong Polytechnic University

Minnesota in Duluth, Minnesota.

and holds a Bachelor of Arts degree.

14 HR MAGAZINE SPRING 2022

HR MOVES HR NEWS

Stephane Voyer

Frederique van de Poll

Federico Quinto

Senior Vice-President Human Resources

Global Head of HR

Head of Human Resources Asia, Executive VP

Parfum Christian Dior

Dropsuite

Lombard Odier Group

Louis Vuitton Moët Hennessey (LVMH) Group, the

Dropsuite has appointed Frederique van de Poll

In February 2022, Federico Quinto was promoted

global luxury fashion conglomerate, has announced

as its new Global Head of Human Resources to be

to Executive Vice President after four and half

the appointment of Stephane Voyer as Senior Vice-

stationed in Singapore. Van de Poll will oversee

years with the Group. Quinto oversees the day to

President Human Resources of Parfum Christian

the company’s global HR operations as well as

day HR operations across the Asia Pacific region and

Dior, effective February 16 2022.

driving the company’s talent expansion. “I am very

is a member of the Asia ExCo. Lombard Odier is a

excited about this new journey with a wonderful

Swiss-based global wealth and asset management

Voyer will report directly to the President and

team,” shared van de Poll. Dropsuite is a cloud

company headquartered in Geneva since 1796. The

CEO of Parfum Christian Dior, Laurent Kleitman,

software solution that enables global businesses and

Group has over 25 offices across key jurisdictions

and will be a member of the Executive Committee

organisations to easily backup, recover and protect

including Hong Kong, Singapore and Tokyo and

of Parfums Christian Dior. Voyer will oversee the

their important business information enabling them

employs 2,610 people.

HR operations of the maison, leading the way in

to focus on delivering what they do best.

Previously, Quinto was responsible for recruiting

executive development, career management, talent Prior to joining Dropsuite, van de Poll was the

private bankers, investment specialists, front office

Global Head of HR for Gravity Supply Chain in

leaders and executives to support the Group’s

Voyer has been with LVMH for 14 years. Prior to his

Hong Kong and also held roles at Hollandse School

strategic developments. Prior to joining the Group,

latest position, Voyer held notable positions within

Singapore as the HR Manager and was an HRBP at

he headed strategic recruitment across southern

the group including SVP HR for LVMH Japan, SVP

the Dutch Ministry of Health. Van de Poll holds a

Europe and the Middle East for Credit Suisse.

Global Human Resources for Moët Hennessey and

master’s and a bachelor’s degree in Organisational

SVP, Global Talent Management for the Group.

Psychology from Utrecht University.

leadership and succession planning.

Prior to joining LVMH, Voyer held leadership roles at Pierre Fabre and Procter & Gamble.

15

HR NEWS HR IN NUMBERS

HR in Numbers

800 million jobs globally that will be

25% businesses thinking of

automated by 2030

departing from Hong Kong

Raymond Yip, Partner, Zeroth.AI at

AmCham 2022 Business

Techsauce Global Summit

Sentiment Survey

47%

82%

workers valuing health as top-

Hong Kong Gen Z feel pressured to

Mojodomo ESG White Paper

McCann Worldwide Group

personal concern

be constantly busy

5.08% 2022 average salary increase in Asia Willis Tower Watson Salary Budget Planning Survey Report

2/3 organisations perform well in

creating diverse and inclusive work environments

Deloitte Global Millennial Survey 2021

16 HR MAGAZINE SPRING 2022

HR IN NUMBERS HR NEWS

47%

65%

46%

millennials think businesses have

satisfied employees will seek

businesses expect better

Deloitte Global Millennial Survey 2021

Mojodomo ESG White Paper

JobsDB Hiring, Compensation

positive impact on society

new job this year

job market in 2022

& Benefit Report

74%

1/3

HR professionals believe employee-

APAC workers have experienced

employer relationships are improving Mojodomo ESG White Paper

11.7% board seats held

burnout

by women in Asia

Instant Offices Digital Demand Tracker

Deloitte - Women in the Boardroom A Global Perspective 2022

17

Building Back Better Pandemic shifts HR narrative

COVER STORY

Two years ago, Covid-19 changed the world of work in ways that none could have predicted. As the pandemic begins to subside, we examine HR’s role in tomorrow’s working world and explore how businesses can embrace the lessons they have learnt to successfully manage the workforce of the future.

Not since Henry Ford pioneered the way of the

75% of employees report being satisfied with their

The Rise of a New Generation

five-day, 40-hour workweek in the 1920s has the

jobs, 65% of those satisfied employees are looking

The rise of COVID also came at a time when a

world of work had the opportunity to reset. The

to move to greener pastures. Honnus Cheung,

new generation of workers began to enter the

nigh-on century-old tradition held fast through

Chief Strategy Officer, Mojodomo, commented,

workforce—Gen Z. Though the pandemic has

the ebbs and flows of the twentieth century into

“This discovery was quite surprising. I think one

taken a toll on all, it is Gen Z who are most at

the twenty-first, that is, until COVID hit the

of the main reasons is that young talent, especially

risk of feeling the effects of the past two years.

scene. Two years ago, the pandemic induced

millennials and Gen Z, their values are different.

In Hong Kong, 82% of Gen Z feel pressured to be

a mass societal reset—forcing businesses and

They are of the mindset ‘if I have got the talent,

constantly busy—the highest number globally.

employees the world over to reconsider how they

why should I only work for one company, why

ADP’s People at Work 2021 report noted that

operate, how they approach work and to realise

not several?’” Microsoft’s Work Trend Index also

the biggest stressors for Gen Z in Asia Pacific are

the workplace of the future.

discovered that 46% of the workforce is ready to

family and career pressures. Microsoft similarly

move due to remote working becoming the norm.

noted that globally, Gen Z along with women and frontline workers, are at risk of being disengaged

Employees are being compelled to rethink every preconception they have towards work, from

Yet, organisations too have had moments of

from the workplace with 60% of Zoomers

how they go about it, the skills they have to their

clairvoyance, from how to entice talent to how

indicating they are struggling to get excited about

career path and to throw them out the window.

to achieve operational needs whilst embracing

the work they do.

For many, the pandemic has bought a sense of

dynamic ways of working. Never before has HR

COVID clarity, changing their attitudes towards

and businesses had the opportunity to innovate

After two years of reduced business travel and

their employers and where they work. According

and wipe the slate clean whilst having the state-

having suffered through restrictions that have

to MojoDomo’s ESG White Paper, even though

of-the-art technological resources to do so.

impeded daily business activities, it is now

19

COVER STORY

obvious that there are a number of pandemic

themselves. As such, they are increasingly

relationships. Going forward, maintaining a

induced changes that are here to stay, namely

becoming inclined towards the idea of ‘lying

strong sense of engagement will continue to be

hybrid learning and working. An overwhelming

flat’—people should not overwork and instead be

a key theme that HR professionals will have to

70% of the global workforce want flexible

content with more attainable achievements.

tackle in more ways than one. Undoubtedly, this

remote work options to continue according to

will be felt across organisational CSR policies.

More than profits

Unsurprisingly, 98% of the workforce now expect

As the pandemic lead to an increasingly remote

the organisation they work for to make a positive

Gen Z has indicated that they are no longer willing

and non-conventional workforce, a surprising

impact on the world, whilst 92% of employees

to accept the traditional way of working from the

discovery is that almost three-quarters of HR

agree that their organisations’ CSR policies

office. Deloitte’s Global Millennial Survey found

professionals believe that, despite the distance, the

should be relevant to their own. Given only half of

that Gen Z is less likely to want a return to the

pandemic has strengthened employee-employer

Gen Z and millennials believe that organisations

Microsoft’s Index.

office than their older colleagues and 22% of

are a force for good and that they have a positive

those surveyed would like to work in the office

impact on society, there remains work to be done

less often. Additionally, they are also rejecting the

to improve these sentiments.

traditional nine-to-five culture and are instead opting for contract or part-time roles often citing

Cheung noted, “What is needed, is to align

burnout and lack of work-life balance as a top

your employees with your company’s purpose.

factor in their decisions.

Organisations need to consider the bigger picture, that is, in what way does the work they do

Noticeably, in China, the sentiment is echoed.

benefit, contribute to or influence society. Once

China’s Gen Z have shown a growing reluctance to

they have figured that out, business leaders then

enter the rat race with little desire to work under

need to communicate clearly to their employees

the notorious ‘9-9-6’ culture. The ‘9-9-6’ way of

the benefits they are bringing to the table. When

life that many aspiring tech workers have endured

they do that, it helps employees to buy into the

is in fact illegal, with the Chinese government

business’ agenda and mission statement. It makes

taking a hands-off approach to enforcing the

them feel connected to causes that are important

nation’s standard working hours. As a result,

not only to society, but to the business as well.

China’s Gen Z are ill convinced that hard work

Businesses can no longer afford to be swayed only

pays off and see little reward in exhausting

by investors and shareholders, they need to view

20 HR MAGAZINE SPRING 2022

COVER STORY

things from a multi-stakeholder perspective—one

Across Asia, the biggest causes for concern

arrangements whilst in Asia, especially Hong

that includes investors and shareholders, but also

noted by employees were personal healthcare,

Kong, salary and benefits remain the top priority

employees, suppliers and their wider community.

personal financial situations and mental health

for job seekers. HR can leverage the vast amounts

Doing so is more holistic and showcases that

and well-being. Generally, employees begin their

of data available and profit from them by building

the business is driven by more than their

working lives valuing personal finance as the most

granular, localised benefit packages. By doing

profit margin.”

important benefit and healthcare the least. It is

so, HR can shift the war on talent in their favour

worth noting that this transgenerational finding

not only by attracting talent but by retaining

As HR takes on an increasingly central role in

applies to all those currently in the workforce

them as well.

corporate CSR, the top-ranked areas that require

with the exception of Gen Z who weigh them

prompt close attention include:

as equally concerning, with climate change and unemployment rounding out their top three.

1. Employee well-being policies

A focus on sustainable and social causes can

2. Environmental sustainability policies

no longer be ignored. Challenging as it may to

3. Community engagement & philanthropy

strike a holistic balance between employee and

4. Diversity & inclusion

organisational needs, HR should take sincere, authentic actions that speak to the entire business community. Prioritising employee concerns helps

Shifting the HR Narrative

Nevertheless, there are still challenges faced by

to address levels of engagement whilst at the same

As the world begins to adapt to living with

HR practitioners when it comes to implementing

time showcases organisational commitment to

COVID, HR may find themselves asking—where

CSR programmes including time constraints, lack

the bigger picture. Businesses that have already

do we go from here? The answer, as proposed by

of awareness and difficulty in creating compelling

begun to focus on social and sustainable causes

Johnny C. Taylor Jr., CEO and President of the

content. Should firms fail to undertake work

are more attractive to younger job seekers and

Society for Human Resources Management is

on these areas, it may result in an outward

are also ensuring that their existing employees

simple, forget everything you thought you knew

flow of talent as well as an inability to attract

are re-energised and committed to the longevity

pre-pandemic. The pandemic has given HR

the next generation of skilled workers which

of their business.

and businesses alike the opportunity to renew their sense of purpose, rediscover their cultural

further damages their reputation as an employer of choice.

When calibrating a holistic benefit package

identity and innovate pathways that will attract,

of the future, HR needs to better understand

retain and cultivate highly skilled talent.

Get your priorities straight

what it is their workforce wants and should

As the pandemic continues to unplug and plug

find ways to provide flexibility across benefits

Innovation will be most crucial to an organisation’s

back in, HR professionals should likewise be

and generations. HR professionals responsible

and HR team’s success in the future, recycling the

aware of shifts in employee concerns that have

for multiple jurisdictions need to be aware that

same ideas over again will not do. Each pillar of

occurred. Pre-pandemic, most employees in Asia-

each location under their purview requires an

HR needs to be recalibrated to determine its

Pacific would view their compensation package

independent analysis of the benefits sought by

role in organisational and talent development.

as the most important job concern along with

employees. In Europe and the US, for example,

Taking the future of recruitment as an example,

healthcare and pensions. Nowadays, employees

there is a preference amongst employees to seek

instead of focusing on academic achievements

have recalibrated their priorities.

out organisations that cater to flexible work

and previous work experience, Talent Acquisition Specialists should orient themselves towards candidates that have a flexible, varied skillset along with a niche set of specialised skills that can be utilised across departments and locations in order to complete workflows whilst maximising outcomes.

For many recruitment professionals, there is a sense of hesitancy when it comes to sourcing this talent despite the pandemic dissolving the talent pool like never before. No longer bound by geographical constraints, limited technology or a technophobic workforce, the talent pool of today can be found anywhere, not just within a few kilometres of the office. Once organisations fully realise their global capability to access diverse, innovative ready-to-work talent can they then begin to move towards embracing the technological and generational shift that the pandemic has brought about.

21

COVER STORY

Tips for cultivating

4

transgenerational

Redefine culture

Prioritise rebuilding social capital and culture – provide employees with time to spend with their co-workers through whatever resources are available. Increasing the

frequency of one-to-one conversations

engagement

without specific agendas will help to deepen relationships. Additionally, more frequent recognition of shared social occasions

celebrating team members from time to time will empower and motivate employees.

1

Empowerment

Create a plan to empower people for

extreme flexibility - HR should identify

5

opportunities that will empower their

workforce. In order to make motivational

their own pace and style. Pay attention to

programmes successful, HR should

what each generation prefers and create

first eliminate factors that are causing

policies that are flexible though in line with

dissatisfaction amongst employees then

organisational objectives.

2

bridge the physical and digital worlds

find ways to give employees a voice to help reshape the culture from the ground up.

6

- A virtual campus can easily connect

not use them merely as an image tactic. HR leaders

workers are able to enjoy remote benefits

should promote authentic, sustainable social

whilst organisations remain capable of

causes whilst ensuring access and participation

supporting employees in whatever work

across all levels. Focus on the positive impact the

environment they choose.

the stressful and unusual circumstances

that each level is experiencing, starting at

the top. Leaders should proactively create a transparent culture of safety with clear

coordination and communication between management and employees. This could

include strategies for fatigue mitigation on

the job, providing staff with enough time to get sufficient rest or establishing out-ofhours communication bans.

22 HR MAGAZINE SPRING 2022

should consider promoting their brand’s activism

activities and causes they are passionate about and

that mirror those available in the office,

Combat exhaustion from the top - recognise

Be sincere, be authentic and be actionable – leaders

new generation. Business leaders should engage in

creating virtual spaces and resources

Preventative measures

Authenticity is key

to bring greater organisational awareness to the

the physical and digital workspaces. By

3

compete for the best and most diverse key factors that will motivate the entire

workflow whilst trusting them to do so at

Invest in space and technology to

Rethink the employee experience to

talent – diversity, equity and inclusion are

workers to take ownership of roles and

Bridging space

Diversity

organisation contributes to society to help attract and retain talent.

7

New metrics

Redefine metrics – traditional metrics such as overtime and sick days no longer apply to the

decentralised workplace. Technology can help

leaders to track both qualitative metrics such as focus groups, or one-to-one feedback sessions

and quantitative measures such as pulse surveys

to create an objective, holistic analysis of how staff are feeling. Leaders may consider utilising online coaching and therapy resources to help provide mental health support

COVER STORY

Businesses can no longer afford to be swayed only That is not to say the working world of the

locations and generations, it is more

future is going to be without its challenges.

important than ever that HR ensures that

With boundaries blurred, navigating cross-

employees and teams are on the same

cultural teams whilst retaining an integrated

page. Updating policies, restructuring

sense of brand identity throughout shared

workflows, and capitalising on effective

global employee experiences becomes

communication tools are all strong ways

challenging, but not impossible. The reset

to effectively manage both in-office and

has caused HR to step back and examine what

stay at home employees. Furthermore,

kind of employer they want to be and the

maintaining transparency between team

type of talent they want to attract. Aspiring

members and enabling opportunities

to imitate organisations that seem to have

for communication through digital

come through the last few years unscathed

tools are proven ways to build trust and

is all well and good, but it is important that

invest in your employees’ success for

business leaders remember —what may work

years to come.

for one, may not work for the other.

Though hybrid work is not for every Managing a combined workforce

organisation or every team, there are many

The combined workforce of the future

benefits that it can bring to an organisation.

dictates careful, open-ended finetuning in

HR leaders that are responsible for

order to balance organisational and employee

remote teams should allow themselves

needs. In the past, there were major concerns

flexibility, be quick to change and be more

about how work is going to be done and

focused and thoughtful in e ve rything

by whom. In order to build back better,

they do. If in doubt, seek out best practices

HR leaders have an obligation to carefully

and leverage the knowledge of the wider

redefine the workplace to make it truly

HR community.

by investors and shareholders, they need to view things from a multi-stakeholder perspective.

twenty-first century and not just a hastily updated twentieth century 2.0.

E m p l o y e e s h av e p r o v e n o v e r t h e p a s t two years what the workplace of the

HR can expect to see attitudes continue

future can be like: agile, resilient

to evolve as more and more Gen Z enter

and remote yet, perfectly capable of

the workforce. Zoomers are notorious

exceeding expectations when they

for their sophisticated attitudes towards

synergise. Workers have responded to

technology, lack of egocentricity, and their

the modernistic tools they were given

Honnus Cheung

highly entrepreneurial spirit. HR leaders

and have used them to help businesses

Chief Strategy Officer

should proactively seek to understand how

n o t o n l y s u s t a i n b u t t o t h r i v e . Mo r e

Mojodomo

to capture, engage and retain these talents

i m p o r t a n t l y, t h e y h av e t a s te d t h e

without forsaking their older generations.

unforeseen benefits that came along with hybrid working environments—

To successfully manage the workforce of

life without the commute, and there is no

the future, one that spans times zones,

coming back from that. n

23

HR FEATURES

“This is not about luck.

This is about preparation and communication.”

THE GOLDEN TOUCH How a Hong Kong retailer stays agile through supportive HR communications and technology Chow Tai Fook Jewellery (CTFJ) is a stalwart of Hong Kong high streets with a reputation as an ideas leader, ready to put technology to work for its goals. With 30,000 staff and a major manufacturing operation backing its retail frontage, it has outlets across East and Southeast Asia as well as in the United States.

Ivy Leung Global Chief Intellectual Capital Officer Chow Tai Fook Jewellery (CTFJ)

Ivy Leung joined CTFJ in early 2019, off a six-year

Leung, modestly passionate about recognising

stint as Head of Human Resources at Octopus,

the importance of every role in the company,

and before that, eight years in a senior HR role at

said, “I am thinking about not just human

Langham Place Hotel. Treading gently but with

resources, I am thinking about the lives of

a crystal-clear vision, she immediately re-defined

those 30,000 employees as much as about the

her role as Global Chief Intellectual Capital

work because nowadays, especially for young

Officer at CTFJ to reflect her HR ethos, “We

people, they are not talking about the work.

shouldn’t treat people as mere resources of a

They are saying they want to have a fruitful and

company. We are not electricity; we are not

performative life.” There is a complete spectrum

water. We each have our intellectual capital, our

of employee needs to be considered and Leung

potential. A job description can’t define what we

cited one example of a young staff member in

can contribute.”

the company’s Mainland China operations, who owned a handful of properties passed to her by ageing grandparents and parents and so, “needed a job, but didn’t need money”. In other cases, employees may be the sole breadwinners for families. Leung noted, “Even if employees don’t possess assets like a flat or a car, the way younger colleagues look at life is really very different to traditional viewpoints.”

Whole-person commitment The trust and respect that CTFJ shows its staff is paid back with a readiness to engage in longerterm thinking. Leung waxed, “If we think people can do more than they realise this is so beautiful.

Rather than just think about the business, think about how can I contribute to the company, the community, and my colleagues as well.”

24 HR MAGAZINE SPRING 2022

HR FEATURES

This combination of respect and expectation creates a space in which all employees—or colleagues, as Leung resolutely calls them—can make a fuller and more satisfying contribution to the company. CTFJ operates an ‘encouragement system’ in which innovative suggestions within each business unit are rewarded, generating ideas to go forward to a company-wide scheme that delivers both recognition and handsome cash

“We shouldn’t treat

rewards, while enabling the company to draw productively on its full intellectual capital.

Three keys

to intellectual capital management

Leung is passionate about putting technology to work in the organisation, but always in the service paperless journey: from the job application, to the interview, to onboarding, and for the whole

She explained, “Technology enables us to

not ‘work-life balance’.

all the outcomes, the inputs and outputs

review the workflow, all the touch points,

She posited, “Say I am a

[but] technology is only a tool, for us to

to work, I am still a mother.

recent project that consolidated the many

the employee, and still part

single platform, an app that all employees

mother—when I come back

communicate.” She cited as an example a

When I am off-duty, I am still

different online employee functions into a

of CTFJ. We cannot split

install on their phone.

2. Total Quality Management (TQM):

Leung, a firm advocate of TQM

a company. We are

journey, all the employee’s interaction with the

1. Work-life integration:

ourselves.”

resources of

of the frontline, especially for what she calls “a

company must be on one single platform.”

Leung stresses this is

people as mere

Targeted technology

The software was put together by SAP, and Leung is clear about why CTFJ partnered with

not electricity; we are not water.

We each have our intellectual capital, our potential.”

the global enterprise software giant, noting the breadth of its customer base, which she says ensured that the jeweller’s many different

Looking back on her three-year journey with

functional areas were deeply understood and

the whole architecture of our

CTFJ, Leung is direct about the company’s

catered to in one single, centralized platform.

good fortune to be in an industry that has

TQM, because we

Leung said, “Globally, there are not that

but she also credits its nimbleness during the

many suppliers can connect the dots like that,

period, saying, “This is not about luck. This

because SAP is not just a platform for HR, with

is about preparation and communication.

traditional strength in Enterprise Resource

As we have a factory in Wuhan, in late 2019, we were

Planning (ERP) and finance.” She added, “It

aware of the condition there and quickly postponed

was one of our key considerations that there be

several large functions planned for Chinese New

a path to expanding beyond just one function.

Year. By the end of January, we had already

We could rely on SAP knowing about trends,

secured 60,000 masks, at a very low

say in performance appraisal, and we got more

price. We kept agile, and asked colleagues

than just a 360-degree approach, with a function

to purchase all available masks on the

to receive requests from various parties.” This

web. Then by May, we had established our own

focus on agility means that Leung is eager to

mask production line.”

explained, “When I design

people strategy, I go back to need structure.”

3. Technological Innovation: Leung urged nurturing

mindsets that are open to

technological opportunities.

As an example, she pointed

to an initiative offering more leave days for external

studies—one that only

accepts e-applications.

come through COVID-19 relatively unscathed,

see an expanded role for SAP’s systems within the company. Such an integrationist approach

Leveraging this agility has allowed the Group

to technology also helps break down the silo

to continue to grow and prosper—embracing

mentality that so easily develops in departments

change and making adroit use of communication, underpinned by technology. n

and functions.

25

HR FEATURES

Leading with inspiration How Rosewood Hotel Group is fostering innovation, paving the way for the next generation

On a sunny afternoon, HR Magazine sat down with

priority to existing associates. Additionally, we are

Rosewood Hotel Group’s Global Talent Attraction

leveraging a task force assembled of the best of the

& Inclusion Leader, Ricky Cheung and Elizabeth

best from our hotels across the globe that go to

Ng, Talent and Culture Executive – Employer Branding to find out more about the work that is

Our culture stems from

We are also disintegrating jobs—breaking them down and examining how we can hire based on

being done to build Rosewood’s talent and culture of the future.

different hotels to share their expert knowledge.

nurturing and growing

skills and tasks that will be needed in order to fulfil that requirement.

“Globally, we are at 10,000 people right now and we plan to double that in the next three – five years” commences Cheung. An ambitious feat

relationships with one

that one should find intimidating yet, with a youthful glint in his eye, Cheung exudes a sense of excitement on this impending mass recruitment

another, it is in our DNA.

exercise. “It’s an extremely exciting time to be with Rosewood right now, we are in the fastestgrowing phase in our history,” he continued.

Attracting such a high number of talents is no

Ricky Cheung

easy feat, but Cheung draws attention to how he

Global Talent Attraction

Externally, we are looking at how to engage talents

and his team are rising to the challenge. “We are

& Inclusion Leader

of the future. One of the ways we have done that

looking at it from two perspectives: internally and

Rosewood Hotel Group

is by investing in our graduate pipeline. Last

externally. Internally, we are promoting internal

summer, they had the opportunity to spend time

mobility, making our postings online and giving

with our senior business leaders who taught them

26 HR MAGAZINE SPRING 2022

HR FEATURES

the ins and outs of running a hospitality company and they were required to prepare a business proposal—taking onboard all they have learnt, to launch a new hotel anywhere in the world.

Moreover, we have a new programme called ‘Rosewood Academy’ which is a wholly in-house developed talent development programme. This online learning platform incorporates on-the-job training, shadowing and mentoring and enables it to happen across all levels of the organisation, which lets associates get to where they want to go,” he shares.

Cheung continues by letting on his thoughts as to why people want to join Rosewood. “At Rosewood, our culture stems from nurturing and growing relationships with one another, it is in our DNA, that’s what makes our people excited to be there.

As a result, we are undergoing a complete global

Cheung also comments on how his team inspire

Cheung ends by refocusing on the path Rosewood

revamp of our employer branding campaigns

creativity amongst the group’s associates.

is paving for the future. “In the near future,

and how we can ensure that every aspect of the

“Something we innovated was the ‘Next

I am excited to see how social impact is going

employee experience resonates with this.

Generation Committee.’ This programme allows

to change the way we do business. We are

associates to work with the CEO and other senior

going to be more focused on sustainability

Ng reveals some of the cultural highlights that

leaders and exchange two-way feedback. It gives

and community resilience, which is to say,

she has discovered from working with the group.

them the opportunity to brainstorm different

empowering underrepresented communities to

“Rosewood fosters this positive and creative

ideas and roll out different initiatives. It also

have access to resources so that they can engage in

work environment that caters to everyone from

allows our leaders to better understand the next

more employment opportunities.” n

all backgrounds no matter which level they are

generation and take onboard their perspectives on

at. As the company is constantly expanding

what areas of the company need to be improved

and growing, there is always plenty of room for

upon.” Ng furthered, “Our leaders are more

personal growth. There are plentiful opportunities

open-minded as a result, it allows for transparent

to rotate and meet teams from all over the world,

conversations to happen. This gives the people full

allowing us to make our own individual journeys

context of where the company is heading and each

of self-discovery. There is also this great

and every one of us can play our part in realising

understanding when it comes to flexibility.

that vision.”

Working remotely has really helped to

Managers and team members are very accommodating when it comes to working

In addition to attracting, cultivating and inspiring

remotely has really helped to create that

future talent, Ng nods to how Rosewood’s next

sense of freedom and empowerment,”

generation of leaders will be different from

Ng noted.

others. “They are digital natives; they are agile and able to adapt easily to new circumstances.

create that sense of freedom and

Aside from being a flexible and empowering

They are passionate about freedom which really

leader, Cheung observes a distinct cultural feature

gives them an edge when it comes to creating

that embeds a global sense of identity within

empathetic spaces and valuing employee input

Rosewood's teams. “The first thing we do in staff

which are key to building successful teams,” she

huddle each morning is to share exceptional

shared. Cheung added, “Their interpersonal skills,

stories with our associates from around the world.

especially talents that may start in hospitality, are

This story is shared by every hotel, on the same

like no other. Despite all the virtual conferences

Elizabeth Ng

day. This way, the entire organisation is able to

and interactions people still long for those

Talent and Culture Executive -

feel connected to one another and really cultivates

interpersonal relationships. That is why you see

Employer Branding &

this cultural mindset and starts our day off with a

so many ex-hospitality staff doing well in other

Employee Experience

high,” he explains. “There is this sense of magic

sectors, we nurture those skills by encouraging

Rosewood Hotel Group

that comes from working in hospitality compared

them to build personal relationships with our

to anywhere else,” he adds.

guests. This instils our culture into them.”

empowerment.

27

HR FEATURES

Breaking the ‘Bamboo Ceiling’ Western organisations are beginning to put Asians in senior leadership positions, but is it enough?

When Twitter recently named its new CEO, Parag

“When a person frequently socialises with

Agrawal, it joined an elite club of prominent US

ethnic groups other than their own, this person

organisations to have a South Asian in a prominent leadership position. Twitter now joins the ranks

When a person

of Adobe, Alphabet, Citigroup and Microsoft who have placed South Asians into senior leadership positions.

is more likely to be perceived as an inclusive leader who can bridge the values and interests of different ethnic groups, a characteristic central to

frequently socialises

leadership in multi-ethnic environments,” said Lu. Lu’s findings also applied to East Asians who were born and raised in the West which suggests

Tender Steps Yet, despite the US taking tender steps towards

with ethnic groups

level positions. This cannot be explained by job

upbringings may still predispose them to socialise more within their own ethnic group.

greater diversity, there are few companies in the West that feature East Asians in Executive

that even as native English speakers, their cultural

other than their own,

performance or qualifications. Based on statistics, Asian Americans have the lowest chance of rising to a management level when compared to

this person is more

other ethnic groups despite having the highest educational attainment.

likely to be perceived

This puzzling phenomenon known as the Bamboo Ceiling, first coined by author Jane Hyun in 2005, has been researched by Professor Jackson Lu of

as an inclusive leader.

the MIT Sloan School of Management. Professor Lu’s research found that ethnic East Asians such as

Beyond the US

Chinese, Japanese and Koreans are less likely than

Yet, it is not just American Asians who are being

ethnic South Asians, that is Indians, Pakistanis and

side-lined. Professionals of Asian descent are also

Bangladeshis to attain leadership roles in Western

being overlooked in other parts of the world. In

organisations predominantly due to their non-

the UK, the McGregor-Smith Review highlighted

assertive communication style.

that 25% of Chinese respondents and over 30% of Indians and those who belonged to other Asian

Lu’s latest research also highlights an additional

ethnicities reported that they were overlooked

mechanism that contributes to East Asians’ lower

for promotion due to their ethnic group. Though

leadership emergence: their higher likelihood of

Jackson Lu

a government survey found that people from the

networking within their ethnic groups. However,

Professor

Chinese ethnic group earned more on average

MIT Sloan School of Management

than White British people, they actually took

the same cannot be said for South Asians.

28 HR MAGAZINE SPRING 2022

HR FEATURES

home less when taking into consideration factors

talent development platform aimed to bolster

such as age, qualification and whether or not they

the Chinese talent pipeline and break the

were born in the UK.

bamboo ceiling.

An updated 2021 report from The Parker Review

by Big 4 firm EY, noted that out of 998 board positions across FTSE 100 companies that responded, 124 positions were held by ethnic minorities. Additionally, only five ethnic minority directors occupy CEO positions, all of whom were men—though the available data does not allow for granularity of different ethnic groups. The evidence is clear—despite corporate initiatives to bolster Asian representation, there has simply not been enough done.

HR’s Role in Breaking the Ceiling

Another way in which HR can help break the

Though the bamboo ceiling phenomenon may not

bamboo ceiling is to promote self-awareness

be as valid in Asia Pacific, there are still ways in which

within the workspace. Employees should be given

Human Resource professionals can promote and

opportunities to make themselves visible, take

Despite the lack of progress in achieving

foster a culturally diverse and inclusive workplace

pride and credit in their work and offer them a

greater representation or equal pay, it is worth

for all. Organisations may want to consider

chance to lead projects and propose new ideas.

noting that Asian underrepresentation has

creating networking opportunities for inter-ethnic

Engaging employees in workplace dialogue can

been on the minds of businesses for several

interactions, such as inter-ethnic mentorships

also help to address this issue.

years. PwC and Standard Chartered launched

and lunches. Mentors can guide teams members

a platform aimed at helping individuals of

and offer them advice, share cultural information

Cross-cultural

Chinese heritage reach the upper echelons

and teach each of them to relate in a culturally

also cultivate skills and to help translate values

of UK business. The cross-company Chinese

sensitive manner.

across cultures. n

leadership

programmes

can

HR FEATURES

Five tools for virtual moderation

By Ryan J. Warriner

Moderating an online presentation, meeting, or event can be tricky, as many of us have learned the hard way. If you are not adequately prepared, it can be a highly stressful and frustrating experience. “Overwhelming” is the term many have used to describe their experiences.

The Challenge It sounds simple enough on the surface… “Just triage the questions and comments as they arise” one might think. Unfortunately, it is much easier said than done. Especially when multiple notifications and questions come through simultaneously or better yet, when a participant forgets to keep track of their mute or unmute status and disturbances ensue.

So, what is the answer? How can we streamline the task of moderating to make it smooth, painless, and effective?

1. Align yourself First, take a moment to get on the same page with the presenter, speaker, or event leader before the event begins. You will want to know, of the many moderating responsibilities such as monitoring the chat, muting participants, responding to questions, and so on, which roles they would like you to oversee. Securing a firm understanding of expectations is crucial to successful moderation. Once you are on the same page, you can support the presenter most effectively without taking over their role.

Success Tools Unfortunately, there is no magical process or formula to ensure perfect moderation. However, through pooled experiences and research we have compiled five tips and techniques you can utilise to proactively curb the chaos and increase effectiveness.

2. Determine the interaction flow Together you must iron out the flow or process of addressing audience questions and concerns. Some presenters prefer to address questions from the participants themselves. Whereas others prefer to check in with their moderator periodically for questions. You might consider confirming if all questions are expected to be triaged and prioritised through you, the moderator. Or will the presenter address these themselves?

Ryan J. Warriner is a Professor of Communication, an Executive Trainer & Coach as well as a published author of The Effective Presenter: The Winning Formula for Business Communication (see page 52 for our review). With over a decade of professional communication experience and expertise, he has mastered the science of optimum communication, strategic direction planning, and powerfully effective presentation. Warriner has been researching, teaching, designing, and delivering presentations for over a decade.

He has developed an innovative, highly effective approach to navigating professional communication. He believes in systematic skill development to enhance confidence, optimise messaging, and master all levels of communication.

30 HR MAGAZINE SPRING 2022

HR FEATURES

3. Responding to questions Next, you will want to know whether participant questions are to be held until the end, at specific, built-in, time-points, or ongoing open throughout. This will help you to determine how and when to prioritise questions and comments.

4. Double check your settings Another great tip is to take a minute to review the web-conferencing settings as early as possible. Make sure that they are set to your preference. For example, you might not want the system to notify you every time someone enters or leaves. Features such as this may become difficult to adjust once the meeting and constant ‘dinging’ begins!

5. Set the tone Finally, the participants should be informed of their expected conduct during the beginning of the session.

For example, request participants early on to signal if they have a question by using the 'raise hand' feature before they unmute themselves and begin to speak. Many of us, if not most of us, are new to this virtual congregation world. Reminders and conduct instructions are very helpful to everyone because they remove any unease and confusion. Employing this strategy will set the table to receive the desired behaviour making your job of moderating more much manageable.

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HR FEATURES

Surveys useless in assessing WFH ability & engagement Working from home might be the norm, but it does not work for everyone. Christine Macdonald, Co-founder, The Hub Events and personal development expert, offers insight into how managers can work with employees to find the best fit for them.

With so many case studies and uncertainty over whether working from home is actually a good fit, it can be difficult for business owners and managers to determine what is the best course of action.

How can HR really gauge whether an employee is enjoying working from home?

The answer is simple, according to Christine Macdonald, Co-founder, The Hub Events, and it often gets lost in the wake of viral trends and industry sound bites - ask your employees what they think. She noted, "Working from home does not work for everyone. While some people love it, others often feel isolated and a bit lost. Even people with great skills can struggle to get work done effectively because their 2020 had a significant impact on work culture in

By the end of 2020, it looked like working

working environment at home is just not conducive

the UK and indeed globally. As the UK focus shifted

from home was definitely the number one

to concentration.

rapidly, industries and sectors were forced to

way to work across the country. Two years

change their way of working virtually overnight. For

on since the measures were first introduced

many, working from home became the new normal,

and the hype around work from home has

particularly in sectors where the move was already

calmed down, we are starting to see a shift in

happening in some capacity such as tech, finance,

employee attitudes.

development and marketing.

A recent work from home survey of 1,214 Despite some early road bumps, the move was

employees across multiple industries and

initially hailed as a welcome success and a chance

sectors reports that 27% of workers are

to tip the work-life balance back in the favour of the

“Discouraged Employees”— those who dislike

individual. A recent study found that employees

working from home but think their employer

have saved an average of £126 (over HK$1,300) on

is doing their best. 32% dislike working from

While case studies and surveys are great to gain a

commuting costs since the onset of the pandemic.

home but also do not think their company is

general understanding of employee thoughts on

But it is not just financial reward that employees

handling the process well. In the same report,

working at home, they are pretty much useless

have enjoyed. Another study conducted by

only 16% of employees said they loved working

when it comes to figuring out what is best on an

Microsoft in partnership with YouGov revealed

from home, while the remaining 25% believed

individual basis. Just because you can give them a

that 56% of surveyed workers reported an increase

that, while working from home is not for them,

great work at home set-up does not mean they will

in their levels of happiness working from home.

they support their company's actions.

be happy or productive.

32 HR MAGAZINE SPRING 2022

HR FEATURES

That is why it is so important to sit down and discuss their wants and needs. While this might take more time than a simple survey, you will have holistic actionable results that reflect not only the individual but your workforce as a whole.”

High ability

Working from home suits this person.

and reasonably private. They are not

their priorities and how to do their job. They are

home schooling, or dealing with other

working from home, do not let the hype impact

distractions. Their Wi-Fi is fast and reliable. They can easily access

all the information and people they need online.

They can work independently and are clear about comfortable doing meetings online. The lack of casual social interaction does not bother them.

They are able to replicate social interactions easily with digital tools such as video conferencing and instant messaging services.

Low ability

Low acceptance

This person has a poor working environment

Working from home does not appeal

quiet and comfortable to work. Their Wi-Fi

interactions with colleagues. They

at home. They might not have anywhere

your decision.

High acceptance

This person has a good home

working set up that is comfortable

When it comes to

Macdonald suggests using a scale or grid system as a first step towards assessing an individual's suitability to work from home. This grid system is the same used by the team at The Hub Events not only for their internal teams

could be slow and prone to disconnections.

They will have distractions from children,

pets, housemates. Their work might rely on

access to people and information that is not readily available online.

to this person. They miss social

might also need a lot of input or suppor t from people to complete work and this

is just more difficult when you are not in the same space. This person also hates video calls.

but also for their clients when it comes to training and development.

Christine Macdonald Co-founder The Hub Events

In terms of what HR should focus on with regard to working from home employees, Macdonald advised, “When it comes to working from home, do not let the hype impact your decision. Have a conversation with your employees to assess where they are personally and professionally - ask them about their working space, Wi-Fi, distractions and anything else that might get in the way of working well. Then ask them how enthusiastic they are about working from home, are they thriving or just about tolerating it. You might be surprised by what you find out.”

Macdonald summarised, “Remember, what works best for them will work best for you. Some of these issues are outside of your control as a manager, but if you have an open conversation you will at least know what your team members are dealing with, and you can take some action to help where possible. Make the time to ask how everyone is getting on, make positive changes where possible and everyone will benefit." n

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HR FEATURES

Tackling employee disengagement head-on Signs of employee disengagement: • Only the minimum Is the employee doing just enough to get paid? Are they just scraping by and not showing any initiative or rising to the challenge? Employee productivity can be a key measure that indicates an employee’s commitment to their role and organisation.

• On mute With remote working, it could be harder to spot disengaged or frustrated employees.

One thing to be on the lookout for is employees who refuse to turn their cameras or microphones on during virtual meetings.

This may signal an unwillingness to contribute to team projects and could be an early indicator that their sentiments are heading southward.

• Emotional rollercoasters Be aware of employees who exhibit

Employee mental health matters now more than

No change anytime soon

ever. The risk of ignoring employee disengagement

In Hong Kong, business leaders can expect that

and mental well-being is far too great for

employee sentiments will not change anytime soon

organisations. Many business leaders may choose

given the amplified restrictions bought about by

to ignore negative emotions and feedback in their

the fifth wave. Research conducted by Mind HK

workplaces whether due to social stigma, culture or

highlights that one in four Hong Kong workers

unwillingness. As a result, maintaining this attitude

suffer from depression or anxiety—2.5 times the

can be counterproductive and detrimental to staff

global average and almost three-quarters of the

and the future of the organisation.

city’s workers are unaware of any mental health

emotional extremes. One minute they are full of positivity, the next they are angry to be CC’d on an email. Though experiencing different emotions is completely normal, employees who show easy provocation to changing moods and overall negative attitudes can be a signs that their frustrations are rising.

• No yearning for learning

support programmes provided by their employers.

When an employee shows little interest

Employee anxiety levels are at an all-time high

As a result, employees, even those who are highly

in their self-development or learning new

with many feeling distracted as a result of changes

engaged are seeking greener pastures. This too is

skills, that is, they have no desire to grow,

brought about by the pandemic, weighed down

being echoed around the world with talent willing

then it is safe to assume that they will

with financial concerns and struggling to find a

to seek new opportunities if they feel their needs

not be willing to grow with the business.

balance between working from home and other

are not being met.

Online learning tools can track individual

responsibilities according to research conducted

development path progress which can

by Willis Tower Watson. However, less than half

The cost of having to replace talent could strike a

of employers have effectively applied benefits to

serious financial blow to many companies that are

match the current needs of the crisis.

hanging on by a thread. The Society for Human

34 HR MAGAZINE SPRING 2022

make for easier identification.

HR FEATURES

How HR can re-energise employees: • Recognition goes a long way Disengagement often stems from heavy workloads with little return.

Acknowledging employee efforts and appreciating the work they do will help to keep engagement levels high. When employees feel rewarded, they will be more motivated to go that extra mile.

• Ask the right questions Conducting staff pulses are all well and good, though if the questions do not get to the heart of what is causing employees to feel frustrated then it will be impossible to find ways to tackle issues head-on. HR should aim to conduct regular anonymous feedback sessions and check back in to see if the proposed solutions have worked.

• Create goals together Resource Management reported that on average,

about employees’ mental health than two

it costs a company six to nine months of an

years ago.

employee’s salary to replace them. For example, replacing an employee making US$ 60,000 (HK$

With so many stories of companies supporting

468,000) per year would amount to an additional

their employees during difficult times, one

US$ 30 – 45,000 (HK$ 234,000 – 351,000) in

could expect to see employee commitment

recruiting and training costs. This financial factor

levels surging upwards. Yet, it is not the case.

combined with a tight labour market and a new

There remain significant gaps between what

generation of employees willing to walk if their

employees want and what employers offer and

needs are not met could be the end game for

the struggle for HR is very much real. Finding

many businesses.

holistic ways to balance employer and employee expectations is challenging but what is needed is for HR professionals to figure out the best way of showing that employers do care. The best way in which HR can do that is to turn their organisation’s values and culture into real actions.

It is also crucial that business leaders understand the needs of their employees to the extent that simply elevating financial compensation

Not all is lost

is not sufficient to address the issues workers

Though, the outlook is not all bad. The pandemic

are facing. Employees now prioritise work-life

has shifted corporate stakeholder viewpoints

balance, flexibility and mental health and leaders

to the extent that many organisations now

should turn to these areas first in order to retain

prioritise employee health and well-being and

staff and improve employee sentiments.

will continue to do so for the foreseeable future.

According to research conducted by Randstad,

So, what should HR be on the lookout for? HR

89% of employers in Hong Kong had instated

professionals and business leaders alike may

flexible or remote working arrangements

turn to the boxes above to help spot signs

to protect employees’ health. Whilst over

of employee disengagement as well as best

in Singapore, Oracle’s research found that

practice tips to consider to improve well-being

77% of employers were more concerned

and engagement. n

Employees may feel disengaged if they have no structure or goals to achieve.

Refocusing their attention with simple tools such as deadlines and deliverables will help to regain their buy-in and commitment to organisational projects.

• Create an open communication culture Instead of making changes from the top-down, create a culture that enables employees to have their voices heard.

Brainstorming sessions or opportunities in which employees can share their ideas and feedback can help make a difference in their engagement levels. An important thing to note is that if their ideas are not used, it is best to give clear reasons why.

• Bring awareness to programmes Communicate clearly what resources your organisation has access to and the measures that are in place to provide mental health support to employees whether it is Employee Assistance Programmes, additional financial result or flexible leave policies. Informing employees will help them to feel supported and that the organisation is committed to ensuring their health and well-being.

35

HR FEATURES

Downside to recognition – Tall Poppy Syndrome Nevertheless, employers too felt the effects of the phenomenon with organisations experiencing higher levels of distrust amongst team members and an increasingly disengaged workforce. Other organisational effects included a loss of talent as well as staff experiencing symptoms of imposter syndrome. Notably, four in ten respondents reported that they had witnessed a co-worker being cut down and failed to take any action whilst one in ten reported that they had participated in the cutting.

Be on the lookout So, what should HR and organizational leadership be on the lookout for signs of Tall Poppy Syndrome in their workplace? HR should be on the lookout for: In a day and age where society places immense

As a result of the cut-downs, respondents

value on the benefits of praise and recognition

reported lower levels of self-esteem and were

too much could have its downside—Tall Poppy

more likely to downplay and cease sharing their

Syndrome (TPS). TPS is a socio-cultural

achievements as well as engage in negative self-

phenomenon often heard in Australia and New

talk. Almost 70% of those surveyed also agreed

Zealand in which people hold back, criticize or

that the criticisms negatively impacted their

sabotage those who have or are believed to have

productivity levels whilst almost half (48.9%)

achieved notable success. These actions are

reported that it impacted their desire to apply for

colloquially referred to as, “Cutting down the

a promotion.

Criticisms over minor details Team members being socially excluded Criticisms that downplay other people’s achievements Jealous and snide remarks Billan commented, “For organisations,

tall poppy” and in Japan, there is a similar saying,

addressing TPS is not just a nice thing or the

“The nail that sticks up, gets hammered down.”

right thing to do. Instead, HR professionals are pointing to it as a serious issue affecting

This silent systemic syndrome was researched

mental health, satisfaction and retention.”

by Dr Rumeet Billan whose study with Thomson

The top three ways that organisations can help

Reuters and Women of Influence examined the

to combat TPS is through a combination of

impact of TPS on the individual and the cost to

appropriate training and development, leading

organisations. Billan’s research found 87% of

by example and creating a culture of ‘if you see

respondents felt as though their achievements

something, say something.’ Leaders should

at work were undermined by their peers and

ensure that the necessary policies, EAPs and

equally came from men and women. Jealousy and

disciplinary procedures are in place to ensure

sexism and gender stereotypes were the biggest

that all workers are supported and recognized for

drivers as to why this phenomenon happens.

their achievements. n

36 HR MAGAZINE SPRING 2022

2022 COMMUNITY BUSINESS AWARDS

HR COMMUNITY

38 HR MAGAZINE SPRING 2022

HR COMMUNITY

The Great Reimagination Since the start of the pandemic, businesses and individuals alike have felt the rising tide of stress-induced fatigue which has forced a rapid digitalisation within organisations and has also given workers the ability to reassess their commitment to the office. With departures sharply climbing, businesses are now turning to technology to ward off this impending tsunami of resignations.

HR Magazine recently hosted a breakfast briefing

objectives. Both speakers discussed how HR teams

with

can leverage technology to ward off The Great

Charles

Caldwell,

Human

Resources

Director, English Schools Foundation (ESF) and

Resignation within their organisation.

Jonathan Pok, Head of Alliances & Partnerships, Asia, Cornerstone OnDemand (CSOD), to update

Ready to go

HR leaders on The Great Resignation and what HR

Taking to the floor, Caldwell shared that many

teams can do to mitigate this impending deluge.

employees across the globe felt that their stress

Caldwell shared insights on the Great Resignation

levels have increased over the course of the

and the challenges his team has faced throughout

pandemic. He continued by highlighting data from

the pandemic. He described how technology has

Microsoft’s Global Workforce Index— “40% of the

transformed ESF’s traditional HR functions into

workforce are ready to quit, 54% are experiencing

agile, digestible, bite-size pieces. Pok continued

fatigue, and 73% want remote work to stay. What

the theme of micro-dosing traditional HR

are they really saying?” he pondered.

streams via digital gateways—discussing how CSOD’s AI-driven technology has benefited HR

He noted that workers are not saying they want

teams worldwide enabling them to reach their

to work from home forever rather, one of the

39

HR COMMUNITY

unforeseen benefits of the pandemic is that people

Door provides ESF staff with access to a wide range

have gained extra hours in their day due to not

of counselling services. “Pre-pandemic, people

having to commute to the office. “The people

would normally get six free sessions a year. When

say, listen, I was productive during that time; I

the pandemic started, we found that demand

discovered my family in a new way, and I learned

got so high we doubled their allowance. Then we

how to make it work and now you are expecting

made the service available to dependents as well,”

me to go back to the office?” explained Caldwell.

He supposed that what employees were actually

Empathy is the

saying was that they want to be closer to home. As Caldwell put it, lockdowns and endless restrictions have caused people to be introspective, to examine

A daunting challenge

new organisational

themselves and their skillsets. They now realise they have skills that can jump careers—that is the driving force behind The Great Resignation.

shared Caldwell.

In the midst of a pandemic, Caldwell daringly took on the daunting challenge of transforming ESF’s HRIS system—via Zoom. “We have had 400 meetings,

superpower

totally 888.8 hours, quite an auspicious number,” quipped Caldwell. Though the bulk of the system will not be live until next year, transformation

Caldwell questioned the room on their feelings towards

attrition

and

pandemic

fatigue.

– empathetic

Unsurprisingly, 95% of those in the audience were concerned about their organisations losing talent and were feeling fatigued. Caldwell noted how his

is already well underway. The recruitment and performance management modules launched on 1 September last year. “Overnight we had 53 staff

organisations are

attend 23 Zoomshops, 89% successfully navigated

team has continuously surveyed staff over the last two years to better understand their stress levels.

His most recent staff pulse—conducted that week,

going to lead the

showed that his staff’s concerns were at an alltime high. “90% of our teachers are from overseas, and the numbers are higher than they have ever

way in future.

been, they are feeling locked into Hong Kong, frustrated that they get out to visit their families,” explained Caldwell.

Charles Caldwell As a result, changes to the employee assistance

Director of

programme – Open Door, were needed. Open

Human Resources, ESF

40 HR MAGAZINE SPRING 2022

HR COMMUNITY

through a 75-minute Zoomshop called Personal

known at ESF, has shifted from an end-of-day

Reflection Development” beamed Caldwell. He

activity to lunchtime, further giving back some

elaborated that managers and staff have held more

commute time. “It has allowed them [teachers]

than 1,300 deep, meaningful career conversations

to get inspired and motivated to go back into the

and as a result, capabilities and strategic priorities

classroom,” Caldwell said.

are data-driven.

The Great Reimagination

If you don’t look after yourself, you will be no good to

Caldwell further shared the impact the new

Though Cornerstone OnDemand has undergone

module has had on recruitment, “We have been

its own set of changes, from acquisition to

able to measure recruitment like never before.

privatisation, they too have been faced with the

We had 15,000 applications with 3 – 7,000 unique

rapidly shifting dynamics of the pandemic. Jonathan

candidates, a record high. We are still able to attract

Pok, Head of Alliances & Partnerships, Asia, shared

staff to Hong Kong but it is too early to say that

how CSOD has helped HR teams to make the great

there’s a brain drain,” he noted. There is a need to

digital leap forward over the past 20 years. “We

shift the paradigm from negative, to positive.

aspire to make sure that we continue to support our clients to realise their vision in terms of what they

Flexible approach

want to achieve with technology,” enthuses Pok.

To shift the narrative, Caldwell and his team

“It’s all about thinking—can we do it in a better way,

are taking a flexible approach in terms of policy

what are things that we can do differently with what

creation, identifying remote work possibilities, and

we have now?” Pok elaborates further on CSOD’s

thinking of ways to give staff their commute back.

philosophy, “it is about understanding the vision,

“Once a week we could pay for a taxi to school—

how does that align with how success is measured

halving staff’s commute time,” added Caldwell.

and make sure the technology is going to help them get there,” he shared.

other people.

Charles Caldwell

The pandemic has shown that people have the capacity to change and have been able to adapt

Pok highlighted two current focus areas for

to the world of online learning. As a result,

HR—employee experience and upskilling. “How

HR has moved away from the long learning

do you make that experience better so that you

and development process. Gone are the days

retain, attract, and keep people engaged in the

of three-day long retreat-style CPDs. “We have

organisation?” pondered Pok. “Some senior leaders,

moved from operating in silos to pools where we

they are not sure what new skills will be needed in

share real-time data never seen before, we have

the future. They want to know how to engage and

become slicker” shared Caldwell. He highlighted

get the training out there on time in a way that is

how bite-size learning—Twilight CPD as it is

comfortable for people to digest,” he added.

41

HR COMMUNITY

Value-added learning

of leaders need to become net producers of value

Pok pointed to future learning trends, the

and instil in themselves empathetic and grateful

importance of skills in the employee lifecycle and

qualities. “Empathy is the new organisational

the Gig Economy. “People are willing to move

superpower. Empathetic organisations are going to

around,” Pok shared, “They would now rather

lead the way in the future - there is less tolerance in

undertake project-based work than long-term

the world for non-empathetic leaders,” announced

opportunities,” he added. He noted that whilst it is

Caldwell. He shared details on his organisation’s

important for workers to be specialised in certain

courageous Compassionate Leave policy. “If staff

areas, looking forward, it is equally important that

have family members overseas that are terminally

they are equipped with a breadth of knowledge. “It

ill, or pass away, or even if there is another major

is crucial that employees have pathways to explore

life-disrupting event, we, as an organisation, should

and that they can move and navigate learning at

provide support throughout their quarantine – not

their own pace. They need to approach learning

necessarily by paying for it, but the employees do

with a mindset that it is a continuous process.”

not have to go on unpaid leave,” he explained.

Pok observed that many HR departments

He summarised—it is the responsibility of us as

wondered how to stay abreast of their skills

individuals to take care of our well-being. “Manage

taxonomy. “Skills change rapidly, within a year

your physical energy more than time—stay active,

or even in six months, many wonder how to keep

look after your wellbeing, look and see if it has

the data up to date,” He divulged one of CSOD’s

declined or improved then take small steps of

powerful new AI-based tools—a thesaurus of skills,

positive action to get back on track,” said Caldwell.

Jonathan Pok

which is constantly updated with inputs from many

He reflected on the biggest obstacle that has faced

Head of Alliances & Partnerships, Asia

different data points: resumes, job advertisements

executives—the lack of personal quiet time and

Cornerstone OnDemand

and even competency models. “This data feeds

concluded, “It is really critical to stop and take time

into the AI engine which gives data-based

to reflect on where you are going, how are people

insights that can drive value-added activities,”

in your life. There is a lot of misinformation that’s

he shared.

confusing, it is a really critical time right now to

Skills change rapidly, within a year or even in six months

allow time to be still and block ourselves off from Pok continued to unveil Cornerstone Xplor, an

all sources.” n

AI-based experiential platform that empowers employees to facilitate their own learning journey.

“Think of it as the connective tissue that integrates with your existing learning system,” enthused Pok. He highlighted several key features including the ability to filter learning content by time, modality, or ratings. A new feature that stood out was ‘Playlists.’ “You have your SMEs or key leaders create a playlist of the content people will need so they understand what their skills are, what needs developing and where they are headed,” added Pok. This feature integrates ‘Skills Tagging’ which suggests content and tags skills that may be required for future roles. Additionally, users can input skills they may have that are not pertinent to their current role. “It gives people that empowerment, that clarity and vision around where they want to take their career,” summarised Pok. Advice for HR Caldwell imparted some final thoughts on HR’s role in a post-COVID world.

He believes that the next generation

42 HR MAGAZINE SPRING 2022

It gives people that empowerment, that clarity and vision around where they want to take their career.

HR COMMUNITY

Empowering gender equality through accessability Luüna is a purpose-driven period wellness

When it comes to accessibility, it is not just

company built in Asia by a 100% women-led

about having multiple sales channels. Luüna has

team. Their mission is to make periods better

worked to engineer a product that is not only high

through conscious products and programs that

functioning and high quality but also, high value.

tackle menstrual stigma. Their line of award-

By providing organic products at non-organic

winning period care uses organic and skin-loving

prices Luüna has been able to compete with

materials; they are healthier for our bodies and

conventional FMCG non-organic feminine care

preferred by mother nature too. Beyond this,

brands, allowing their products to be sold within

Luüna is working to shift policy around menstrual

larger grocery stores and pharmacies.

health to promote gender equality.

Their range of products are currently sold directly With a goal to make periods positive and increase

to consumers through their online store and

accessibility to products and women’s health

through retailers in Hong Kong and Shanghai

education, this disruptive period care brand is

including Watsons, Wellcome, Marketplace,

here to shake up the feminine care category and

3hreesixty and City'super. What sets Luüna apart

they are well on track.

is their work with corporates and schools; giving the opportunity to provide free period care and taboo-free education to staff, students and clients.

Over 30 companies within Hong Kong, including financial institutions, insurance companies and international schools are leading the way with active internal changes to support menstrual equity.

Through Luüna’s social impact initiative, their partners are also directly combatting period poverty in Hong Kong. Through their work with The Zubin Foundation and their ‘Red Box’ initiative, Luüna supports quarterly deliveries

In 2021, Luüna was the winner of the Women’s

of period care to ethnic minority women and

Empowerment award at the UN China Social

girls who consider such products a financial

Impact awards; and Founder Olivia Cotes-James

burden. The impact is evident with surveys

was inducted into Forbes Asia 30 under 30 and

showing school attendance of these girls has

welcomed into Tatler’s ‘T Generation’.

increased by 33%. n

43

HR COMMUNITY

We can always do better.

Diversity champions

These students raised issues we had not even thought of.

Companies often publicise their support for

Smith Freehills (HSF) and Hyatt Hotels & Resorts

Nicole Parker

marginalised and overlooked groups, such as

came together to create the Diversity Champions

Asia Head of HR

LGBTQ+ individuals, ethnic minorities and

Summer Internship programme. The programme

Herbert Smith Freehills

individuals with disabilities. Despite DEI becoming

was open to all university students in Hong

a key organisational priority, the number of

Kong who identified as LGBTQ+, belonged to

companies that are actually able to translate these

ethnic minority groups, or were individuals with

sentiments into action is far smaller. Research from

disabilities. The participating companies invited

Culture Amp revealed that only 34% of companies

applicants who were enthusiastic in the area of

with DEI initiatives have sufficient resources to

diversity, equity and inclusion onto the programme

support them whilst over 80% of DEI-specific roles

and provided work shadow opportunities, on-site

were created in the past 12 months.

training and interactive workshops.

Last year, three companies demonstrated their

The tripartite programme gave six minority

commitment to achieving greater representation

students—Diversity Champions, the opportunity

by combining forces to create an internship

to gain on-ground experience in each organisation

focused on fringe demographics. This interactive

for a week. Over the course of the week, the

programme was the first cross-industry internship

Champions shadowed staff working in the areas

of its kind in Hong Kong. Manulife Asia, Herbert

in which they were most interested. Joy Xu, Chief

44 HR MAGAZINE SPRING 2022

HR COMMUNITY

Individual uniqueness and diverse viewpoints are exactly what are needed to take our organisation into the future.

Human Resources Officer, Asia and Head of Global

of the programme and encouraged the Champions

Learning, Manulife, explained, “The programme

to form a professional network, starting with

aimed at providing the Champions with exposure

each other.

to different industries and career paths, as well as promoting Diversity, Equity and Inclusion in the

Increasing awareness

workplace in Hong Kong.”

As a result of the initiative, the Champions raised awareness about several issues that the leaders of

Over the course of the programme, the Champions

the businesses had seemingly overlooked. Katie

engaged with members of Employee Resources

Carter, Senior Vice President, Human Resources,

Groups across each organisation including PROUD

Hyatt Asia Pacific shared, “Their suggestions were

(People Respecting Others Unique Differences),

well researched, thoughtful and relevant to what

the Global Women’s Alliance and AMP (Alliance

employees are seeking when they engage with

Gordon Chan

for Minority Participation) at Manulife, Women@

organisations. For example, the interns shared

Senior Vice President

Hyatt, HyPride, Asian-Pacific Islander, B.L.A.C.K.,

that we should expand our presence on broader

Legal and Corporate Affairs,

disABILITIES, Latino and Veterans at Hyatt on

social media platforms to attract a more diverse

Hyatt Asia Pacific

a number of diversity projects and initiatives.

workforce, especially those from ethnic minorities.

Whilst over at HSF, a key area of focus was career

After some of the interns experienced long hours

coaching and unconscious bias training. One

in corporate meetings, they recommended more

exercise—Empathy Box, was cited as a highlight

adaptive workspaces and meetings for individuals

45

HR COMMUNITY

with neurodiversity. We were also encouraged

address their own unconscious bias, reduce

to consider recognition programs to reward

prejudice from the top-down, as well as enable

co-workers who actively support their

leaders to understand microaggressions and how

LGBTQ+ peers.”

their archaic communication styles may not be so politically correct.

Certainly, attracting a diverse workforce in this day and age is a key organisational priority.

We should

The 2022 Workspace DEI report by Culture Amp highlighted that nowadays, seven in ten organisations have practices in place that enable

expand our

them to source candidates from underrepresented groups, indicating that the workforce at large is moving towards more equitable talent

presence on

acquisition practices.

social media It is important that business leaders take a long

platforms

hard look within their organisation and identify areas of bias or homogeneity that require prompt addressing via training; remembering that no two

to attract a

companies will require precisely the same kinds of initiatives. The different kinds of training can be leveraged to different ends within the organisation

more diverse

depending on cultural and business needs.

Appropriate training can complement existing initiatives in order to mitigate biased or inequitable

workforce.

behaviour, cultivate awareness and empathy as well as create a safe working environment for employees.

Though, considering only three out of ten HR practitioners hold DEI-specific job titles combined with the lack of a supporting team means that there is limited capability for HR to enact significant change and as a result, often the DEI initiatives will have limited impact or fail entirely.

As such, business leaders seeking to implement DEI initiatives within their organisation should consider laying a strong foundation including incorporating a DEI mission statement, activating ERGs and instigating sponsorship or mentorship programmes akin to the Champion Internship.

Katie Carter Senior Vice President

Implementing internships is one way to establish

Hyatt Asia Pacific

a strong connection with younger generations of

Changing perceptions

underrepresented communities. By tapping into

Nicole Parker, Asia Head of HR, Herbert Smith

youthful knowledge, more established leaders

Freehills pointed to how the Champion Internship

can gain insights into generational thought

helped her identify areas for improvement, “We

processes as well as a greater cultural awareness

are proud of the work we have done to be more

and understanding of specific issues relating to

inclusive, but we can always do better. These

DEI. Accessing this knowledge can help leaders

students raised issues which we had not even

46 HR MAGAZINE SPRING 2022

HR COMMUNITY

thought of.” Murphy Mok, Senior Associate, HSF,

Champions felt safe enough to share their stories

Noreen Nadia, a Champion, shared her insights

also echoed Parker’s comments, “Their level of

and feel empowered to be part of a solution."

on the programme, “I was moved by the kindness

interest inspired us to do more and think about

shown by my fellow Champions and the willingness

what we are doing in a new way. We gained a deeper

to listen from the workplaces that we visited. I now

understanding of DEI issues both personally and

have a better understanding of the importance of

as a firm".

raising awareness in the workplace.”

Gordon Chan, Senior Vice President, Legal and

Inez Wong, another champion, also shared her

Corporate Affairs, Hyatt Asia Pacific noted, “All

experiences, “With the insights I gained, I have

of us came away with a deeper understanding of

learnt to think of things from an organisational

ourselves and issues faced by the Champions. They

perspective. This programme provided an eye-

all displayed an immense amount of vulnerability

opening experience letting us know how companies

and spoke openly about their challenges. I believe

work but more importantly, it gave us a chance to

this programme empowered all of us to see

break down barriers and work with people with

individual uniqueness and diverse viewpoints

diverse backgrounds.”

which are exactly what is needed to take our organisation into the future.”

The companies gained specific takeaways on inclusivity during the programme and at the

Executive coach Cheryl Lee, who led several

students' final presentation. Everything from

activities throughout the Championship

meal planning to the way job openings are posted

commented, "Everyone's journey is different. It

can be viewed, and improved, through the lens of

was important for us [as business leaders] that

inclusion. In view of the positive feedback from

the programme enabled us to not only understand

participants, the programme is slated to expand to

this but also to create an environment where the

more companies. n

47

HR LEGAL

HK Employment Ordinance & MPF Offsetting Update We spoke to Wendy Wong, Of Counsel, DLA Piper, regarding the Hong Kong Government’s proposed amendments to the Employment Ordinance (EO).Wong also provided updates on the proposed abolishment of the long-standing MPFoffsetting arrangement.

What are the proposed amendments to the EO? There are in summary three proposed changes, which relate to dismissal of unvaccinated employees, dismissal of employees who are affected by a Cap. 599 Requirement (see further below) and statutory sick leave entitlement of such employees.

Under the first proposal, it would be a valid reason

be extended to certain types of employees, such

The third proposal amends the definition of

as those who are pregnant or breastfeeding; and

statutory sickness day to expressly include a day on which an employee is absent from work by reason

for an employer to dismiss any employee who does

of their compliance with a Cap. 599 Requirement.

not comply with a ’legitimate vaccination request’.

4. When making the request, the employer

A vaccination request would be considered as

must reasonably believe that if the relevant

‘legitimate’ if it meets the following requirements:

employees contract the virus, any persons who

Statutory sickness allowance may be payable in

will come into contact with them whilst they

respect of such absence, unless the employee is

carry out their duties will be exposed to the risk

subject to a Cap. 599 Requirement due to their own

of infection.

serious and wilful misconduct and/or would not

1. The request is made in writing and is extended to all employees whose work nature is the same

have worked had they not been absent from work

or similar; The remaining EO amendments aim to 2. The relevant employees are provided with at least 56 days to comply with the request;

provide protection to employees whose movement is restricted by reason of their compliance with any requirement under

3. The scope of the request complies with

the Prevention and Control of Disease

the relevant requirements, which may vary

Ordinance (Cap. 599 Requirement), such as

depending on whether the place of work is

where an employee is subject to compulsory

subject to the vaccine pass arrangements and

quarantine or isolation as close contacts,

whether any government requirements or

a r e s t r i c t i o n - te s t i n g d e c l a r a t i o n o r a

recommendations apply. For example, where the

compulsory testing notice.

arrangements and no government requirement

Under the second proposal, it is not a valid

or recommendation applies, an employer can

reason to dismiss an employee by reason that

only require its employees to have received at

they are absent from work due to compliance

least one dose of vaccine, and the request cannot

with a Cap. 599 Requirement.

48 HR MAGAZINE SPRING 2022

Wendy Wong Of Counsel

place of work is not subject to the vaccine pass

DLA Piper

HR LEGAL

Should employers dismiss employees

arrangements which apply to employer’s

who refuse to be vaccinated? Are there

mandatory MPF contributions will be abolished.

alternatives?

However, the ability to offset SP/LSP against the value of employer’s voluntary MPF contributions

Whenever any employee refuses to be vaccinated

will remain unaffected.

or indicates that they cannot be vaccinated, HR and business leaders should first try to

It is important to note that the proposed

understand the underlying reason and explain the

changes will have no retrospective effect, and a

employer’s rationale for requiring employees to

transition date will be appointed. If an employee’s

be vaccinated. Where the employees can provide

employment commenced before the transition

a good reason and the employer is able and

date, the employer can continue to use the accrued

willing to accommodate, alternatives that can be

benefits of the MPF contributions (irrespective

considered include allowing them to work from

of whether the contributions are made before,

home, or allowing them to enter the workplace but

on or after the transition date, and irrespective

be subject to regular testing. Where the relevant

of whether the contributions are mandatory

due to compliance with a Cap. 599 Requirement.

employees cannot provide a good reason and/or the

or voluntary) to offset the employee’s SP/LSP

It is important that employers note that, for an

employer is unable to accommodate, separation

in respect of the pre-transition employment

employee to be entitled to statutory sickness

may need to be considered. Any separation

period. According to the Government, this aims

allowance, they must have accrued sufficient

should be handled with care, taking into account

to help reduce the risk of large-scale dismissals

number of statutory sickness days and the

any applicable legal requirements (including the

before the transition date.

period of absence must last for four or more

proposed amendments to the EO when they come

consecutive days.

into effect).

What does this mean for employers and employees?

Additionally, the employee must produce the relevant document or electronic data which shows

This is obviously good news for employees, as

their name (or information that can identify the

employers’ ability to offset any SP/LSP against

employee), the type of restriction imposed and

their accrued MPF benefits is restricted.

the commencement and expiry dates of the These changes may however have a significant

relevant restriction.

financial impact on employers. As such, the Government will implement a subsidy scheme

Furthermore, employers and HR should note that the relevant amendments do not have

Is there any other information that employers

to alleviate some of the pressure. It is currently

retrospective effect. This means that employees

need to be aware of in this regard?

expected that this scheme will last for a period of 25 years, during which the Government

are only eligible for statutory sickness allowance pursuant to the amended EO provisions with

Employers should be aware that the anti-

will bear a reducing portion of the additional

respect to any statutory sickness day which falls

discrimination ordinances remain to be relevant.

costs to employers.

on or after the date on which the amendments

Specifically, to the extent that any reason provided

come into effect.

by employees who refuse to be vaccinated relates

When is this change expected to be

to a protected characteristic (e.g. pregnancy,

implemented?

When are the amendments anticipated to

breastfeeding status or disability), any adverse

come into effect?

treatment (including termination of employment)

It is currently expected that the changes will

may constitute unlawful discrimination, and

come into effect by 2025. HR and business

further legal advice should be obtained.

leaders should keep an eye out for any legal

There is no clear indication as yet as to when the

developments and information relating to

Government plans to implement the proposed amendments. Although, given the pace at which the

MPF Offsetting Update

the changes as well as the Government’s subsidy scheme.

Government is responding to the developments of the pandemic, the changes are likely to become

You mentioned there have been developments

effective soon.

regarding MPF offsetting against statutory

How should HR professionals navigate the

severance/long service payments, could you share

way forward in this regard?

What proactive measures can HR leaders enact to

more details on that?

HR should take the time to familiarise themselves

encourage vaccination amongst staff?

This has been a long-standing and contentious

with the new changes, which will change the

At the onset of the pandemic, many of our clients

issue in Hong Kong. The developments announced

way how SP/LSP is calculated. They should

incentivised their staff to receive vaccination

last month relate to employers’ ability to offset

also look out for further information on

by providing additional cash bonuses and/or

any statutory severance pay (SP) or statutory long

the subsidy scheme when it is available.

vaccination leave. HR may consider implementing

service pay (LSP) payable against the current value

If there is any doubt, HR should consult

or keeping these incentives in place in order to

of employer’s mandatory MPF contributions.

their MPF trustee and/or seek furthe r

boost employee vaccination rates.

Once the changes come into effect, the offsetting

legal advice. n

49

HR BOOKS

Coaching Women to Lead – Changing the World from the Inside

by Averil Leimon, François Moscovici, Helen Goodier The second edition of Coaching Wome n

The first edition of Coaching Women to Lead,

empower women to take ownership of their

to Lead is more relevant than ever before.

released 10 years ago, asked why there was

development whilst highlighting the crucial

Newly incorporated are the views of

such a low number of women filling leadership

work that male colleagues need to do in

millennials who have progressed in their

roles. Since then, the number of women in

order to cultivate greater gender diversity

ca re e rs to a manage me nt l e vel . It set s

leadership positions has risen but as the

within organisations.

the context of women leadership in the

authors ponder, has there been a real change?

broader diversity agenda and brings it all

Throughout the book, the authors examine

Coaching Wome n to Lead acts as a vital

to life with real-world success stories. The

the progress that has been made and compare

resource for HR professionals, enabling them

coaching techniques and practical examples

it with the work that is to be done, providing

to justify coaching investments with ample

have been updated and broadened and are

insights that enable organisations to reach

quantitative and qualitative data. The book

equally useful to the professional coach

their diversity objectives.

helps talent professionals draw timelines that

and to women interested in pursuing their

ensure coaching needs are met as required

personal development. Part textbook, part

In this updated edition of Coaching Women

by the different stages of a woman’s life and

trusted friend, Coaching Women to Lead is

to Lead, the authors revisit all the previous

career length. Coaching Women to Lead is a

also essential reading for HR professionals,

assumptions, factoring in millennials and

powerful tool for any organisation or HR

C-suite executives and any manager looking

beyond and share specific tools and techniques

professional that is dedicated to pursuing

to realise the full pote ntial from their

to develop women leaders and build more

fairness and equality and empowers them to

female colleagues.

women-friendly organisations. The authors

draw inspiration from best practices. n

About the authors: Averil Leimon

François Moscovici

Helen Goodier

Clinical Psychologist but decided

strategy consultant, a business

gender diversity work for

Leimon started her career as a early that she wanted to use

her psychological knowledge to improve performance and satisfaction at work. She

is co-founder of the White

Water Group, a London-based

leadership consulting firm. Her

clients include global banks and

insurance companies, utilities and engineering firms. Her current

research focuses on well-being.

50 HR MAGAZINE SPRING 2022

Moscovici has been in turn a

manager, an executive coach, an entrepreneur, and a professional chef. Co-founder of the White

Water Group, he brings a unique understanding of both business issues and how to influence

behaviours at a senior level. His current research focuses on

‘followship’ in the context of diversity.

He is also a non-executive director for professional services firms.

Goodier has specialised in more than twenty years, star ting with Unilever,

and has helped global

companies embrace the

subject, par ticularly as a

communications specialist.

She came to coaching over a decade ago and is the

current Regional Chair of the Association for Coaching – USA MCI & The Caribbean.

HR BOOKS

The Effective Presenter

by Ryan J. Warriner

Preparing for an upcoming professional presentation? Suffering from a lack of self-confidence? Secondguessing what you are going to say and whether or not you are going to miss something important? Fear not, as The Effective Presenter by Ryan J. Warriner will take away those fears and will help professionals, like you, succeed in knocking your next presentation out of the park.

Imagine stepping in front of an audience

that Warriner ensures that readers are well

knowing that you have already got your

prepared and can be trusted to produce when

presentation in the bag. In The Effective Presenter

called upon.

professional trainer and coach Ryan Warriner guides would-be presenters through the

The Effective Presenter approach navigates readers

presentation planning process, from beginning

through a wide range of presentation-related

to end. As Warriner puts it, “Presenting is like

skills that can be applied to other aspects of

a muscle: the more you work it, the more it

their working and daily lives. As each chapter

develops, and the stronger it becomes.” The

explores a new skill, knowledge is unpacked

book focuses on an effective 11-step framework

in a methodical, easy-to-follow manner and

that outlines the complete formula professionals

highlights common mistakes and the ways

need in order to prepare, design and deliver an

presenters can avoid them. By doing so, The

effective presentation.

Effective Presenter ensures that presenters will be able to captivate, inform and retain their

The Effective Presenter outlines interlinked

audience’s attention time and time again.

holistic processes that inform one another into a single, comprehensive equation. Instead of a

The Effective Presenter contains the key insights

presentation being viewed as a set of consecutive,

and strategies that enables presenters to optimise

independent activities, the author notes that it

communication whilst captivating their audience.

should be considered as an ecosystem, where

Instead of feeling nervous, overwhelmed, and

if one element is overlooked, it will have a

scattered, imagine feeling energised, excited,

ripple effect that causes other components

and enthusiastic about your next presentation.

of the presentation to be less accurate. Each

By the end of the book, readers will stop viewing

section engages readers with thought-provoking

speaking occasions as a burden and instead, see

questions about elements of the presentation

them as an opportunity to shine and realise their

they may not have considered. It is in this way

full potential! n

52 HR MAGAZINE SPRING 2022

The book covers: Establishing your presentation goals

Considering your audience’s perspective The logistics of a presentation How to select content without overwhelming your audience

How to structure and organise your presentation

Understanding your voice and body language

Controlling nerves and reducing anxiety And much more

HR CLASSIFIEDS

HR Classifieds Index Business Process Outsourcing 53 Co-working Spaces 54 Consumer Goods 54 Education / Corporate Training 54 Employee Well-being / Insurance 56 Financial Services 57 HR Consulting 57 HR Technology Solutions 58 Leadership Development 59

Legal / Employment Law / Tax MICE Venues / Event Organisers Recruitment / Executive Search / Staffing / Outsourcing Retail Relocation / Logistics Serviced Apartments / Hotels Staff Benefits

59 60 60 62 62 62 64

BUSINESS PROCESS OUTSOURCING BangMang Group was established in 2007 and provides Full-service HR solutions. As of 02.2019, 163 branches have been opened and cover over 300 cities in China. In the past 10 years, over 10,000 companies and 300,000 employees chose BangMang as their strategic HR partner. BangMang is dedicated to power business success with extraordinary HR.

Hong Kong BangMang Outsourcing Company Limited Unit 02, 11/F, Sunbeam Commerical Building, 469-471 Nathan Road, Hong Kong

Hong Kong BangMang Outsourcing Co., LTD established in 2015 provides outsourcing services includes Full-service HR solutions, Recruitment, Employee Leasing, and Employment Training. Our business partners cover Hong Kong, Mainland China, USA, and overseas regions. We are dedicated to provide the best HR services for your business goals.

Tel: (852) 2116 1600 Mr Law: (852) 6904 3721 adminhk@50bm.com 50bm.hk

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 managed compliance services, TMF Group is the global expert that understands local needs.

TMF Hong Kong Limited 31/F, Tower Two Times Square, 1 Matheson Street, Causeway Bay, Hong Kong

Tricor Business Services draws on our diverse professional expertise, backed up by the latest technologies and systems, to provide a comprehensive range of services, including but not limited to: 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.

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

Our work processes and controls in the rendering of accounting and payroll services are externally audited by Ernst & Young Hong Kong and accredited each year in accordance with the International Standard on Assurance Engagements (ISAE) 3402.

Tel: (852) 3188 8333 Fax: (852) 3188 8222 info.apac@tmf-group.com www.tmf-group.com

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

53

HR CLASSIFIEDS

CO-WORKING SPACES

The Executive Centre is recognised as the leader of premium flexible workspaces and event places across the Asia Pacific & Middle East through their 27+ years of experience providing corporate real estate solutions to industry leaders, MNCs and professional networks.

At the heart of their growth is a Member-First philosophy to foster connections between our growing membership, giving them opportunities to connect, share information and benefit from a robust event series across all of our locations.

The Executive Centre 150+ Centres in 32 cities Level 15, AIA Central No.1 Connaught Road Central Central, Hong Kong Tel: (852) 2293 2787 Email: hongkong@executivecentre.com https://www.executivecentre.com/

Commons Workshop is an event space located in core CBD, on 353 Lockhart Road, Wan Chai. Enjoying panoramic sea view of Victoria Harbour on high floor (28/F), it is a grade A event space with industrial design and decorated with green plants to provide a comfortable environment. With well-equipped and one stop related event service and arrangement, it is specially tailor-made for different types of events, whether you’re hosting corporate trainings, seminars, product launch, press conference, networking events, business meetings, photo shooting, advertisement filming, etc.

Commons Workshop 28/F Sunshine Plaza 353 Lockhart Road Wan Chai Hong Kong

Compass Offices is a leading flexible office space provider in Asia Pacific.

Founded in 2009, Compass Offices has grown to 9 cities, serving over 20,000 satisfied clients. Our clients include Fortune 500 companies, growing start-ups, entrepreneurs, independent professionals and enterprise teams.

Compass Offices Level 12, 20, 29, 38, Infinitus Plaza, 199 Des Voeux Road Central, Sheung Wan, Hong Kong

Tel: (852) 3911 0600 Fax: (852) 3911 0601 Email: sales@commons.hk https://commons.hk/

Email: hksales@compassoffices.com https://www.compassoffices.com/

cozy event space is your ideal venue for corporate and private events, ranging from training sessions, team building, seminars, meetings, conferences, workshops, parties… the possibilities are endless.

Our versatile multi-purpose space may accommodate up to 50 seats in a seminar setting, and the layout may be freely configured according to your requirements.

We are located in a brand new premium office building in Sheung Wan, and are the only tenant of the floor, which attributes are well appreciated by corporate clients that prefers a prestigious, modern and private venue.

cozy event space 17/F Skyway Centre 23 Queen’s Road West, Sheung Wan,Hong Kong Phone No.: +852 5741 6863 E-mail: cozy@werkspace.com.hk

To meet the flexibility required by many businesses, the space may also be rented in weeks or months for temporary office use for up to 20 staff members, with two rooms that may be used as meeting rooms or managers’ rooms.

Contact us today to schedule a site visit or to obtain a quotation!

CONSUMER GOODS Clorox is a global company with leading brands that have become household names: our namesake bleach and cleaning products; Ayudín® and Poett® home care products; Pine-Sol® dilutable cleaner; Fresh Step® cat litter; Kingsford® charcoal; Hidden Valley® and K C Masterpiece® dressings and sauces; Brita® water filtration products; Glad® bags, wraps and containers; and Burt's Bees® natural personal care products. We manufacture products in more than two dozen countries and market them in more than 100 countries. Clorox trades on the New York Stock Exchange under the symbol CLX.

Clorox 21/F Greenwich Centre, 260 King’s Road, North Point, Hong Kong SAR Ivy Li Tel: (852) 2919 1166 Email: ivy.li@clorox.com https://www.cloroxhongkong.com/ https://www.thecloroxcompany.com/

EDUCATION / CORPORATE TRAINING

54 HR MAGAZINE SPRING 2022

ACT is a corporate L&D consulting and training company based in Hong Kong & Singapore with over 15 years’ experience in people training and development that partners with forward-thinking organizations and leaders who understand the importance of their greatest asset - their people.

Asia Corporate Training Ltd. 13B, Shun Pont Commercial Building, 5-11 Thomson Road, Wanchai, HONG KONG

The acronym for the company name, ACT, simply and powerfully represents the philosophy of taking ACTion: to understand how one’s belief will lead to specific behaviours which will result in specific outcomes. ACT believes that selfawareness of how we think and act is critical for personal growth, to translate into leadership effectiveness, contributing to greater corporate success as a result.

Tel: (852) 25756470 contact@act-asia.com.hk www.act-asia.com.hk

HR CLASSIFIEDS

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.

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

BPP is a global leader in professional education and training, working with the world’s leading global organisations to reach new levels of productivity, value, and growth. We work with you to create educational programmes to upskill and cross skill your employees and build your workforce set for the future.

BPP Education Group 80 Robinson Road #02-00, Singapore, 068898

•

Chorev Consulting International Unit B, 3/F, Kin On Commercial Building, 49-51 Jervois Street, Sheung Wan, Hong Kong

• • •

Offer leadership development programs and consulting services in the area of High EQ leadership, Change Management, Growth Mindset and Advanced communication with diverse stakeholders Programs based on the latest scientific research & Asian organization context to inspire behaviorial change Provides services in the area of customized 360 rollout, LEA 360, MBTI, EQi-2.0 and Strategic Management Clients including John Lewis, Hang Lung Properties, Hong Kong Government, Jardine Matheson, Amadeus, Nano and Advanced Materials Institute (NAMI), Citic Telecom CPC, Value Partners, YMCA, HKUST, Chinese University and City University of Hong Kong

Tel: (65) 9338 7331 http://www.bpp.com/asia-pacific

Tel: (852) 3568 2747 Fax: (852) 3544 3300 http://www.chorevconsulting.com/

Dew-Point International Ltd. is a leading provider of training and management consulting services throughout Asia. We assess the specific needs of our clients and respond with customised, practical training programs and consulting services. Established in 1973, we combine in-depth knowledge with genuine enthusiasm and highly dynamic training techniques to create productive and effective learning experiences. DewPoint enhances organisational and individual effectiveness by building the capacity within organisations without the need of continued outside help. Through assessment, skills training, team facilitation and executive coaching, we have ensured the long-term success of countless clients.

Dew-Point International Ltd. 21/F., Ritz Plaza,122 Austin Road, Tsimshatsui, Kowloon, Hong Kong

Growth Academy Asia reimagines the L&D landscape by providing HR with cutting-edge, tech-driven learning and development solutions. Founded in 2021, the Hong Kong-based learning company focuses on HR matters such as leadership development, onboarding and diversity and inclusion.

Its mission is to enable individuals and teams to reach their full potential through immersive training programmes backed up by science and tech.

Integrating technology, AI, and game theory into their products allows them to measure what matters and produce comprehensive personal and team action plans to enable participants to engage on their continued learning journey with confidence and measurable results.

Growth Academy Asia Unit B, 2/F, 708-710 Prince Edward Road East, Kowloon, Hong Kong

Tel: (852) 2730 1151 Fax: (852) 2730 0164 info@dew-point.com.hk www.dew-point.com.hk

Stuart Harris, Founder and Managing Director Tel: (852) 3002 2472 hello@growthacademyasia.com https://growthacademyasia.com/

55

HR CLASSIFIEDS

The PTI Group is a consulting, training, and publishing group. In conjunction with the internationally-renowned professional association, International Professional Managers Association (IPMA) of UK, we offer online pure distance learning courses (PDLCs). IPMA’s website: http://www.ipma.co.uk/conferences.

The PTI Group 20/F. Wellable Commercial Building, 513 Hennessy Road, Causeway Bay, Hong Kong

Our “Financing & Capital Raising Professional™ (FCRP™)” and “Environmental, Social & Governance Expert™ (ESGE™)” programmes seek to enhance candidates’ practical & international knowledge in raising funding for companies (bank financing, IPO, private equity etc.) and ESG respectively. Upon qualification, candidates can use respective professional designation, awarded by IPMA.

Tel: (852) 3511 9288 info@the-pti.com www.the-pti.com

Raise your colleagues’ ability to add value through practical & international knowledge by enrolling in our PDLCs.

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 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

Major Compare is a leading international employee benefits consultancy, risk management advisory and business insurance brokerage firm. They work with companies of all sizes both in Hong Kong and around the world to advise and implement customised employee benefit plans with the goal of retaining and attracting employees. Through industry specific due diligence Major Compare also help reduce HR overheads with policy management and by ensuring your company is fully and properly insured with the guarantee of the lowest premium(s). All services provided by Major Compare are completely free to their clients.

Major Compare 1/A, 128 Wellington Street, Central, Hong Kong Tel: (852) 3018 1353 www.majorcompare.com.hk

Total Loyalty Company is a leader provider in providing corporate wellness and staff engagement solutions in Hong Kong for companies of all sizes. We curate solutions based around wellness events and campaigns, staff discounts, regular communications, all provided through a program website and app, branded as your internal program.

Total Loyalty Company Unit 2106, Westlands Centre, 20 Westlands Road, Quarry Bay, Hong Kong Tel: (852) 2536 9010 Fax: (852) 2536 9008 www.totalloyalty.asia

Underpinning our wellness programs is our unique TLC Wellbeing Survey, allowing each employee to develop an instant set of metrics of their total wellbeing and create an individualise wellbeing plan. As well a company-wide summary (anonymous data) can enable TLC to help each client develop a meaningful and targeted wellbeing campaign for staff.

More than just yoga classes and steps challenge, the TLC Corporate Wellness programs provide practical and impactful programs that make a positive difference.

56 HR MAGAZINE SPRING 2022

Tel: (852) 3651 8888 Fax: (852) 3651 8840 www.hkah.org.hk

HR CLASSIFIEDS

FINANCIAL SERVICES Societe Generale is one of the leading European financial services groups.

Based on a diversified and integrated banking model, the Group combines financial strength and proven expertise in innovation with a strategy of sustainable growth, aiming to be the trusted partner for its clients, committed to the positive transformations of society and the economy.

Societe Generale Level 34, Three Pacific Place 1 Queen’s Road East Hong Kong (regional Head Office)

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.

atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan

Tel: (852) 2166 5388 https://www.societegenerale.asia

HR CONSULTING

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.

Our international presence and culturally diverse teams enable partnerships with multi-national corporate clients for their business growth and success.

Tel: (852) 2522 9018 info@atrain-apac.com www.atrain-apac.com

Put us to the challenge—you will not be disappointed.

Atrium HR Consulting is a joint venture between Alliance Group International and RamsaySmith, bringing together extensive experience and a wealth of specialist knowledge. Atrium’s aim is to help businesses achieve the highest possible level of performance by maximising efficiency, cost savings and results.

Atrium’s services are used and trusted by more than 25% of the Fortune Global 500. Building upon their current client base, resources and an established global infrastructure they work to deliver a professional customer-focused service around the world.

Atrium HR Consulting.

22/F OVEST, 77 Wing Lok Street, Sheung Wan, Hong Kong Contact person: Pauline Williams Tel: 852 2891 8915 info@atriumhr.com www.atriumhr.com

Today Atrium supports clients across 180 countries with their recruitment, training, employee benefits and wellness programmes.

Flex Human Resources strives to provide small and medium-sized Hong Kong businesses with comprehensive, reliable and cost-effective HR outsourcing and consulting services.

Our services include recruitment and selection, headhunting, payroll processing, benefit administrations, performance management, training and development, employee surveys, HR analytics and projects, etc.

With strong talent databases, we also provide staff leasing and outsourcing for companies in Hong Kong, China and overseas.

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.

FLEX Human Resources Unit 705, 7/F, Tamson Plaza, 161 Wai Yip Street, Kwun Tong, Hong Kong Tel: (852) 3466 5279 info@hroutsourcing.hk www.HRoutsourcing.hk

Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong Tel: (852) 2766 3306 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk

57

HR CLASSIFIEDS

Korn Ferry is the pre-eminent global people and organizational advisory firm.

We help leaders, organizations and societies succeed by releasing the full power and potential of people. Our nearly 7,000 colleagues deliver services through Korn Ferry and our Hay Group and Futurestep divisions. 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.

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.

Tricor Consulting Limited is a member of Tricor Group dedicated to creating value for clients and strengthening their organization capabilities through: 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 Training Resources Consulting—Maximizing business impact of training with ondemand scalable resources. Change Management—Partnering with clients to drive and enable organization transformation

Korn Ferry International (H.K.) Limited 15/F, St. George’s Building, 2 Ice House Street, Central, Hong Kong 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

Tricor Consulting Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1027 Fax: (852) 2262 7596 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com

HR TECHNOLOGY SOLUTIONS

At BIPO, we help businesses transform and digitalise, enabling them to thrive and realise their growth ambitions. Around the world, we support over 1,600 clients across 87 countries and regions with a new generation of HR solutions. Our comprehensive suite of service products from our award-winning cloud and mobile-based HR Management System (HRMS), multi-country payroll calculation, overseas landing services, Professional Employer Organisation (PEO) to attendance automation provide clients with a multi-regional, integrated and seamless user experience.

Florence Mok: Tel: (852) 3643 0295 Email: florence.mok@biposervice.com https://www.biposervice.com/

COL Consulting Limited (COL) is leading by dedicated and enthusiastic ICT professionals and is at the forefront of an array of HRMS providers to attain Excellent HR Information System Provider at HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management (HKIHRM).

COL Consulting Limited (COL) Unit 2502, 25/F, 9 Chong Yip Street, Kwun Tong, Kowloon, Hong Kong

With domain expertise in business applications, our certified team of professionals deliver the best practice Human Capital Management (HCM) solutions ranging from the award-winning HR Pro, the web-based and mobile compatible employee self-service portal to Talent Management system for MNCs, enterprises and SMEs.

Tel: (852) 2118 3999 Fax: (852) 2112 0121 colmarketing@colconsulting.com.hk www.colconsulting.com.hk

COL is Oracle and Cornerstone OnDemand certified partner. COL has cultivated comprehensive professional services capabilities with the CMMI Level 3 qualification to cope with the proliferated demand for digital transformation.

58 HR MAGAZINE SPRING 2022

BIPO C1, 22F TML Tower, No. 3 Hoi Shing Road, Tsuen Wan, New Territories, Hong Kong

HR CLASSIFIEDS

With strategic offices in Hong Kong, China, UK and US, DaXtra is a world leading specialist in high-accuracy multilingual CV parsing, semantic search, matching and process automation technologies. Our solutions are compatible with most leading recruitment ATS and CRM systems and are designed to bring efficiency and automation, while dramatically reducing the overall ‘cost of hire’. Over 1000 organisations globally use DaXtra products every day – from boutique recruitment firms to the World’s largest staffing companies, from corporate recruitment departments to job boards and software vendors.

Daxtra Technologies (Asia) Ltd. Unit 401, OfficePlus 93-103 Wing Lok Street Sheung Wan, Hong Kong

Ramco Systems is a next-gen Enterprise software player disrupting the market with its multi-tenant cloud and mobile-based enterprise software in HR and Global Payroll. Part of the USD 1 billion Ramco Group, Ramco’s employees are spread across 24 offices globally and focus on Innovation and Employee Experience to differentiate itself in the marketplace. Infused with Artificial Intelligence & Machine Learning, and with next-gen features such as Chatbots, Voice, and Facial recognition-based workforce management, Ramco Payroll (offered as platform & as managed services) manages 50+ country payroll covering Greater China, APAC, Middle-East & Africa on one single platform.

Ramco Systems #761, 7/F, 181 Queen’s Road Central, Hong Kong

SuccessFactors, an SAP company, is the leading provider of cloud-based Business Execution Software, which drives business alignment, optimises workforce performance, and accelerates 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, HK

For over 20 years MDS has been the market leader in talent development, leadership training, sales effectiveness and executive coaching, producing great results for global companies in the Greater China and APAC regions.

Management Development Services Limited Room 1701–3, Kai Tak Commercial Building, 317–319 Des Voeux Road Central, Sheung Wan, Hong Kong

Tel: (852) 3695 5133 asia@daxtra.com www.daxtra.com

Rohan Raghunath Tel: +852 95166231 Email: rohan.raghuanth@ramco.com https://www.ramco.com/

Tel: (852) 2539 1800 Fax: (852) 2539 1818 info.hongkong@sap.com www.successfactors.com

LEADERSHIP DEVELOPMENT

MDS is the certification centre and distributor of leading personality and leadership assessments for talent development programmes including the MBTI® and FIRO® , Leadership Effectiveness Analysis (LEA360™) and GMI® , Strong Interest Inventory ® for career planning, Sales Performance Assessment™ (SPA™) for sales development, and TKI® for negotiation skills.

From MDS offices in Hong Kong, Singapore, Beijing, Shanghai and Taipei we manage an outstanding team of international trainers and executive coaches delivering a vast collection of leadership and sales programmes including the Miller Heiman products.

Tel: (852) 2817 6807 Fax: (852) 2817 9159 mds@mdshongkong.com www.mdshongkong.com

In 2016, MDS launched the Smith-MDS partnership with University of Maryland Robert H. Smith School of Business. The partnership draws on a world-class faculty, facilitators and executive coaches to deliver leading edge executive development solutions.

LEGAL / EMPLOYMENT LAW / TAX DLA Piper has been doing business in Hong Kong for 20 years. It has close links with our other offices in Asia, Europe, the Middle East and the US. Together, we provide clients with a seamless global capability to meet their business needs. Staffing the Hong Kong office is a vibrant team of over 130 locally and internationally-trained partners, lawyers, consultants and legal executives. Our lawyers regularly assist clients with their multi-jurisdictional cross-border activities throughout the Asia Pacific region.

Reflecting the international diversity of our clients, our people in Hong Kong all speak English, with individuals speaking Putonghua (Mandarin), and a wide range of Asian languages and dialects including Cantonese, Korean, Shanghainese, Taiwanese, Vietnamese as well as French, German, Italian, Punjabi and Spanish.

DLA Piper 25/F, Exchange Square Block 3, 8 Connaught Pl, Central Tel: (852) 2103 0808 http://www.dlapiper.com

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HR CLASSIFIEDS

At EY, our purpose is building a better working world. The insights and quality services we provide help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY 22/F CITIC Tower, 1 Time Mei Avenue, Central, Hong Kong

Hugill & Ip is a young independent law firm, but with decades of experience providing bespoke legal advice and exceptional client service to individuals, families, entrepreneurs and businesses, in Hong Kong and internationally. The firm’s core team comprises partners who are recognised as leaders in the areas of Dispute Resolution, Corporate & Commercial, Family, Probate & Trust and Employment.

Hugill & Ip Solicitors 2308, Two Lippo Centre 89 Queensway Hong Kong

Hugill & Ip’s Employment practice is constantly developing to keep pace with the law and has gained a respected position with employers, employees and among our peers as being at the forefront of providing practical and straightforward advice in a complex and fast-moving area of law.

Tel: 2846 9888 Tel: 2868 4432 https://www.ey.com/

Tel: (852) 2861 1511 e​n quiry​@ hugillandip.com www.hugillandip.com

Whether advising individuals or companies, the firm provides advice that is results-driven. With extensive knowledge and experience of employment law in Hong Kong, Hugill & Ip is able to advise on all options but will also “come offthe-fence” and offer advice that achieves a practical solution

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, worldclass conferences, cocktail receptions, media luncheons and sumptuous banquets. With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorld-Summit 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 Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com

RECRUITMENT / EXECUTIVE SEARCH / STAFFING OUTSOURCING

Headquartered in Switzerland, Adecco is a Fortune Global 500 company with around 5,000 offices in over 60 countries and territories around the world.

We possess the skills and global intelligence to develop human resource strategy for the highest levels, yet remain close to clients, local markets and needs. Adecco Hong Kong has over 30 years of experience in the region, with a comprehensive service offering that includes permanent placement, temporary & contract staffing, recruitment process outsourcing, HR consulting & assessment services, employment contract services, recruiting projects & overseas search, payroll outsourcing & administration services, and training.

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Adecco Personnel Limited 12/F, Fortis Tower, 77-79 Gloucester Road, Wanchai, Hong Kong Tel: (852) 2895 2616 Fax: 2895 3571 hongkong@adecco.com http://adecco.com.hk/

HR CLASSIFIEDS

Elabram Group is responsible for the global business of Elabram HR Solution, Elabram Telco, XRemo, and WMS, with a more than 20 years history and core competencies in human resources and telecommunication consultancy.

The company has successfully placed more than 83.000 talents and served more than 118 clients worldwide. In its four business divisions, Elabram Group is continually expanding its capability and innovation to align customer needs.

Elabram Group Level 23 Nu Tower 2, KL Sentral, Jalan Tun Sambanthan, Kuala Lumpur 50470, Malaysia.

Mikel Yaw Tel: +60338317888 Email: enquiries@elabram.com https://elabram.com/

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

Headquartered in the Netherlands, Randstad is a Fortune Global 500 Company and the second largest recruitment & HR services provider globally, with operations spanning across 39 countries with over 29,700 corporate staff that help talented people develop their career potential and provide companies with the best people to reach their business goals. Founded in 1960 by Frits Goldschmeding, our Asia Pacific operations reaches across Hong Kong, Singapore, Malaysia, China, Japan, India, Australia and New Zealand. Randstad Hong Kong was established in 2009 and specialises in permanent and contract recruitment across specialized areas including Accounting & Finance, Banking & Financial Services, Construction, Property & Engineering, Information Technology & Telecommunications, Sales & Marketing, Supply Chain & Logistics.

Randstad 5/F, Agricultural Bank of China, 50 Connaught Road, Central, Hong Kong

Tricor Executive Resources has for the past 28 years built an unrivalled reputation for integrity and professionalism in the executive search business.

Our team of specialist consultants and researchers provide a range of practical and innovative solutions to help you search for the right talent to meet your business needs. We utilize in-depth research, intense resourcing and a highly focused approach in the identification of qualified candidates in the appropriate industry sector. Our clients consists of multinationals, publicly listed and private companies as well as family-owned and start-up companies.

Tricor Executive Resources Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1166 Fax: (852) 2869 4410

We also provide advice on HR best practices to enhance your human capital. Our HR Solutions can help drive your business performance through the effective use of talent. These include Compensation and Benefits Benchmarking; Soft Skills and Management Development Training; Performance Management Systems; Talent Assessment Centre; Human Resource Outsourcing; Career Counselling and Talent Transition Management and Employee Engagement Surveys.

Tel: (852) 2973 6737 info@frazerjones.com frazerjones.com

Tel: (852) 2232 3408 www.randstad.com.hk

fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com

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RETAIL

KAS Group Asia (KGA) is the exclusive direct sourcing arm of Kmart Group that operates the iconic retail brands Kmart Australia, Target Australia and Catch.

KGA’s operations span the largest sourcing markets across Asia including China, India, Bangladesh, Pakistan, Cambodia, Indonesia and Vietnam, supporting an annual sourcing capability of US $ 2.5 billion.

KAS Group Asia (KGA) 10/F, Trade Square, 681 Cheung Sha Wan Road, Kowloon, Hong Kong

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 - 11 Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories

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 pick-up to 24-hour multi-lingual concierge services.

Four Seasons Place 8 Finance Street, Central, Hong Kong

Lavina Mehta Tel: (852) 2732 3402 Fax: (852) 2730 1051 Email: lavina.mehta@tgasourcing.com http://www.kmart.com.au/ http://www.target.com.au

RELOCATION / LOGISTICS

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

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Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com

HR CLASSIFIEDS

GARDENEast is prestigiously located at the heart of Queen’s Road East, Wan Chai, boasting 216 luxurious units in 28 storeys.

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 tranquillity of green living and a diverse choice of dining and entertainment is right on your doorstep.

GARDENEast Serviced Apartments 222, Queen’s Road East, Wan Chai, Hong Kong 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.

Regal Hotels International is one of the largest hotel operators in Hong Kong, currently owns and manages twenty-three hotels. Committed to exceeding the needs of each and every guest, all Regal Hotels provide first-class international guestrooms and facilities including state-of-the-art meeting and banquet rooms.

Tel: (852) 3718 8000 Fax: (852) 3718 8008 enquiries@harbourviewplace.com www.harbourviewplace.com

Regal Hotels International 11/F, 68 Yee Wo Street, Causeway Bay, Hong Kong, CN https://www.regalhotel.com/

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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 all-encompassing 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.

Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street Tseung Kwan O, Hong Kong

V is a collection of award-winning hotels, serviced apartments and private residences in Hong Kong.

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

Bringing our philosophy of eat, shop, live easy, each V is nestled in a plethora of restaurants, amidst excellent shopping hubs and surrounded by an extensive transportation network. V Wanchai and V Wanchai2 are minutes walk from HKCEC, whilst the Lodge connects to 5 railway systems.

Each V is urban, contemporary, but calm and quiet. Our two Causeway Bay properties host penthouse and terraced apartments for families and elegance entertaining, whilst V Happy Valley features an outdoor water garden.

Tel: (852) 3963 7888 Fax: (852) 39637889 enquiries@vegasuites.com www.vegasuites.com.hk

Each V carries a different design motif, yet shares one critical ingredient – we deliver a high standard of comfort and good honest service.

STAFF BENEFITS

Philip Morris Asia Limited is building a future on a new category of smoke-free products that, while not risk-free, are a much better choice than continuing to smoke. PMI's smoke-free IQOS product portfolio includes heated tobacco and nicotine-containing vapor products. As of March 31, 2020, PMI estimates that approximately 10.6 million adult smokers around the world have already stopped smoking and switched to PMI’s heated tobacco product, which is currently available for sale in 53 markets in key cities or nationwide under the IQOS brand.

For more information, see our PMI (https://www.pmi.com/) and PMIScience (https://www.pmiscience.com/) websites.

Philip Morris Asia Limited Suites 2402-2411 24/F Devon House, Taikoo Place 979 King’s Road Quarry Bay, Hong Kong Tel: 28251600 https://www.pmi.com/

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64 HR MAGAZINE SPRING 2022

BUILDING AND MANAGING YOUR WORKFORCE WITH FLEXIBILITY As the future of work moves towards more flexible working and staffing arrangement, new staffing solutions emerge.

Tricor Staffing Solutions is an all-round human resources service provider that offers you a complete suite of recruitment and staffing solutions.

Our Professional Employer Organization (PEO) can help your company operate and scale with flexibility, especially in times of uncertainty.

Explore our professional and hassle-free human resources services, visit https://hongkong.tricorglobal.com/tss.

Tricor Staffing Solutions Recruitment Firm of the Year (Elite) – Platinum

(852) 2980 1888

TricorStaffingSolutions tricor_staffing_solutions

enquiry@tricor-ss.com

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