HR Magazine Summer Issue 2019

2019 SUMMER

18

COVER STORY Fixing HK: embracing young talent

30

WELLNESS IN HONG KONG Creating a nurturing work culture

42

COST OF WRONG HIRES Minimising risks and getting it right

EMPOWERING YOUNG SUPERHEROES, EMBRACING NEXT-GEN LEADERS

YOUNG LEADERSHIP

PUBLISHER’S NOTE IN THE NEWS It’s been an interesting time for HR over the past few months. With continued social events occurring across the territory; many businesses have found themselves, at best, short-staffed and in many cases completely shut down. Our cover story examines the rise of new young leaders in Hong Kong, and what HR can do to better embrace, engage and empower them in today’s workplaces.

Hong Kong also finds itself feeling insecure about retirement; however, with the new TVC scheme released by the Government, HR can help talent take full advantage of the new tax-free MPF additional contribution scheme.

According to a recent survey conducted by KMPG the Greater Bay Area is still an attractive place to work, with key EVP drivers being total reward packages, followed by career progression opportunities.

COVER STORY With recent events in Hong Kong, many questions are being raised about the future of both work and life in the city. HR can help empower today’s young talent—many uncertain about what the future will bring—and nurture them to become tomorrow’s leaders. We explore what employers are doing to identify and onboard young leaders into their businesses. We share insights from young talent and their views on employers and the employment process. We also examine how HR can make this process more attractive to young leaders—even when they may have radically different ideas about what future business leadership actually entails.

OTHER STUFF With the D&I exploring and celebrating new heights, The Pride & Prejudice event showcased the progress and setbacks facing LGBT talent in Hong Kong (p48).

To come to work sick, or to take the day off? We explore ways to make your staff happier and healthier. Andrew Merrilees shares ways BUPA has supported their staff to take better care of themselves, and ultimately reduce the impact of sickness on the organisation (p24).

We also talk to senior figureheads across APAC and find out the real cost of hiring the wrong people for your company, and the benefits of doing due diligence before signing up that impressive new candidate (p42).

Enjoy...

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

HR MAGAZINE EDITORIAL

Publisher & Editor-in-Chief Paul Arkwright Editor Tony Ryan Staff Writers Olivia Prosser Jayani Premaratne

ART & GRAFT Head of Design Heidi Chan Designer Iris Tang

PHOTOS & IMAGES Freepik, Iris Tang, Paul Fukushima

EDITORIAL ENQUIRIES

SUBSCRIPTIONS

Paul Arkwright Tel: (852) 2736 6318 paul@excelmediagroup.org

Venus Lee Tel: (852) 2736 6375 Fax: (852) 2736 6369 subs@excelmediagroup.org

ADVERTISING & SPONSORSHIP

PUBLISHED BY

Aakash Ramesh Tel: (852) 2736 6339 a.ramesh@excelmediagroup.org

Excel Media Group Ltd. Unit 101 Fourseas Building, Jordan, Kowloon, HK

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Paramount Printing Company Limited 1/F, 8 Chun Ying Street, Tseung Kwan O Industrial Estate, Tseung Kwan O, NT, HK

PRINTED BY

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.

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2019 SUMMER

06 24

18

HR NEWS

HR FEATURES

06 09 10 12 14 16

24 26 28 30

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

Smiling towards a happier, healthier workforce Young leadership at Philip Morris Talent lured to Greater Bay Area Wellness in Hong Kong... seriously

COVER STORY

HR COMMUNITY

18

32 38 42 46 48

Fixing Hong Kong: empowering young superheroes, embracing next-gen leaders

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HR Magazine conference 10 May 2019 Rethinking talent and leadership in a globalising world Cost of wrong hires—minimising risks and getting it right JobsDB: Retail Industry’s ‘Laws of Attraction’ Pride and Prejudice—D&I in society and the workplace

42

46 32 38

HR TECHNOLOGY 51

How WiFi 6 is transforming talent: new era of digital talent development

HR TRAINING 52

56

58

Coaching Case Study—Unlocking Potential

HR LEGAL 54

HR BOOKS

Mainland China and Hong Kong courts to enforce each other’s judgments on labour and employment matters for the first time

The Talent Delusion Why data, not intuition, is the key to unlocking human potential Start With Why How great leaders inspire everyone to take action Agile People: A radical approach for HR & managers (that leads to motivated employees) Data-Driven HR: How to use analytics and metrics to drive performance

HR CLASSIFIEDS 59

HR Classifieds

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HK NEWS

HK EMPLOYEES EXPECTING BONUSES 87% of talent expect a bonus, up six points from last year

38% of respondents will start a job search if not paid a bonus Nearly nine in ten Hong Kong-based employees are expecting to receive a bonus this year.

Of those expecting to receive a bonus, 73% said they are anticipating an annual bonus of up to two months salary.

Almost all of the surveyed respondents, 97%, agreed that receiving a bonus is important to their engagement with the company, while almost 38% of talent said that they would start a new job search if they did not receive a bonus this year.

Natellie Sun, Managing Director, Randstad Hong Kong expanded,“The workforce in Hong Kong is very motivated by financial remuneration.

Therefore, they are more attracted to companies that offer a high salary and known for giving big bonuses.”

The survey found that 56% of organisations in Hong Kong practice tiered-bonuses. Unlike a flat-bonus scheme where all employees within the company receive the same amount, a tiered-bonus scheme rewards employees based on their performance and scope of responsibility.

Sun observed, “A tiered-bonus scheme not only rewards good performers, it also helps motivate and incentivise employees to reach certain milestones and work towards surpassing their goals and targets.”

HONG KONGERS INSECURE ABOUT RETIREMENT Retirement security is a growing issue in Hong Kong and the wider Asia Pacific region, according to the latest findings of the Global Benefits Attitudes Survey by Willis Towers Watson.

The study reveals that 58% of Hong Kong employees think retirement security has become a more important issue for them over the last 2 – 3 years. Only around one-third of them, however, are confident of having enough resources to live comfortably throughout retirement. In addition, nearly one-fifth of Hong Kong employees expect to still be working in their 70s.

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Elaine Hwang, Head of Retirement, Willis Towers Watson highlighted, “The survey shows that the majority of Hong Kong employees employees cite retirement security do not prioritise their own finances towards as the most saving for retirement until their 40s.” She important issue added, “Employees generally do understand employees that they should save for retirement, but willing to accept the push factor is not strong at earlier ages. retirement benefits over salary Employees at age 40 and above have a stronger desire to save for retirement but starting from the age of 40 is already quite late employees expect to be working in to accumulate an adequate amount.” their 70s Although nearly half of the surveyed employees in Hong Kong are willing to sacrifice a portion of their paycheck for greater employer-provided retirement benefits, Hwang addressed the need for employees to take more control. She explained, “People also expect their workplace benefit retirement plans to be their primary way to save for retirement, but not all employers are willing to take on proactive responsibilities for employee financial well-being beyond statutory retirement contributions.” She concluded, “It’s time to rethink the role of employers in helping employees save or invest wisely for retirement, by providing adequate education, guidance and tools.”

HK NEWS

20% SALARY RISE ‘EXPECTED’ BY TALENT SWITCHING JOBS & Technology (IT) and Financial Services Industries (FSI). Companies are now having to offer an average of 20% salary increases to help attract professionals working in FinTech who are looking to switch jobs. And, according to KPMG, 45% of such talent is likely to get such salary increments.

71% of employees are expecting a 20% salary increase when moving jobs and 25% even expect a 30% increase, according to the recent Employee Trends Survey and Salary Outlook conducted by KPMG. The Survey revealed that over half of Hong Kong executives view the Greater Bay Area (GBA) as an attractive place to work. Within the GBA, the Survey indicates that prospects are brightest in the Innovation

Felix Lee, Head of KPMG Executive Search and Recruitment Services, KPMG China, stated, “Current markets are volatile, so companies will pay premium salaries for risk analysts and risk managers to achieve greater ROI.”

Government incentives are giving the IT and FSI sectors an attractive edge, as well as added tax incentives facilitating free movement of talent between mainland China and Hong Kong.

Concerning retention, 68% of employees still deem total rewards as the top incentive when looking for a new job; closely followed by progression and promotion, 53%; then flexibility and work-life balance, 35%.

The Survey also revealed that global economic uncertainty is only having a limited impact on the employment market in GBA cities.

TOP THREE GOLDEN FINANCE ROLES IN HONG KONG An independent study was conducted in January 2019 surveying 75 CFOs in Hong Kong. This was an international workplace survey, about job trends, talent management and trends in the workplace.

CFOs currently find it challenging to source qualified finance professionals, and predict it will become even more challenging in the coming years.

According to the results, China’s Belt and Road initiative is driving demand for skilled staff as headcounts increase within finance teams across Hong Kong.

Adam Johnston, Managing Director of Robert Half Hong Kong says, “We expect continued demand for entry-level and value-add positions across the financial sector over the next 12 months.”

Amidst this recruitment drive, finance employers still battle with an ongoing skills shortage within the sector. In fact, the research has found 72% of Hong Kong

“As traditional roles within finance become increasingly digitally-focused, companies need to identify opportunities to upskill their existing employees to prepare for a digital future.”

The top three financial positions in demand in Hong Kong for 2019: Finance Managers: navigate an increasingly complex business market and guide companies through volatile and changing business landscapes and digitised workplaces.

Finance Accountants: run accounting and financial activities, provide sound economic analysis and interdepartmental financial updates.

Financial Planning & Analysis Managers: make well-informed commercial decisions. Can forecast how revenue and expenditures will be impacted due to new technologies.

UNLIMITED PAID LEAVE AT SKH An unlimited paid leave policy, the first of its kind in Hong Kong, has been launched at Sun Hung Kai & Co. Limited—effectively removing the cap on their employees’ annual leave limit.

The policy will allow employees to focus on producing exceptional results through better control over their work schedule while allowing room for creativity and personal growth.

The unlimited leave policy was launched following research on global employee engagement practices suitable for an innovative and results-oriented workplace.

Mr Lee Seng Huang, Group Executive Chairman, Sun Hung Kai & Co. Limited said,“We entrust our employees with the freedom to gain deeper ownership of their jobs. For the past 50 years, Sun Hung Kai & Co. has excelled in the fastmoving financial services sector through a history of reinvention. This policy is true to our culture.”

Amongst Hong Kong corporates, the unlimited leave policy is the first of its kind.

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APAC NEWS

SINGAPORE’S MOST ATTRACTIVE EMPLOYERS The 2019 Randstad Employer Brand Research surveyed over 2,500 employees and jobseekers in Singapore. The research gauges what jobseekers look for in an ideal employer, and measures their perception of the 75 largest commercial employers.

The study measures brand awareness and brand attractiveness of each commercial company, and respondents are required to rate the employers on 10 employee value proposition drivers such as ‘work-life balance’, ‘financial health’ and ‘career progression opportunities’.

The winners of the Singapore 2019 Randstad Employer Brand Awards: Singapore Airlines Changi Airport Group Marina Bay Sands

Banking & Financial Services: DBS Information Technology: Alibaba Group Life Sciences: Edwards Lifesciences

ONLINE SME EMPLOYEE BENEFITS LAUNCHED IN SINGAPORE HR in Singaporean SMEs got a much needed helping hand for processing employee benefits with the recent launch of an online insurance platform especially targeting small and medium businesses. The employee benefits digital portal, PolicyPal Business, aims to streamline insurance processing for SMEs. According to PolicyPal, the platform currently assists over 1,500 employees. After employers log on, select a base plan and add-ons, and make payment, immediate provisional coverage is available to employees— with an online dashboard to view their benefits.

Val Ji-Hsuan Yap, CEO and Founder, PolicyPal commented,“SME businesses are underserved in the insurance space. Hence, we want to revolutionise the outlook of business insurance that currently requires time-consuming manual processes.”

A group employee benefit plan, EZ Care, has also been launched collaboratively with Liberty Insurance—offering group employee coverage in Singapore and Malaysia ranging from SGD 15, 000 to SGD 250, 000.

SANYA INDUSTRY-UNIVERSITY-RESEARCH ECOSYSTEM PLANNED The first international innovation test and demonstration base, a joint project between PwC and the Sanya Municipal Government, will be established in Sanya forming the PwC University. This project will help improve Sanya’s innovation and talent development as well as empower the construction industry in Hainan Free Trade Zone.

The PwC University will build on the policy and environmental advantages of Hainan and Sanya.

Coupled with PwC’s mature global network and strong brand, the aim of this setup is to deepen scientific and technological innovation and talent priority development, creating a future industry-university-research ecosystem. In doing so, the idea is to promote practical education,

8 | HR MAGAZINE

frontier research and industry innovation, as well as to build an international innovation test and demonstration base that can serve the whole country and the world.

Raymund Chao, PwC Asia Pacific and Greater China Chairman said,“We aim to build trust in society and solve important problems. We hope to fulfil our purpose through the PwC University project, to assume more corporate social responsibility and maximise our value, while actively participating in the construction and development of the country with practical actions.”

The project will be established on the basis of PwC You Plus education and training system,

focusing on developing future talents’ leadership and innovation. Meanwhile, the organisation will select innovative companies from all over the world to settle in Sanya—providing comprehensive solutions for innovative enterprises. In the future, a Modern Urban Development Research Centre will be also established within the University—contributing to the high-quality development of modern cities.

Amy Cai, Board Director, PwC China Hainan Office said,“We are dedicated to the construction of the Hainan Free Trade Zone (Port)…and will devote ourselves to helping PwC University attract more high-quality industries from home and abroad to settle in Sanya.”

APAC NEWS

Growing need for tech pros in Singapore The jump in hiring experienced technical professionals in the Singapore job market may be attributed to the growing skills gaps between PMETs and the transitioning job market. As more organisations are looking for digital solutions and implementing automated processes, the job market calls for a larger number of technical developers in software, web and media fields.

Most sought after tech skills Across all PMET job positions in Software, Web and Media Development, the top 10 most sought-after skills are as detailed below.

TOP PMET HIRERS IN SINGAPORE 2017

2018

Google (150 positions)

Google (370 positions)

NCS (70 positions)

JP Morgan (130 positions)

ST Electronics (70 positions)

Visa (120 positions)

SKILLS RANK

TOP 10 SKILLS REQUIRED

SKILLS TYPE

1

Java

Technical

2

JavaScript

Technical

3

Web Services

Domain Knowledge

4

HTML4/HTML5

Technical

5

C++

Technical

6

CSS2/CSS3

Technical

7

C#

Technical

8

UNIX/LINUX

Domain Knowledge

9

Python

Technical

10

Cloud Services

Domain Knowledge

Talent that cannot be found The top sought-after skills for Software, Web and Media developer job positions that were open for more than six months in 2018 were as detailled below.

SN

TECH SKILLS REQUIRED

HR DUMMIES GUIDE

1

Java

Java is a general programming language widely used in the implementation of enterprise systems. Java developers are well soughtafter by medium and large corporations for system and application development functions.

2

JavaScript

JavaScript is a high-level programming language for front-end developers.

It has many open-sourced libraries and frameworks for developers to code out complex user-interfaces and web applications. Web developers create web interfaces that help users call on sophisticated backend queries in a simplified way.

3

C++

C++ is an intermediate-level, object-oriented programming language. C++ developers generally work on operating systems, servers or computer hardware to handle low-level programming work.

4

User Interface Design

User interface (UI) refers to the visual display that users see and interact with when they visit a website, uses a mobile app, or access any electronic display screen. UI designers work on both the graphic design as well as the placement of interactive elements on the visual display, in a way that intuitively guides users towards the intended content with visual cues.

5

Python

Python is a high-level, general-programming language that is gaining popularity with rapid prototype developers. Python developers apply their skills in a wide range of job functions, including data analysis; rapid prototyping; web application development; as well as data visualisation.

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INTERNATIONAL NEWS

PAGEUP NAMED ‘VISIONARY’ Cloud-based, talent management software organisation, PageUp has been recognised in a Gartner annual report.

Named as a Visionary in Talent Management Suites, the organisation was recognised based on its socially integrated, mobile talent management capabilities and a collaborative, easy-to-use interface.

Gartner evaluated eight different software vendors across 15 criteria including the scope of delivery, quality of services, market understanding and innovation.

According to the Gartner report, “Visionaries are ahead of most potential competitors in delivering innovative products or delivery models. They anticipate emerging and changing market needs and move the market ahead into new areas. Visionaries have a strong potential to influence the direction of the talent management suite market, but are limited in execution or a demonstrable track record.”

Karen Cariss, Chief Executive Officer, PageUp, acknowledged, “We consider being placed in the Visionaries quadrant by Gartner as confirmation of our mission to transform talent management from end-to-end.”

Cariss commented that they would continue to innovate their technolog y and help customers to find, recruit and develop talent. She concluded, “After two decades building a successful enterprise business, we recently launched PageUp Express to deliver a cost-effective unified talent management platform to help medium-sized businesses grow and manage their workforce from anywhere in the world.”

PageUp’s cloud-based talent management system provides HR and recruitment solutions to multinational organisations.

UBER DRIVERS STRIKE OVER COMPANY’S GREED Uber drivers were on strike 24 hours before the minicab company’s stock market flotation in the United States.

Uber drivers say they are creating extraordinary wealth for the minicab company, but they have been denied basic workers’ rights. Drivers in cities across the UK and US held protests, as well as boycotted using the Uber app.

Spokesman James Farra said, “Uber’s flotation is shaping up to be an unprecedented international orgy of greed as investors cash in on one of the

most abusive business models ever to emerge from Silicon Valley.”

Based in San Francisco, Uber aims to raise $9bn USD (almost £7bn GBP) in its initial public offering.

Drivers are at the heart of the Uber service—the company can’t succeed without them—staff who work at the Uber Headquarters focus on making the experience better, on and off the road. Uber has agreed to continue working to improve the experience for and with drivers.

BRINGING 1,000 WOMEN BACK TO WORK The expansion of the Women’s Work Initiative in the US aims to assist 1,000 women returning to the workforce after having spent time out of paid work due to motherhood or as a caregiver. Allison Robinson, CEO, The Mom Project, says, “being a parent should not result in a

10 | HR MAGAZINE

lifetime of career penalties. We’re working with leaders who are committed to making their organisations places where women and families can thrive.” The expansion was launched by The Mom Project and includes sectors such as technology, legal, business and healthcare.

INTERNATIONAL NEWS

FREE CHILDCARE FOR US JOBSEEKERS

Mothers will be given access to free babysitting when they are interviewing for jobs. This novel solution and support system for mothers, who are balancing childcare and job-hunting, is the initiative of a new partnership formed between The Mom Project and UrbanSitter. The new partnership will offer a USD 75 babysitting credit from UrbanSitter to any mother who secures an employer interview through The Mom Project marketplace.

The partnership was borne out of feedback from the more than 100,000 women who explained that a lack of childcare created challenges preparing for, or even attending job interviews.

Allison Robinson, CEO, The Mom Project explained, “It was evident that job-seeking mothers needed an innovative, trustworthy and often ‘on short notice’ childcare solution to focus fully on bringing their best selves to the interview process.” She continued, “This partnership underscores our commitment at The Mom Project to build a comprehensive support system for moms as they set, pursue and achieve their career goals.”

Every single member of The Mom Project will also receive a free first month of membership on UrbanSitter. Lynn Perkins, CEO and Co-founder, UrbanSitter stated, “At UrbanSitter we strive to meet the diverse demands of childcare. As a company created

New babysitting coverage programme for working mothers

Holistic support system helping women re-enter the workforce by women for women, we are proud to work with The Mom Project to provide a crucial support network for thousands of mothers across the country, who are pursuing their career goals in 2019.”

GOETHEANUM LEADERSHIP SCHOOL LAUNCHED IN SWITZERLAND

The Goetheanum Leadership School, the first project ever supported by the World Goetheanum Association, has recently been launched in Dornach, Switzerland.

The School aims to create a learning environment where participants explore and discuss ideas and concepts, and practice with new tools and skills.

The World Goetheanum Association currently comprises 120 organisations globally, running initiatives that develop and advance leadership opportunities, and will allow participants to enter into a wide-range of perspectives regarding current societal reality.

The school is set to help HR in terms of understanding the driving forces for sustaining

change. A good corporate culture sets free creative energies and benefits individuals, businesses and—by way of productivity—society as a whole.

The Association‘s partners are currently exploring new forms of cooperation, criteria for meaningful action and the responsible use of social and natural resources.

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HR EVENTS July 2019 Organised by

Potential Project and Transcend International

Mindfulness for Better Professional and Personal Life Location: The Hive, Wanchai, Hong Kong Website: https://www.eventbrite.com/e/free-eventmindfulness-for-a-better-professional-and-personal-lifetickets-56475012282?aff=ebdssbdestsearch Time: 7.00 pm – 8.30 pm Email: academy@transcend-intl.com

1

Location: Hong Kong Exhibition Centre Website: https://riseconf.com/ Time: 9.00 am - 5.00 pm

Xccelerate

Why do HR and Recruiters desperately need Design Thinking?

Location: 5/F, 95 Queensway, Admiralty, Hong Kong Website: https://www.eventbrite.hk/e/why-do-hr-andrecruiters-desperately-need-design-thinking-tickets62300501477?aff=ebdssbdestsearch Time: 7.00 pm – 9.00 pm

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Organised by

Hong Kong Institute of Human Resource Management

Strategic Compensation Design

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Organised by

Business Media International

Future HR Hong Kong

Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, Hong Kong Website: http://www.hkihrm.org/index.php/ld/ upcoming-programmes/event/4208 Time: 9.30 am - 5.30 pm Contact Person: Ms Vivian Chui Contact Number: (852) 2837 3834

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Location: HONI HONI Tiki Cocktail Lounge, 52 Wellington Street, 3/F, Hong Kong Island Website: https://businessmedia.asia/events/ Time: 6.00 pm - 9.00pm

Organised by

Organised by

Mettā HR Roundtable: How To Retain Millennials?

Location: Metta, California Tower, 21F California Tower, 30-32 D’Aguilar Street, Hong Kong Island Website: https://www.metta.co/event/63043398502 Time: 8.30 am – 10.30 am

HuNet Pte Ltd

#Decode Digital HR

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Location: Lifelong Learning Institute, Training Room 1-2, 11 Eunos Road 8, Singapore, 408601 Website: https://www.eventbrite.sg/e/decode-digitalhr-tickets-62454119954?aff=ebdssbdestsearch Time: 1:30 PM – 5:00 PM

Metta

16 Organised by

Marcus evans

HR Japan Summit

17-18

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RISE

RISE Hong Kong

8-11

Organised by

Organised by

Location: Hotel Chinzanso, Tokyo, Japan Website: http://www.hrjapansummit.com/ indecxlanguage.asp?EventID=&LangID=8&PageID=466 Time: 9.00 am - 6.00 pm Email: AsakoH@marcusevanskl.com

HR EVENTS

Sept 2019

Organised by

2-3

6

Mercer

Singapore HR Conference Location: The Conrad, 12 Temasek Blvd, Singapore, 038982 Website: http://www.mercersignatureevents.com/ globalhrconferences/2019/singapore/venue.html Time: 9.00 am - 5.00 pm

Organised by

Mercer

Shanghai HR Conference

18-19 Young Leadership

Location: The Four Seasons, 500 Weihai Rd, Jingan Qu, Shanghai Shi, China, 200041 Website: http://www.mercersignatureevents.com/ globalhrconferences/2019/shanghai/venue.html Time: 9.00 am - 5.00 pm

Organised by HR Magazine Location: Regal Hongkong Hotel, 88 Yee Wo St, Causeway Bay Date: Friday, 6 Sep 2019 Time: 8.30 am – 4.40 pm Website: https://hrmagazine.com.hk/event/hr-magazineconference-young-leadership/ Email: chris@excelmediagroup.org Tel: (852) 2636 6339

Organised by

Organised by

Mercer

HK HR Conference

23-24

Location: The Langham, 8 Peking Road, Tsim Sha Tsui, Kowloon, Hong Kong Website: http://www.mercersignatureevents.com/ globalhrconferences/2019/hongkong/index.html Time: 9.00 am - 5.00 pm

World Goetheanum Association

World Goetheanum Forum 2019 Location: World Goetheanum Association, Rüttiweg 45, 4143 Dornach/Switzerland Website: https://worldgoetheanum.org/en/events/worldgoetheanum-forum-2019 Time: 9.00 am - 10.00 pm Email: Katharina Hofmann, association@goetheanum.ch

Organised by

27-28

Oct 2019 Organised by

terrapinn

HR & Learning Show Asia Location: Suntec Singapore International Exhibition & Convention Centre, 1 Raffles Boulevard, Suntec City, Singapore Website: https://www.terrapinn.com/template/live/ go/10094/20546?pk_campaign=listing&pk_kwd=AF&pk_ source=terrapinn&pk_medium=link Time: 9.00 am - 5.00 pm Email: malie.samson@terrapinn.com Tel: 65 6222 8550

3

8-9

HRD Leaders Summit Singapore 2019 Location: Hilton Singapore Website: https://hrleadersasia.com/singapore/index. php/contact-us Time: 8.15am - 4.40pm Email: clarissa.chua@keymedia.com Tel: 65 3163 5403

Organised by Organised by

Hong Kong Institute of Human Resource Management

10

Pay Trend & Benefits Seminar Location: 6/F, Royal Plaza Hotel, 193 Prince Edward Road West, Kowloon, Hong Kong Website: http://www.hkihrm.org/index.php/ld/upcomingprogrammes/event/4269 Time: 9.00 am – 5.00 pm Email: learning@hkihrm.org Tel: (852) 2837 3812 / 19

31

Key Media

Proventa International

HR Leaders Strategy Meeting Singapore 2019 Location: Weddings at Singapore Marriott Tang Plaza Hotel, 320 Orchard Road, Singapore, 238865, Singapore Website: https://www.eventbrite.com/e/hr-leadersstrategy-meeting-singapore-2019-proventainternational-tickets-59686151887?aff=ebdssbdestse arch Time: 8.00 am – 6.00 pm

HR MOVES Alisha Fernando has been appointed responsible for driving Bloomberg’s Diversity & Inclusion (D&I) strategy across the APAC region. Prior to joining Bloomberg, Alisha led the development and implantation of the D&I strategy, programs and initiatives at the University of Melbourne.

Pamela Hutchinson, Global Head of Diversity and Inclusion, Bloomberg stated, “Alisha brings to us an incredible personal background and career experience in finance, change management, and people leadership that will no doubt play an integral role in our ongoing efforts to create an inclusive and collaborative culture in APAC.”

Alisha Fernando

Alisha has spent most of her career at the Australian and New Zealand Banking Group (ANZ), where she served as the firm’s Inclusion Program Manager. Under her leadership, ANZ won the 2017 business inclusion award from the Migration Council of Australia for its refugee work placement program, and the LGBTI+ employer of the year award from Pride in Diversity.

Head of Diversity & Inclusion in APAC Bloomberg

Maria Hui was previously the Human Resources (HR) Lead for IBM and, more recently, the Director of HR for Microsoft Hong Kong. Microsoft announced her appointment as Director of Marketing and Operations.

In this new role, Maria will be leading business operations, marketing strategy and overall business performance for the various business groups of the Hong Kong subsidiary.

Previously, as Director of HR, Maria drove the transformation of workplace and collaboration culture at Microsoft Hong Kong.

Cally Chan, General Manager of Microsoft Hong Kong and Macau said, “Maria has proven to be a strong people manager and business manager, striving to empower individuals and companies to transform. We’re excited that Maria is taking up a bigger responsibility in her new capacity to help our customers and partners on their digital transformation journey in Hong Kong.”

Maria Hui

Director of Marketing and Operations Microsoft Hong Kong

Pedersen & Partners has announced that Reza Ghazali will join the team and lead the Board Services practice in the ASEAN region.

Reza Ghazali is an accomplished Executive Search professional with over thirty years of professional experience working in Hospitality, Human Capital, Business Consulting and Executive Search/Leadership & Talent Management.

Ghazali’s experience in dealing with companies at board and senior management level gives him a thorough understanding of complex business, market, industry and functional issues to build the confidence and trust necessary to assist clients through their transformations and various stages of development.

Reza Ghazali

Client Partner, Head of Board Services, ASEAN Pedersen & Partners 14 | HR MAGAZINE

Gary Williams, Deputy Managing Partner, Pedersen & Partners announced, “I am extremely pleased to welcome Reza to our global team. Corporate boards in Asia face a multitude of challenges that include regulatory pressures, corporate governance issues and the effective composition of governing bodies. Reza’s strategic consulting experience and proven track record in executive search will benefit our clients as they seek experienced and trustful partners.”

HR IN NUMBERS

71%

52%

27%

Employees expect 20% salary increase when moving jobs

Hong Kong bosses demote employees this year

Employees quit after demotion

KPMG, 2019

Robert Half, 2019

Robert Half, 2019

60%

62%

4.8%

Hong Kong youth who cannot find job they like

Companies have adopted employee choice policies

Youth unemployment in Hong Kong

LinkedIn Survey, 2019

2019 Global Mobility Trends Report, published by Crown World Mobility, 2019

Trading Economics, 2019

16 | HR MAGAZINE

HR IN NUMBERS

25%

68%

87%

Gender pay gap in the same role in China

Talent deem total rewards as top incentive

Talent expect bonus this year

Women in Work Index, PwC, 2019

Employee Trends Survey and Salary Outlook by KPMG, 2019

Randstad, 2019

80%

47%

81%

Don’t think financial services are fully prepared for societal transformations

More youths use online platforms for job seeking than those over 45 years old

Fitch Learning survey, conducted at London Forum, 2019

Renaix survey, 2019

Agree technology & consumer expectations significantly impact talent development Fitch Learning London Forum survey, 2019

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COVER STORY

It’s clear from recent events that things are changing in Hong Kong. Young talent has very different expectations for the future of work and the future of Hong Kong. HR now has a unique opportunity to better embrace the potential of today’s young superheroes and empower them to become our next-gen leaders. Identifying, attracting, onboarding, nurturing and retaining the best talent for each role is already a challenge— set to get even tougher as this talent pool enters the job market. Our cover story looks at the rise of new young leaders in Hong Kong, and what HR can do to better embrace, engage Mental health—we all have it—just in differing degrees, and and empower them in both employees and HR alike are all somewhere along the spectrum of today’s and tomorrow’s mental wellness. However, employee mental health is still very much workplaces.

The big taboo: mental health at work

a taboo subject in Hong Kong (see the insights from HR Magazine and Aetna’s mental wellness event on page 46). This issue’s cover story examines the impact mental health is having not just on HR, but on the entire business, and we offer practical advice on addressing the issue to help facilitate the mental well-being of all employees.

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COVER STORY Modern education systems have progressed significantly in the levels of difficulty of subjects and content. What older generations may have learned in higher education, young talent is now learning in secondary or even primary school. Despite eagerness to join the working world, the ideas and expectations of youths often differ noticeably from previous generations. Processes, such as the levels of flexibility offered from hirers, should therefore be modified to better attract top future leaders.

Josh Mackenzie, Chief Executive Officer, Development Beyond Learning, pointed out that, “The application and interview process hasn’t changed since the baby boomers era and employers should rethink the old model by introducing pre-boarding programmes for graduates.”

Recruiters reach out to schools In addition to mismatched expectations, talent, and especially natural talent, is in high demand by employers. Matching talent to the right roles works two ways; on the one hand from hirers recognising and nurturing this talent, but also from the candidates to be aware of their own strengths and weaknesses, and to develop these accordingly. Manpower recently documented that 52% of companies are struggling to fill open positions. They are looking for individuals with specific credentials and proven performance.

Natural talent is optimal for a hiring team when onboarding, though so too is the debate of talent vs potential. Although talent shows an individual’s natural ability to perform and complete tasks, potential refers to the possible growth and betterment of performance. Talent refers to a present state, and potential refers to future possibilities as a result of training, coaching and development.

One such trend of modern engagement with potential candidates is connecting with youths who are still in education. According to Mackenzie, “Employers should be more pro-active by approaching interns from universities before they have completed Almost their studies; two-thirds engaging of employees them in keep have warm experienced mental health issues degree due toof Potential also carries a greater work, strategies, or where and training work was them a related in the soft factor, thisexcitement according toenticement the latestfor Mental and onboarding Health skills needed at Work for Report work.” recently released by Business in the Community in to more teams, as it allows hirers conjunction with Mercer. There is an ever-increasing need for mentalgreatly healthshape an support There is also in the workplace, and Hong Kong has some of the worst mental wellness individual and in a known APAC. According to the Healthiest Workplace by AIA Vitality Survey AIA their(the talent into Survey) misalignment over half of the employees interviewed in Hong Kong experience at least a greater role, one between dimension hirers of work-related stress, with over 12% having moderatefurthering or severethe symptoms and candidates of depression. organisation. about what a Potential also Globally, position will mental entail. health According issuestoare a study now costing businesses almost carries a greaterdearly, risk as with it is future based and half by the ofCentre all working for Economics days lostand to ill Business health beingrequires relatedato stress.

In Hong Kong, greater amount of effort on the according Research into thethe UK, AIA Millennials Survey, an in average of over days of productivity is employers lost part 78 of the company.

More often, due particular to health-related have differentabsenteeism job expectations and presenteeism pertheir employee every year. tend to base hiring decisions on talent This compared figuretoistheir overpredecessors.

11% higher than Instead the of APAC average and potential, is costing Hong Kong more so than and subsequently companies focusing on job an estimated security, Millennials HK$3 million are every year. developing a candidate’s potential based on more interested in a career that suits their their existing talent. Peter Finch, Managing Stigmas needs and personality, to mental and allows health them a Director, Greater China, Cubix, explained, The life outside City Mental of work.

Health TheyAlliance want flexibility, (CMHA) HK, together “It is vital to understand what your purpose for with they want Oliver quick Wyman, job offers identified and they significant expect a stigmas recruiting young talent is. You will certainly be towards simple and mental effective health recruitment in its 2019 process. report—Mental Health recruiting them for their talent today, so you in the Workplace: survey of Hong Kong employees will be assessing their current competencies; in At professional the recent #HKGEN services event, firms a panel (theof CMHA Survey). however, it is encouraging to see the more The fresh2018 graduates datamediated revealedbythat Paulthe Arkwright, problem is getting progressive companies slipping their young worse—with Publisher & Editor-in-Chief, 37% of respondents HR Magazine, having at some talentpoint straight into their succession plan. experienced summarised that mental although ill health fresh graduates while in employment, are That means understanding that talent today 2% often higher seen tothan be lazy, in 2017. whenAa quarter challengeofarises respondents is nothave the same as potential for the future. experienced they want to gain mental credibility health and problems will approach while working Potentialfor is more conceptual than talent.” their it withcurrent, completeup focus.

1% from 2017.

According to a survey released in January

“It is vital to understand what your purpose for recruiting young talent is.”

2019 by The Conference Board, attracting and hiring the right talent is the number one internal concern among corporate leaders, as a lack of talent will more easily stunt company innovation and growth.

Spotting young leaders A young leader is one who stands out from the crowd at a young age. They have outstanding competencies, or natural talent, as well as growth potential.

Although diverse, a young leader will be vibrant and a brilliant top performer, who can think outside the box, is culturally sensitive, and has or can gain international business acumen.

It is these indiv iduals who will t y pically receive multiple offers when they g raduate universit y. As such, hiring teams are needing to become smarter with their approach to attract and obtain this talent.

Earlier engagement is one such strateg y, targeting universit y and college students, as well as high school or even middle school students. By building relationships at an earlier stage, it is hoped that these will result in a pipeline of prospective employees.

For example, in the technolog y industr y there is a concern about the low numbers of candidates entering the industr y. As an effort to generate interest in jobs in Science, Technolog y, Eng ineering and Mathematics (STEM), high school students in A merica are reg ularly inv ited to v isit technolog y companies and learn about the wide range of job opportunities in the areas of STEM. Companies beg in to reach out to talent from as young as 10 years old to generate this interest.

Onboarding young talent According to Mackenzie, “Young people consistently rank access to learning and development as one of the most important benefits when considering an employer.” As such, engag ing youths by promoting career development opportunities may help hiring teams stand out from their competitors.

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COVER STORY

today’s youths are drawn to management styles whereby authority figures act in more of a coaching capacity.

Hiring teams can further enhance the onboarding process for youths by providing training opportunities before their employment start date. Mackenzie also observed, “Pre-boarding, a stage after selection but before onboarding, can help to enlighten interns with work-readiness skills, closing the gap of the missing skills interns require before they start work. Designing a pre-boarding programme which includes content and interventions, inclusiveness, relationship building and work skills will help young talent hit the ground running.”

According to the Australian Association of Graduate Employers Survey 2018, more than half of employers say these same graduates are hired to be part of a leadership development program, with the expectation that they become managers or leaders, and 38% say these graduates are hired to do entry-level work with the expectation that at least some become managers and leaders.

Nurturing young leaders Companies with a former tyrannical management style are increasingly becoming a practice of the past, with companies instead implementing HiPO programmes. In addition,

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Bessie Chong, Director, Group Training and Talent Management, Esquel Group affirmed, “Esquel’s Management Trainee (MT) Program has developed many leaders over the past 30 years. Our MTs are offered exciting opportunities to rotate across our global operations, and across departments along our vertically integrated supply chain. Working directly with senior leadership to fulfil our vision of ‘Making a Difference’, we groom our young leaders in this purposeful journey to be part of something bigger than ourselves.”

In particular, youths seek mentorship as a means of management style, which may be attributed to a nurturing and supportive family environment. Today, there is an increasing emphasis on personal enjoyment and growth during one’s career; it’s as much about the journey as the end goal.

Steven Ng, Regional Head of Leadership & Learning, Baker McKenzie highlighted, “The young talent of today are looking for more than the traditional legal career where ‘making partner’ is the ultimate prize. Besides working on challenging global assignments, we invest in learning & development, coaching and mentoring, secondment and mobility programmes, scholarships, flexible work arrangements and D&I initiatives to create a safe and engaging environment where young talent can thrive.”

In a Deloitte study, it was shown that Millennials with a mentor-style relationship with their managers are said to have a higher rate of satisfaction and motivation, thus leading to greater retention.

In addition, Paul Ryder, President, BOCHK commented, “Our senior leadership team are passionate about the development of all our staff but pay particular attention to junior talent. Demographic changes, and our business strategy of connecting internationally and creating greater value for our customers, mean that our junior talent takes on significant leadership responsibility early in their careers. We recognise that young leaders learn best by being placed in demanding roles with accountability for delivery.

By focusing on what young talent seeks from their future company and role, companies can enhance retention and reduce churn.

This can be helped particularly by managers

COVER STORY

adopting a forward thinking attitude, as opposed to a critical one; by focusing on improvement and providing guidance instead of underperformance and criticism of the way a task is performed.

Iris Lam, Senior VP & Head of Human Resources, BCT Group explained, “Young talent are a part of the fundamental assets and they are our key element for future success.

We treasure the strength of our young talent and encourage them to ‘be free to grow’.

Encouragement can enhance their strengths and help them excel with us. We appreciate ideas and creativity contributed by young talent.

Their willingness to try, embrace challenges, and their efforts to achieve their dreams and career goals encourage innovation, positive

energy and atmosphere to the company.”

As a means to support and help develop young talent, up to date software and modern operations can help employee engagement.

A study focusing on employee experience conducted by Adobe named technology such as performance review software ‘the future of work’. The survey showed that 50% of the recipients rated technology more important than office perks such as free food or modern office design.

Leveraging talent The youth today are first-generation citizens of the information age. They understand that their realities are constantly evolving, and they respond with ideas and skills that match these realities. Everyone,

from traditional companies like Ford to disruptive companies like Uber, recognises this unique way in which young people learn, build and amplify brands. Business and marketing models are now evolving to reflect this change in the target audience.

So, how can HR leverage the keen talents that young people bring in?

With the ability to imagine a new world, and the power to collectivise rapidly and assimilate information for quick action, young people are changing the rules of the game. As a generation that has been brought up with this new, expanded version of ‘community,’ the power of collectivisation is something that young people are naturally attuned with.

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COVER STORY

Helen Champion, Regional Head of HR Asia Pacific, Bird & Bird pointed out, “We get people involved in projects, which we want new and unique approaches to. It is important to give people the opportunity to lead and run live projects, which are integral to helping us achieve our strategic aims in the region.” She adds, “It is a form of reverse mentoring to allow the young talent the freedom to operate. It gives the opportunity to learn new ways to approach projects to which an ingrained leader with more years of experience could bring a more traditional approach. This keeps us at the forefront of the market both in our expertise and in how we service clients.”

Giving purpose to young leaders The days of employees turning up at a job simply in return for a payslip are long gone. Millennials are not extrinsically motivated by money or other financial benefits. Rather, they are incentiv ised to work due to a sense of purpose and

meaning. They want to know they are making a difference to their company and in order for this to happen, their role needs to be g iven context. Young talent should be g iven clarification on why they are important to the organisation and how their objectives feed into the company goals.

According to recent research by LinkedIn, the number one reason people quit their job is the inability to learn and grow.

Iris Lam, Senior VP & Head of Human Resources, BCT Group explained, “We respect individuals and encourage two-way communication between the management and staff. Young talent is encouraged to share their views to contribute to business and operational efficiency with their supervisors, department heads and management. We launched an appreciation campaign this year to recognise colleagues for their contributions to business growth, enhancement to teamwork, and insight sharing. We assign special projects/tasks for young talent and experienced colleagues to work together for knowledge sharing.”

“Young people embody our hopes for the future. Each has the potential for leadership.

As an employer, we have a unique opportunity to help develop this potential. At Cordis, we train our young people in confidence, empathy and courage. As young hoteliers, they quickly learn that excellent service requires taking the initiative, going the extra mile for the guest— above and beyond any ‘standard’ operating procedures. This mindset (of service to others) soon becomes part of their life philosophy, on their journey to becoming great leaders,” concluded Eva Lo, Director of Knowledge Management, Human Resources, Cordis, Hong Kong.

“Young people embody our hopes for the future. Each has the potential for leadership.

As an employer, we have a unique opportunity to help develop this potential.”

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Companies that tap into this drive are far more likely to retain their young, top performers than those who insist on pushing extrinsic motivators above all else.

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HR FEATURES

Smiling towards a happier, healthier workforce Presenteeism vs absenteeism—which has a more negative impact on employee performance?

You might be surprised to learn that the answer is presenteeism.

According to a 2016 Bupa Wellness@Work Research survey, employees in Hong Kong spent approximately 25% of total working days working while sick, causing a productivity loss worth over HK$30 billion.

Other findings revealed that 60% of respondents were at moderate risk of feeling stressed, whereas 20% had a high risk of depression. In addition, 40% were overweight or obese, and 44% didn’t meet daily recommended nutritional requirements.

What if you could support your employees to promote healthy behaviours and encourage wellness, as well as increase productivity?

Andrew Merrilees, General Manager, Bupa Hong Kong understands that providing health insurance is just one aspect of a healthy workplace.

Andrew Merrilees,

General Manager, Bupa Hong Kong 24 | HR MAGAZINE

He shared, “We all know doctors say that prevention is better than cure. Now many employers are realising the benefits of preventive solutions to help their employees stay healthy, in addition to traditional group health insurance for medical care.”

Bupa’s Workplace Health Solutions

•

•

•

Supporting healthier minds, including healthy behaviours, stress and resilience, and mental health management; Creating healthier cultures, through health benefits, social support and healthy leadership; and Building healthier places, using risk management, healthy work design and healthy work settings.

That’s why Bupa, the medical insurance expert in Hong Kong, launched its Workplace Health Solutions in 2017. The programme aims to help their clients support and improve their employee health and well-being by providing a holistic workplace health plan.

This model is designed to support employees’ physical, environmental, personal and psychological needs to create positive results for employees and the organisation as a whole.

To address different employee concerns, Bupa’s workplace health model includes four key pillars: • Developing healthier bodies, focusing on lifestyle factors, medical profiles and physical health management;

Based on this model, Bupa’s best practice approach to workplace health includes four steps: assess, design, implement and evaluate.

This allows them to understand employees’ needs and health risks, and provide tailor-made solutions for particular issues.

HR FEATURES

Bupa work health model Physical

Environmental

Since its launch in 2017, the programme has served a variety of companies across different industries and has been well-received.

Healthier places Bupa work health model

Healthier cultures

“Bupa’s Workplace Health Solutions is a great programme providing diversified wellness activities, promoting employees’ physical and mental health. Our employees love this initiative and appreciate the activities organised,” said an HR representative of Telstra, one of Bupa’s clients.

However, some concerns were also identified: 64% of employees didn’t meet recommended nutritional requirements and 31% exercised less than one hour per week.

Healthier minds

Psychological

A case study: Bupa’s SMILE programme For their own employees, Bupa implemented the SMILE workplace health programme in 2017. They began with an employee assessment, which showed a reasonably healthy workforce.

Healthier bodies

Personal

Bupa’s Workplace Health Solutions are supported by their partner Quality HealthCare Medical Services, one of the largest providers of healthcare to corporates in Hong Kong. In addition, they liaise with various non-medical providers to offer a range of wellness activities to their clients, including physical and mental health workshops, on-site massages, fitness classes and more.

So far, mostly positive feedback has been received. Through employee surveys, the company found that 84% believe the SMILE programme benefits their well-being. In addition, 94% of employees said they were more conscious of living a healthy lifestyle.

Merrilees commented, “We’re beyond pleased with the outcomes of our

5

Workplace Health Solutions. It’s great to see both our, and our clients’, employees happier and more concerned about their health.”

He continued, “We look forward to expanding this programme to continue to serve more of our clients, helping them develop a healthier, happier workforce as we did.”

To address these issues and promote overall well-being, Bupa planned many activities including yoga, cooking demonstrations, art jamming and Mental Health Month. Contests related to physical fitness and healthy eating were also organised to incentivise participation.

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HR FEATURES

Young leadership at Philip Morris Interview with Angee Chan, Head of People and Culture, Hong Kong & Macau, Philip Morris Asia Limited

The optimal onboarding of young talent is a concern for many hirers. In order to increase retention rates of hires, businesses are adopting practices and benefits that appeal to young professionals. HR Magazine asked Angee Chan, Head of People and Culture, Hong Kong & Macau, Philip Morris Asia Limited what strategies have proven effective in developing the next generation of business leaders.

Q What steps does Philip Morris Asia Limited take to get employees of different generations to work together?

A

We give employees the flexibility to make choices on how they work, doing more specialised projects, and focusing on consumer needs. Projects are based on data analytics and real customer feedback.

Teams are made up of members from a wide age range so past experience becomes less relevant in these instances. To cultivate an environment where different generations can work together and become more synergised has become our main focus.

Q What can hirers do to engage with potential future employees at an earlier stage, before young people finish education?

A

We have a paid, two-cycle global internship programme, INKOMPASS, that we use to engage young talents early­—while they are still in university. The young talents will work in our offices for two consecutive summers to solve real business challenges with our leaders, learn transferable skills and contribute their innovative ideas in a project-based environment. We find that this early engagement is effective in sharing our culture with students and promoting our brand; very often they would share their experience and achievements in Philip Morris with their friends. Our early engagement also helps us to spot top young talent and provide graduate job offers to them before their final year of study.

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HR FEATURES

Q What are the ways that hirers can identify young leadership talent?

A

In selecting the right candidates, we look for agility, communication and collaboration skills.

There is an increasing number of generalist positions for individuals who can translate their skillset into different roles.

Q How can employers nurture youths after the onboarding process, so that young employees feel supported?

A

A desirable individual demonstrates soft skills and is open and ready to be trained.

We place them in roles according to their passion and strengths to help them develop their career path at Philip Morris. During this graduate training, we offer an eight-month rotation period in each role so that graduates can get a taste of what each role entails. In addition, we offer a primary position with project-based work and a mentor to really look after and develop young talent.

Their journey needs to be personalised and is based on an online platform, which provides the employee with a certificate once they have completed the milestones. We also provide a face-to-face induction and a welcome kit to all new joiners.

Q Which strategies and techniques are the most effective to onboard young talent into a new role?

A

Having a structural programme that gives young people real experience is crucial.

Internships should not only exist to provide a supporting role; interns need to be given the opportunity to take on real-life challenges with the support of a mentor or buddy. Young people look for purpose in their work and how it aligns with their perceived purpose in life. This purpose should align with the company and business direction so they become motivated to take on work.

Infrastructure should also exist to create enough self-learning opportunities for young people, and this should be flexible enough to allow them to decide when and where they want to take the opportunity to learn something.

If a role is challenging enough, young people are motivated to learn, to take action and ask questions to help themselves. At Philip Morris Asia, we have young employees who have been at the company for five years, and they have had the opportunity to try four different positions during this time.

The onboarding hiring journey at Philip Morris Asia lasts two years for all new joiners as we’ve found that the time people feel the most unsupported is during months 12 - 18, when they often become disengaged. This journey contains 14 milestone moments which provide the necessary guidance based on what the individual wants and needs. The individual will have four stakeholders assisting them with this journey, ranging in seniority and support role.

There is a need to ensure flexibility on a case by case basis for changing roles within the company. We recommend that each employee stays in the same position for at least eight months, but if there is a significant challenge beforehand, our HR team can assist and find a solution.

Q Given that today’s youths are interested in more than the financial benefits of a career, in what ways can employers give the roles of young leadership meaning and purpose?

A

Our culture at Philip Morris Asia is to help all employees find their purpose; this is a completely personal journey. Our leadership and mentorship does not have an expiry date; there is a structured approach for all staff, including a quarterly check and support for their journey.

Becoming a leader is based either on selection of competent candidates by their seniors, or by the individual themselves taking the initiative to prove their desire and competency to be a leader.

We offer training for young talent and future leaders so they are able to develop the necessary skills. Even as a project leader these skills are useful and important on their career journey.

Angee Chan, Head of People and Culture, Hong Kong & Macau, Philip Morris Asia Limited

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HR FEATURES

Talent lured to Greater Bay Area

China’s new Outline Plan includes major income tax exemptions for expat talent

By Angel Hua, Senior Manager, TMF China

The recently-announced Outline Development Plan for the Greater Bay Area of Guangdong, Hong Kong and Macau is an ambitious blueprint designed to attract more foreign businesses and professionals to the region.

The GBA has a population of over 70 million and generates over US$1.5 trillion of Gross Domestic Product, making it a powerhouse to compete with similar city clusters in San Francisco, New York and Tokyo.

China’s Central Government recently issued the latest Outline Development Plan for the GBA (Outline Plan). It initiates the next phase of economic and social integration for the GBA with an emphasis on innovation and entrepreneurship which has support from both the Ministry of Finance (MOF) and the State Administration of Tax (SAT).

Extract from Outline Plan affording tax exemptions for expat talent in China Individual Income Tax (IIT) exemption treatment, subsidising overseas high-level and urgently-needed talents working in the GBA area, including those from Hong Kong, Macau and Taiwan, is now extended to all nine cities, effective 1 January 2019 until 31 December 2023. This builds upon and replaces the existing policies in Qianhai.

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Below is an overview of the key elements of the Outline Plan—designed to lure more businesses and professionals to the region.

Integrated transport network Major investment in new transport links has already delivered the Guangzhou-Shenzhen-Hong Kong Express Rail Link and the Hong Kong-Zhuhai-Macao Bridge. This infrastructure makes it easy to travel between the two Special Administrative Regions (SARs) and the Chinese cities of the GBA. The continuing massive investment in the high-speed rail network will connect the GBA across all of China. This will dramatically improve the ability for experts and executives already established within the SARs to travel throughout the GBA and China.

Quality medical & education facilities Improving transportation alone is of course, not sufficient to achieve the necessary integration of people in the GBA region, and the Outline Plan aims to make the whole GBA equally attractive for both working and living.

Of major concern to families moving from the SARs into mainland China has been the provision of education and quality medical facilities. The Chinese education regulator has already started to offer scholarships to students from SARs territories, and China’s National Social Science Fund is now accepting applications from SARS academics to work in universities or research institutions.

The governments of the GBA have established a framework for greater cooperation and investment in medical facilities and skills in the Chinese cities. The agreement encourages

Chinese and foreign investment in both western and traditional Chinese medical centres, and many SARs medical professionals have already started to establish centres of excellence on the mainland. There is also an agreement to aid the transfer of patients between medical facilities within the GBA to allow SARs families to choose to be treated in their home territory.

Tax alignment Another major issue for SARs residents and enterprises considering a move to the GBA region is the high level of taxation in mainland China, with rates rising to 45% for individuals compared to 15% and 12% in Hong Kong and Macau respectively.

Some local governments within the GBA had already recognised this as a significant issue and introduced policies within certain economic zones to compensate individuals and corporations working and investing there. The Shenzhen Municipal Government and Zhuhai city government both introduced tax rebates to SAR residents working in the Qianhai and Hengqin economic zones respectively.

And Hong Kong enterprises investing in Zhuhai’s Hengqin zone also receive a rebate of corporation tax down to Hong Kong levels.

The Outline Plan encourages local governments of the nine cities to offer incentives for individuals and enterprises from the SARs territories, particularly for innovative, young entrepreneurs.

The examples of Qianhai and Hengqin have demonstrated the success of aligning tax policies resulting in the MOF and SAT statement that has extended this to the entire area.

HR FEATURES

Social security cooperation China has a complex and costly social security system, with contributions by employees and employers into a myriad of social funds. These options vary from city to city—making the system complex to understand from both individual and organisational viewpoints. However, the Outline Plan identifies this as an area where there needs to be more integration between the nine cities and the SAR territories so that SAR citizens working there can gain benefit from the social funds and enjoy equal benefits in retirement.

The future The Outline Plan is an ambitious, yet very achievable, blueprint for the further development, cooperation and integration of the GBA. It sets out medium and long-term objectives, but the detail of how these will be implemented at the local level is yet to evolve, and it is likely to be rife with complexities as each city competes for the talent it needs to generate long term growth.

There are significant incentives offered to SAR individuals and other expats to study, educate and transfer skills into the nine cities and for enterprises to invest there. Organisations and individuals now have a wealth of new opportunities opening up as the plans become more clearly defined policies.

HR FEATURES

Wellness in Hong Kong ... seriously Amidst the recent turmoil in the streets and MTR stations of Hong Kong, wellness could seem like a distant pipe-dream. Simply getting to the office at all some days can be fraught with disruption and delays. It is rather fortuitous that, in recent years, there has been a dramatic shift in the number of organisations taking the issue of workplace wellness seriously; not just to enhance the employee experience, but also to help drive the bottom line. HR Magazine sat down with Chicco and Lahra Tatriele, the co-founders of newly launched Fivelements Habitat in Causeway Bay to find out why workplace wellness matters and how HR leaders can leverage it to drive positive change throughout their companies.

Q. From an HR perspective, what are the key benefits of employee wellness?

Research surrounding employee wellness shows that current working environments comprise a large contingent of stressed and ill employees. Instead, we should be creating and nurturing a working culture where employees are engaged and thriving.

Being present and aware in life and business has many benefits, including effectiveness, focus and alignment. Such characteristics limit the likelihood of burnouts and hyper-stimulation of employees.

Q. What is currently the biggest gap in wellness in Hong Kong?

We tend to miss the human touch and real heart in society. Currently, many employees, and indeed whole communities, simply go through the motions of daily life. There needs to be a cultural shift towards embracing life, the heart and the soul. Daily living should not be transactional; it should be about creating real experiences.

Although many companies are now shifting their awareness of workplace wellness, the focus is often random and without a proper strategy. Within any organisation, pathways and personalisation are needed, and the implemented changes need to be effective and sustained.

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Q. With increasing numbers of job candidates seeking flexible employment options, such as contract or part-time work, but still wanting the benefits of full-time employees, how can wellness programmes help?

It is important to ask the question of why an employee desires these options. For instance, is it the working space: the design of the office, the space itself or the lighting? The designs of modern buildings are structured in a way that often does not encourage health and well-being. The set up of workers in cubicles, combined with the ironically introverted nature of checking social media, often creates a culture of isolation. Employees can easily feel increased competition or animosity from others.

Furthermore, increasingly in society, ways of working and time spent away from work are becoming a priority. For younger working generations, in particular, a job is about more than the paycheque at the end of the month; going to work is much more about congeniality and flexibility.

Q. What are the best first steps towards enhancing corporate wellness?

A great way to implement change is to first look at the culture of leadership, the company’s bottom line, processes and

teamwork. Leaders should begin with their own wellness experience and see for themselves the impact better wellness brings. Companies should also think about attrition, and achieving a positive and productive working culture through conscious leadership. Small changes, such as modifying processes and/or settings, even just for a day, can have a significant impact.

Creating awareness and engagement in the office leads to collaboration and, thus, productivity. Wellness can be used to create happiness and health among employees with far-reaching effects. Some offices have a dishonest and negative culture, which can result in negativity and/or ill health among employees. It is essential that companies nurture a culture with support between the CEO and talent at all levels. We are currently in the midst of a corporate tsunami with rapid and plentiful change; the question is whether a company will thrive or survive this period.

Organisations should aim at promoting ‘supportive’ rather than ‘competitive’ working env ironments.

Hong Kong has a g reat opportunit y to be a world leader in more ways than one; wellness can, and should, be one of these ways.

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HR Magazine’s quarterly conference held on 10 May 2019 cultivated crucial conversation on strengthening reward strategies, retaining talent and fostering a healthy work environment. Our incredible speakers not only provided us with extensive information about the topic, but also shared many personal failures and successes, giving delegates insights into others’ real-life experiences.

32 | HR MAGAZINE

HR COMMUNITY

Leveraging TVCs to enhance employee retirement benefits Ka Shi Lau, Managing Director & CEO, BCT Group, opened the conference with a very important question; “Is the current Hong Kong employment pension system efficient?”

She pointed out that only 73% of employees take full advantage of the MPF (Mandatory Provident Fund) protection schemes with the remaining having very limited cover for the future. The current MPF policies are well regulated; however, an MPF scheme is the ‘basic cover’ according to the Government. It should be questioned whether this is ‘efficient’ when most providers only have paper-based plans and include high fees with low returns.

Lau continued by saying, “the current MPF cover is considered moderate compared to other South East Asian countries. Hong Kong is at a disadvantage, however, as all MPF contributions in Hong Kong are capped at $3,000 HKD per month.

Lau highlighted that 61% of employees do not know about the current tax-deductible

concessions available at $18,000 HKD per year. Lau explained that 80% of employees would consider greater tax-deductible savings if they were aware of how to save.

So how can employers increase the adequacy and enhance what they offer employees in terms of an EVP package?

Lau pointed out that the new TVC (Tax-deducted Voluntary Contribution) schemes will be available from 1 April 2019 and employers could offer this scheme as a benefit to engage and retain talent. Lau concluded, “The general public lacks the understanding of the entire TVC arrangement, and it will be at the interest of employers to educate their personnel.”

KA SHI LAU, BBS Managing Director & CEO, BCT Group Topic | Leveraging TVCs to enhance employee retirement benefits

Employers can distil a caring and empathetic attitude by offering further future protection in the form of a TVC plan. It can be a good way to boost MPF savings for those that feel unfairly capped.

Employee wellness and HR legal practices—DOs and DON’Ts Mental health issues are not only more common than many believe but, particularly in Hong Kong, largely unspoken about and stigmatised. According to Helen Colquhoun, Head of Employment, DLA Piper, 64% of workers in Hong Kong admit to underperformance due to mental health issues one to two days per month. Thus, it is important for employers to offer support in a safe and open environment for discussing concerns. Colquhoun believes that, “if you support somebody through a life issue, the amount of loyalty you get is something that money can’t buy.”

Employers should also be aware of employee claims of disability discrimination, negligence and personal injury claims, and the employee compensation ordinance.

Of huge importance for employers is not to overlook workplace or employee warning signs. Some of the worst employer mistakes, according to Helen, are ignoring warning signs, providing inadequate support to raise concerns, and underestimating the impact of process and change on employees.

The solution, for both employee wellness and employer protection, is to embrace and implement a free and open culture to be able to discuss mental health concerns comfortably. To promote a supportive and open office culture, Helen recommends employers implementing and advertising support systems such as an Employee Assistance Programme.

HELEN COLQUHOUN Partner, Head of Employment Hong Kong, DLA Piper Topic | Employee wellness and HR legal practices—do’s and dont’s

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Insights from Crown World Mobility After a recent move from the UK to Hong Kong, Phil Smith, Financial and Compensation Services Director, Crown World Mobility shared key observations made by the 2019 mobility key trends report. He focused on employee experience, flexibility and choices and employee well-being and duty of care.

The need for human-centred rewards has hit an all-time high. Salary is no longer the main support needed to be offered. Smith said, “Companies need to raise the bar and come up with all sorts of new rewards.

Mobility, by its nature, is personal and dynamic. The traditional approach that goes by the one-size-fits-all perspective is very unlikely to succeed nowadays.” People are individuals; they have different learning rates, different backgrounds and different expectations and values. Companies need to be flexible and equipped to respond to these values optimistically.

While it’s not rocket science that everyone wants choices and flexibility, it is often hard to set limits and maintain a balance. Order and opportunity to cater to different people is key when dealing with rewards. Smith stressed, “How much is too much? The reality is, there must be a certain set of rules implied to surround that flexibility— freedom within a framework. We don’t want to box everyone in, but we do need to provide a degree of guidance to people.”

After the hiring process, retaining talent is the next step. The strong mental and physical well-being of employees not only help positively impact productivity but also generates a wonderful working environment. Smith commented, “Some companies offer fresh fruit, yoga lessons, updated tech and the ability to be able to work from home. It shows that even simple cost-effective touches go a long way.”

PHIL SMITH Financial and Compensation Services Director, Crown World Mobility Topic | Insights from Crown World Mobility

Rethinking double-hatting as a kick-ass reward Jo Lee, Vice President Human Resources, DDMC Fortis, started by asking, “How can double-hatting be rewarding?” She elaborated, “Double-hatting can be very rewarding; however, it is often about seeing it from different angles. “ A survey conducted

by Lee prior to the event, showed that 80% of participants agreed they would consider a double-hatted role if given the chance.

Double-hatting provides different needs for different employees. Statistics demonstrated that Millennial and Gen Z employees actually seek out double-hatted roles, as they are on a pursuit of growth and advancement through recognition and challenge.

Lee then shared some success stories where she explained, “Instead of jumping companies for a salary increase, employees can look to take on a dual role in the current company—this not only saves the company money but gives the

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employee a chance to take on more experience often but not always with a salary boost.

So what is the reward? Lee explained, “It is not always about the money, it is about the journey. Staff must be willing to adopt the dual role.

It is not something a company can force; instead, it should be an interest area that a particular employee would like to fulfil. This in turn can lead to a rapid and continued in-house promotion cycle.

At the end of the presentation, a question put forward to Jo by the audience was “Is this talent development or extreme money saving?” Lee agreed it could be both; however, it must be a willing choice by the employee.

Lee concluded by saying, “by offering double-hatting roles companies can, of course, find savings but how much is up to them.”

JO LEE Vice President Human Resources, DDMC Fortis Topic | Rethinking double hatting as a kick-ass reward

HR COMMUNITY

SMILE your way to workplace health The Hong Kong Workplace Health Survey findings show staggering statistics of 20% high risk for depression, 40% overweight or obese, 44% failing to meet their nutritional needs and 60% having a moderate risk of stress. With Hong Kong being a business hub, there is no denying the pressure employees may feel to stay on top of their game. Bupa has implemented a workplace health programme model that focuses on a healthier place, healthier body, healthier culture and healthier mind.

Tony Tsui, Head of Workplace Health, Bupa (Asia) Limited shared, “We have implemented workplace health challenges such as rock climbing and leadership and stress

management workshops to help employees cope with interactivity and workloads.”

While it’s never easy to please everyone, what is important is that employers hear everyone out. Tsui commented, “The younger generation always want more. Asking them for their opinions on different benefits and services not only make them more involved, but also give managers and leaders the chance to get a better understanding of what rewards employees seek.” Retaining young talent, while difficult, can be done by rolling out a lot of management, career development and skills development training. They are harder to please, but worth the effort.

TONY TSUI Head of Workplace Health, Bupa (Asia) Limited Topic | SMILE your way to workplace health

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PANEL DISCUSSION The panel (left to right ) Facilitator: Paul Arkwright, Publisher & Editor-in-Chief, HR Magazine • Tony Tsui, Head of Workplace Health, Bupa (Asia) Limited • Phil Smith, Financial and Compensation Services Director, Crown World Mobility • Jo Lee, Vice President Human Resources HR, DDMC Fortis • David Hogg, Human Resources Director, Hong Kong & Singapore, Pizza Express • Steven Campbell, HR Director, Hallmark Cards HK

In terms of the major challenges that companies face when implementing new benefit strategies, Hogg highlighted that cost was critical. He explained, “The cost and the resources required can obstruct many companies.” In regards to implementing benefits for either very little money or no money at all, and fend off competitors offering extensive EVPs, Hogg advised, “It is important to keep discussions in an open environment to make the benefits enjoyable and, if possible, to try to make them training-based no matter how small the budget may be.”

Numerous benefit optimisations were highlighted throughout the conference including tax-free deductions, wellness plans and the relatively new concept of ‘double-hatting’ roles. Lee explained, “Double hatting is where employers teach employees how to handle two roles at the same time.”

Hogg continued, “Picking the correct benefits

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to enhance a benefit-package is essential, however, companies should consider an online portal for employees to view and conduct an element of self-managing if they plan to implement a comprehensive benefits package.”

In relation to getting employees involved when some would not consider ‘wellness’ as a reward, Lee explained, “By adding fun rewards that appeal to everyone is the key. Providing optional and free in-house sports competitions are good ways to keep staff morale high and keep staff regularly involved in fitness.”

Campbell reported that in his company, HR has also added a community programme for staff to get involved with. He explained, “These activities are not only fun and involve everyone, but to help display good local community values too.”

On enhancing employee choice, Campbell pointed out, “It’s best to first ask your

employees what they want, try to give them what they want—and try to be consistent across all your regional offices.” Tsui echoed this sentiment stating, “It is important to identify what your staff members’ priorities and for us, we also focus on benefits that can help reduce health risks.” On building further flexibility into rewards, Smith expressed, “If the workplace allows it, then flexibility within the rewards should be considered and employers should allow that flexibility of choice. It is not always about the money, it can also be about the journey to the next role.”

Campbell commented on how often rewards should be reviewed. He advised, “Employers need to be listening to their employees all the time, often on an informal basis.” Lee seconded this explaining, “Employers should listen to what employees really want or need on an on-going basis, rather than just conducting annual surveys.”

HR COMMUNITY

Power of ‘employee moments’ driving engagement & retention Steven Campbell, Human Resources Director Asia Pacific, Hallmark, believes that caring about employees is the foundation of a company, and employee policies should not only align with company values but should also embrace employee moments.

According to Campbell, an individual is expected to have ten significant life moments in their lifetime; 70–80% of these will occur during employment. Employers should do what they can to acknowledge and support these moments. He argued that “if you concentrate on the moments that matter, you will have higher engagement and better retention.” For any significant experience, an individual tends to remember the best, the worst and the end

of this experience, and this is something that employers should be mindful of.

According to Campbell, examples of what an employer can do for their staff include offering additional leave for marriage or childbirth, providing flexible working options for the first day of school for a child, or offering compassionate leave with flowers and cards for the passing of a loved one. Campbell stressed that companies should be focusing above all on what the staff and the company can achieve together, internally and externally. The relationship between managers and employees should also be of trust and care, with boundaries for managers to be able to make decisions.

STEVEN CAMPBELL HR Director, Hallmark Cards HK Topic | Power of ‘employee moments’ driving engagement & retention

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Rethinking talent and leadership in a globalising world Cubiks demonstrated the importance of cultural differences and their implications on personality at their recent event. Using an assessment solution is highly beneficial for HR teams in terms of on-boarding and assessment performance, but there needs to be elasticity when analysing Western-based assessment reports in Asia, given the cultural differences and implications of personality traits.

Dr Rainer Kurz, Chief Scientific Officer, Cubiks firstly provided some background to the development of their new ‘Horizon’ assessment solution. The world leading PAPI tool was adapted to Asian markets— presenting a personality overview through a Cultural Agility profile developed in China in addition to individual competencies. The assessment’s influences were the Big 5 personality traits, Great 8 competencies, and validation studies carried out across western countries and China. The individual is assessed in terms of their emotional stability, agreeableness, conscientiousness, openness and extraversion together with the need for achievement. Their competency prediction profile covers 18 core competencies including motivation,

Dr Reiner Kurz, Chief Scientific Officer, Cubiks

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HR COMMUNITY

creativity, organisation and prioritisation.

Sarah Ho, HR Director, Jebsen, believes that company culture, even within large companies, is both real and achievable, stating “when I say culture, it refers back to our values.” New hires should be exposed to company values early, and their attributes measured against these values.

Psychometric testing of new hires is crucial, Ho argues, as it reduces unconscious bias, and can reduce costs associated with the risks of wrong hires. Testing will not do the job of a recruiter for them but will provide an insight into an individual’s strengths, weaknesses, and a correlation of their predicted and actual performance.

In a company with a large variety of roles or categories, assessments can be matched with specific desired attributes of a position. Ho also highlighted that assessment tools can also be used to assess employee performance during internal audits and talent development programmes. These assessments should not be used to create a one-size-fits-all mould for employees, but rather baseline core values and competencies of the company and role, as well as comparable market norms, can be measured within each employee, while concurrently allowing for diversity.

Frank Gallo, Ph.D., Calypso Consulting discussed the importance of Western-created psychometric assessments and their results being adapted to support Eastern values and cultural diversity. He said, “Psychometric assessments are necessary for selection, development and training, but using Western assessments with Asian candidates can sometimes lead to biases that can distort results.” Interpretations of the implications

Paul Arkwright, Publisher and Editor-in-Chief, HR Magazine, with Sara Ho, HR Director, Jebsen Group have a fireside chat about localised assessment solutions

of traits such as introverted or extroverted, or passivity or aggressiveness, and positive or negative connotations, can often vary significantly between cultures. A further inhibition can occur when assessing a report if English is not the mother tongue of the individual, which can subsequently impact negatively on employees due to misjudgement.

Gallo reported that the solution is not to try and change the negatively perceived personality traits of an individual to suit a role, but rather to use behaviour modification to demonstrate the desired characteristics.

According to Doris Wang, Senior Consultant, Cubiks HK, “Everyone can change their behaviour if they have the motivation to do so.” Awareness of cultural interpretations of what makes a valuable employee or a successful leader should be realised at all times, as what works well in the West may

not do so in the East, and vice versa. In particular, a leader’s personality in Asia should consist of a combination of Eastern and Western notions. In China, for example, the most significant influences are coping with China’s rapid and volatile change of pace of business; ‘guanxi’, a business relationship based on personal long term trust and mutual benefits; and the holistic and collectivistic cultural norms which influence thinking to be about ‘we’ instead of ‘me’. Adaptations to personality assessment models to better consider Eastern cultural and business values of personality are therefore important to adapt to these differences.

The panel, consisting of Rainer Kurz, Frank Gallo and Doris Wong, was driven by the questions from the audience regarding the technicalities and analysis of assessments in the workforce.

Dr Frank Gallo, Acclaimed Author, The Enlightened Leader, discusses leadership differences in Western and Chinese cultures

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The audience was interested in considerations for poor assessment performance despite being a suitable candidate, and also the identifications of reports completed according to what candidates think an employer would want to see. Counterfeit reports can be identified, according to Kurz, based on the social acquiescence scales of the report. With regards to negative assessment reports, Wang pointed out that an assessment report in addition to an interview provides a more holistic overview of the candidate and that their performance will be assessed in different ways based on the types of questions asked.

When asked how behaviours can be modified and maintained, Gallo emphasised the importance of relying on colleagues or team members to help maintain modified behaviours and identify slip-ups. Wang also added an organisation support system can help the individual until their behaviour comes more natural.

The question of data analytics for assessment reports in terms of candidate seniority and job type was answered by Kurz. Artificial intelligence is able to predict and assess subtle differences among and between data, which can then be used to

Attendees wrap up the event with applause evaluate these assessments according to more specific criteria.

Cultural awareness and sensitivity, in terms of open-mindedness and plasticity, are essential to implement workplace assessment solutions. Although assessments can help with reducing unconscious bias and make better informed hiring decisions, support from line managers is also crucial to effectively implement solutions. The best practices, however, are not necessarily from the West; instead, there should be a blend of both East and West in terms of leadership and personality emphases, and a process of localisation to use assessments in Asia.

Doris Wang, Senior Consultant, Cubiks Hong Kong

From left: Doris Wang, Senior Consultant, Cubiks Hong Kong; Dr Reiner Kurz, Chief Scientific Officer, Cubiks; Winnie Chan, Consultant Analyst, Cubiks Hong Kong; Frank Gallo, Acclaimed Author, The Enlightened Leader; Sara Ho, HR Director, Jebsen Group; Paul Arkwright, Publisher and Editor-in-Chief, HR Magazine; Peter Finch, Managing Director, Greater China

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HR COMMUNITY

Cost of wrong hires

minimising risks and getting it right

First Advantage and HR Magazine came together with senior HR figureheads in both Hong Kong and Singapore to examine the true cost of wrong hires, the impact this can have on an organisation and how to avoid them.

Hong Kong sharing session APAC Employment Screening Trends Report on background screening: why it’s essential & how best to tackle it Responsible for background screening in Asia Pacific, Erik Schmit, EVP & Managing Director APAC, First Advantage explained, “I often get asked whether I’m a private investigator finding out about candidates’ criminal background, but in reality my job involves helping companies build a protective net around their company, to prevent potential attrition and the dangers of revenue loss if you have taken on the wrong candidate.”

During his presentation of key findings from the APAC Employment Screening Trends Report, Schmidt highlighted, “Background screening is essential for HR when taking steps to ensure candidates are telling the truth.” Recent examples of where HR has failed to carry our proper due diligence in this regard have proven the cost of a wrong hire can be catastrophic. For example, the

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CEO of Samsonite wrongfully claimed in May 2018 that he had a PhD, thereby falsifying academic credentials. Once this came to light, the company share price plummeted, and revenue dropped

by USD 1.1 billion in one year. To avoid situations like this, an increasing number of large-scale organisations are taking background screening more seriously.

In Hong Kong alone, of the candidates hired, 26% had discrepancies in their background checks, which is a staggering statistic of one in four people.

Schmit shared, “You have to look at the statistics and think how common this phenomenon actually is. Background screening necessitates greater due diligence because if you imagine you have an international candidate, it will take more resources and time to perform the background screening.”

ERIK SCHMIT EVP & Managing Director APAC, First Advantage Topic | APAC Employment Screening Trends Report on background screening: why it’s essential & how best to tackle it

HR COMMUNITY

Delegates settle in for the start of the breakfast briefing

True cost of wrong hires, how to avoid them

BRETT COOPER General Manager, Hong Kong & Macau, Philip Morris Asia Ltd. Topic | True cost of wrong hires, how to avoid them

Almost approaching his 20th year with PMI, Brett Cooper, General Manager, Hong Kong & Macau, Philip Morris Asia Ltd. shared insights on hiring the best talent and making sure they are retained.

While PMI also focuses on the technical side of background screening, they put a huge emphasis on learning agility, communication and collaboration skills.

Cooper said, “On top of dealing with successful candidates, we also make sure we keep in touch with people who have not been successful in a role. This is because, even if they don’t make it into a current role, they may still be very suitable for another role that comes up in a couple of months’ time.” The PMI interview

process, generally three-rounds, aims at not only learning about the candidate, but also giving them the chance to learn about the organisation.

Cooper advised, “For every interaction, you want to leave a little bit about yourself to stick with candidates. That’s how you end up with loyal employees.” PMI has also implemented several benefits for their employees, such as half-day Fridays.

With a low turnover rate at just 2% and a goal to reach over 40% of female representation in overall management positions, PMI are certainly continuing their road to HR transformation.

Importance of data security within background screening The handling of personal data within background screening is a big part of the process. Personal data privacy is a kind of human right. As data users, it is obvious an invasion of privacy would cause discontent and one can feel like they have been ill-treated. At the end of the day, there must be a balance. We have to be accustomed to the fundamentals of the data protection policies.

Tony Lam, Privacy Commissioner for Personal Data, Hong Kong shared, “I wanted to download an App that has a torch function, and I was asked by the App to allow access to my photo gallery.”

He believed this was not fair as he was giving up too much of his privacy. Tony continued, “You need to build trust.

Trust is the basic requirement with human-to-human interaction.”

Ask yourself—is a world with Artificial Intelligence (AI) advancements, a world we want to live in? Isn’t AI picking job candidates without going through the interview process a sign of disrespect? Lam concluded, “There are two main things we need to keep in mind. One is that human intervention is crucial. The second is a reminder—treat personal data as your own money.”

TONY LAM Privacy Commissioner for Personal Data, Hong Kong Topic | Importance of data security within background screening

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Key takeaways 26% of candidates in Hong Kong in 2018 had discrepancies in their background checks—making background screening more essential than ever to ensure HR chooses the right talent. Even after a successful hire, retaining talent comes as a challenge to many. This can be minimised with solid HR policies in place regarding employee benefits and rewards in particular, flexible working hours. Talent development is an ongoing process and it is certainly worth HR putting the time and effort in to continuously improving talent management especially regarding turnaround time in the hiring process to help secure quality talent.

Singapore sharing session

After tackling the cost of wrong hires in Hong Kong, First Advantage and HR Magazine teamed up once again, this time in Singapore, with Erik Schmit, EVP & Managing Director APAC, First Advantage; Masako Taguchi, Asia Pacific Talent Leader, IBM; and Danny Zijun Zhang, Regional Talent Acquisition Leader, APAC & Greater China Group, IBM. The conference addressed a variety of topics from background screening to the use of Artificial Intelligence (AI) during the hiring process, facilitating further discussion on how to retain talent.

Erik Schmit, EVP & Managing Director APAC, First Advantage discusses the importance of background screening

APAC Employment Screening Trends Report on background screening: why it’s essential & how best to tackle it Erik Schmit, EVP & Managing Director APAC, First Advantage Erik Schmit, EVP & Managing Director APAC, First Advantage started the conference off with a line with which many resonate. He suggested, “There is so much pressure on companies to compete and succeed, that we forget we are all human. We are never perfect, but what we can do, is minimise the risk of running into making mistakes.”

one case to damage your company.”

Examples include a rogue insurance agent who was jailed for eight years for cheating an elderly couple out of millions. Another case was a man jailed for using fake qualifications to get jobs at 38 companies by using falsified employment history and experience. It demonstrates that the will to deceive is more common than we think.

As a young child, Schmit’s parents used to tell him that what he didn’t know couldn’t hurt him. Schmit, however, had found otherwise. He realised that what you don’t know can even lead to avenue loss. He stressed, “It only takes

Due to many similar cases, industries are focusing on implementing a more guarded environment by using background screening. In Singapore, 30% of candidates were found to have discrepancies on their

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background checks. Singapore is a very sophisticated and professional country with an average number of eight checks per candidate—the highest in APAC. With companies setting very high standards, even one discrepancy could potentially raise a red flag.

Employers can protect their brand and reputation by moving forward with background screening. Schmit ended his talk by advising delegates to look at the bigger picture. He said, “At the end of the day, it is your choice. You choose whether you are willing to take the risk of not doing background screening and end up with a regrettable decision.”

HR COMMUNITY AI & Talent initiatives: How to attract the right talent within your organisation The talent life-cycle has several stages—engage, retain, develop, grow and deploy. It is vital to excel in all these stages in order to nurture the best employee. Talent acquisition professionals at IBM are able to detect bad apples early in the onboarding processes to avoid hiring the wrong candidates. A tool that has proven to be of utmost use is Artificial Intelligence (AI).

Recent studies IBM conducted have found that 25% of companies reported a bad hire, which can cost them well over $50,000 HKD. Thankfully, manual work is no longer required, which makes finding the right hire easier. The tools AI offers help match candidates to different roles and skills. AI also helps with administrative work during the interview process. Danny Zijun Zhang, Regional Talent Acquisition Leader, APAC & Greater China Group, IBM shared,

“During the last seven months, we have done a lot of tests on the AI system. AI is an assistance system that is a great tool we can use now, thanks to advanced technology. The onboarding process of IBM has been fully digitalised from the first day of work.”

Masako Taguchi, Asia Pacific Talent Leader, IBM took over and introduced two talent initiatives running in APAC— New Collar Programme and the P-TECH Programme. Taguchi commented, “The reason for these initiatives is simple. We needed to adapt to the ever-changing industry. Roles and skills keep changing too. For example, roles in cyber-security were never needed a few years ago—now, however, they are crucial. With all these new roles being developed, students need to be given the opportunity to be trained and nurtured into the right talent.”

MASAKO TAGUCHI Asia Pacific Talent Leader, IBM Co-presenting with

DANNY ZIJUN ZHANG Regional Talent Acquisition Leader, APAC & Greater China Group, IBM

The events have highlighted the necessity of background screening, and while there are many things being done to humanise the hiring and onboarding processes, there is even more that can be done. Small things make a big difference, and interpersonal experiences play a big part in the whole process because salary alone is no longer the main factor for candidates’ job selection.

HR Solutions

Big HR headaches

Main factors causing drag and road-blocks in hiring and onboarding workflow: • Takes a long time to screen and select employees • Often looking for the perfect candidate when there is no such thing as the perfect candidate • Hiring the right managers to exhibit the culture of the company • Talent is always recruited faster by other companies.

1. Innovations that enhance candidate experience and satisfaction: • Speed dating interviews • Coffee shop/lunch/a more casual interview setting • Office tours and welcome baskets 2. Things being done to humanise the hiring and onboarding workflow: • Respect and value the candidates’ time • Learn about the employees and offer personalised rewards • Allow flexibility and understanding that different employees have different needs • Getting suggestions from candidates about the interview process and rewards

To read the full First Advantage Trends Report scan the QR code. | 45

HR COMMUNITY

jobsDB: Retail Industry’s ‘Laws of Attraction’ JobsDB’s ‘Laws of Attraction’ Conference aimed at the retail industry emphasised the growing need to modify traditional recruitment strategies to appeal to prospective employees and particularly youths. There was a consensus that gone are the days of using a ‘one size fits all’ model for on-boarding. Instead of the traditional ‘Employee Value Proposition’, there should be a new focus on an ‘Individual Value Proposition’. The retail sector accounts for 300,000 employees or 8.4% of the total Hong Kong workforce, and there needs to be serious consideration of how to appeal to the increasing number of millennials and Generation Z’s entering the workforce.

Isaac Shao, Country Manager, jobsDB HK Limited, emphasised the importance of matching the right talent to the best position. He explained, “There is a growing mismatch of careers, particularly for Generation Z.” Recruiters need to identify the way youths think, what specifically they are looking for in a job, and modify their recruitment processes accordingly. Rather than a ‘screening out’ attitude by employers, there should instead be a focus on what candidates can bring to a role, or ‘screening in’.

Rose Lam, Head of Hirer Marketing, Seek Asia stated, “Long gone are the days where you post a job and have a line of candidates, now we need to market and sell the job and the company.” Having a thorough understanding of what candidates are looking for is more crucial than ever. Lam argued, “The focus is very much on salary and work-life balance, and how these translate into office environments, specifically relating to Millennials and Generation Zs. To appeal to a younger workforce, retail recruiters need to address the issues of the need for new technology, higher-level employer branding and retaining talent.”

The event also presented the results of a recent survey conducted by jobsDB, where 6,000 candidates aged 18 to 65 across 20 industries, intend to change jobs within two years. The survey detailed the major driving forces of candidates seeking a new role and how this differs across age and industry. The survey results are presented on the jobsDB website, where employers can manipulate factors to identify trends and results, and thus attain a clearer picture of the most critical factors leading to greater job satisfaction, and the most important factors when considering a position. For example, ‘job location’ is the prime driver in the retail industry. Conversely, the most significant cause of dissatisfaction is a lack of ‘career development’.

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HR COMMUNITY

The event also featured a ‘blind date’ job interview between two retail employers and a prospective candidate. Michelle Loong, Associate HR Director, Richemont, and Alessandro Paparelli, Vice President of Human Resources, Kering Asia Pacific, were asked to respond to questions put forth by the candidate—a current student. Questions focused on employee incentives besides salary, options for self-development and growth, company culture and company expectations for entry-level employees. Both employers were given the opportunity to present the candidate with a question, during which one employer focused on experiences gained from hobbies, and ‘dream roles’ for the future. The ultimate decision of the candidate was based on a connection they made with the company that sparked that personal interest.

There was an opportunity to discuss the issues facing the retail industry in small breakout groups. Questions were raised around ‘mismatched expectations’ between companies and candidates, the ‘need to attract’ candidates, addressing multi-generational gaps, increasing workplace flexibility and maximising employer agility.

Adopting strategies such as ‘upfront information’ about all aspects of a position, increasing the use of technology to better engage with customers, providing cross-generation training, and offering greater flexibility between part-time and full-time employees were all in agreement.

The final speaker Mimi Ng, Sales Director, jobsDB, discussed the effectiveness of advertising through social media, to create channelled content, for recruitment and receive a higher number of applications.

Another modern step is adopting video screen interviews as a short-listing tool.

Video interviews will allow employers to visualise the candidate in terms of their presentation, cultural fit and motivation.

The period of ‘standardised interviews’ for a vast number of competing candidates has passed. The retail industry instead needs to adapt and reach out to candidates in an appealing and more tailored way. The use of technologies, workplace flexibility, youth-focused programmes and employee branding can all assist with this, as well as modernising and modifying workplaces.

They are no longer merely options; they are now a necessity.

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HR COMMUNITY

Pride and Prejudice D&I in society and the workplace The Economist’s Pride and Prejudice Diversity and Inclusion event showcased the progress and setbacks facing D&I and LGBT talent in Hong Kong and Southeast Asia, with regional speakers who are business founders or leaders and D&I activists. In Hong Kong, there is an avoidance of open public debate and discussion, although, with the internet and social media, this avoidance is becoming more difficult.

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HR COMMUNITY

Youths as social entrepreneurs are extremely effective to drive forward D&I in the workplace and wider society. Kayla Wong, Founder, Basics for Basics, stated, “Younger people are more progressive in their thinking because of the internet age; they can learn, relate, connect and feel empowered.” The internet and social media are platforms that celebrate differences and showcase individuality and personality. The internet also helps to overcome the culture of staying quiet to avoid possible backlash. Youths should also feel empowered to be innovative and disruptive and need to be trained to become social leaders and entrepreneurs.

Societal changes can occur by starting small and creating a ripple effect of support and action; a large part of this can be knowing what action to take at the right time.

Discomfort in discussing D&I issues is extremely common in business and culture.

Keshav Suri, Executive Director, The Lalit Suri Hospitality Group, suggested, “To get society talking about these issues, there is a need to continue asking difficult questions.” Social rejection remains huge in many cultures, and many have a law that LGBT must be private. This is not only extremely difficult but hugely isolating.

An important next step for D&I is beyond legal equality, but to true acceptance.

MNCs can help in non-supportive cultures of D&I, according to Harry O’Neill, Partner, Heidrick & Struggles, “It’s about company values.” Individual and business discussions of setbacks and failures are important, but they should not be sugar-coated.

D&I progression through social media “Technology has been the factor for shifting is extremely effective, as it enables the conception of LGBT; allowing for individuals and cultures to be more connection, empowerment & mindset change.” open, and multiplies movements, issues and conversations; subsequently reducing the taboo of LGBT. Steven Xavier Chan, Senior Director and Regional Head, Government Relations, Asia-Pacific, PayPal, explained, “Technology has been the factor for shifting the conception of LGBT; allowing for connection, empowerment and a mindset change.” The environment created is more intersectional and more global.

In Hong Kong, Anita Leung, Managing Director and Head of Operations, Asia ex-Japan, Nomura, says “People have grown up without understanding or knowing what LGBT is.” Similarly, Jin Xing, Owner, Shanghai Jin Xing Dance Theatre, states, “There are so many things we don’t talk about; everything we don’t like we put under the table.” An important tool to create change, however, is with the judicial system and litigation.

Michael Vidler, Senior Solicitor, Vidler & Co. Solicitors, expressed, “Strategic litigation leads to discussion and creates stepping stones.” Common law, the judicial system and litigation raise public awareness and can subsequently cause social advancement.

A further setback to D&I is resistance from traditionalists and religious groups. In India, the reversal of Section 377 has ignited regional discussion of D&I. Suresh Ramdas, Pride Business Impact Network Chair, HP India, noted, “Previously, several companies hid behind Section 377 as an excuse not to hire a candidate, but this is now changing”. Many companies however, despite publicly expressing inclusivity, are not yet truly inclusive at ground level, according to Daniel Mendonca, activist and social worker. Religion is another block that is still being used to hide behind for many; Mendonca argues, “If religion can’t teach respect, we need to find a new religion.”

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HR COMMUNITY

Opposition to D&I from traditionalists and religious groups can create public discourse with societal progression. Jay Lin, CEO, Portico Media, recommended, “Those who should be approached are not religious factions but rather the remainder of society, including traditionalists.” Inclusivity per se should not be the focus; instead, freedom, equality and harmony. Also, positions and professional roles should not be thought of in terms of D&I suited or not but should focus on the best individual for a position. Further progress can occur by ending the use of terms such as ‘privileged’ or ‘lifestyle’ with labelling or negative connotations.

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Hong Kong and Southeast Asia are A move away from minority support progressing towards societal and to inclusion can overcome these, and workplace D&I, although there is a way the use of youths and social media are to go, with true inclusivity in businesses extremely useful to spread positivity from the ground up, and knowing when and progress. Above all, discussions to take appropriate action. Moving about uncomfortable topics relating to away from stereotypes of LGBT must D&I must increase, to overtime lessen also occur; as Dharini Priscilla, Project this discomfort. manager, The Grassroot Trust articulated, “I Dharini Priscilla, Project manager, The Grassroot felt if I were Trust articulated, “I felt if I were bisexual, I bisexual, I would would have to conform to something.” have to conform to something.”

HR TRAINING

Coaching Case Study Unlocking Potential

By Trevor Smith, Managing Director, The Orchard Partnership

Young leaders often report being on a ‘performance treadmill’ with little time to step back and reflect. They usually approach their careers from a technical perspective with less time spent on developing the soft skills needed to flourish at a higher level.

Therefore, Executive Coaching assignments often centre around carving out time for reflection, increasing self-awareness and developing the competencies needed in the future.

I recently completed a coaching assignment for a 32-year-old Asian team leader in the marketing sector. As directed by the HR Leader and Line Manager, we focused on the following: a) b)

c)

d)

e)

Having the confidence to lead authentically Carrying out a ‘gap analysis’ of current competencies compared to those required at the next level and beyond A deeper understanding of the self, through the use of a comprehensive personality assessment tool Obtaining 360 degree feedback and reflecting on the impact his actions were having on his team, peers and the organisation as a whole Working more effectively with colleagues in both Hong Kong and the European Head Office

This well-structured Executive Coaching assignment gave the young leader an opportunity to step away from their task-focused daily environment, re-group and plot their course for the future.

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Trevor Smith ICF ‘Professional Certified Coach’ Managing Director—The Orchard Partnership ts@theorchardpartnership.com

Being highly coachable, the young leader made real progress. After 10 hours, the Line Manager reported noticeable changes to his approach. His team responded well to his new authentic leadership style.

The young leader wrote to me afterwards.

He expressed, “Overall it has been a highly empowering experience for me.”

Executive Coaching for young leaders is not a cost, but rather an ‘investment’ in organisational prosperity that can pay immediate dividends. After all, our future is in their hands!

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HR LEGAL

Mainland China and Hong Kong Courts to Enforce Each Other’s Judgments on Labour and Employment Matters for the First Time

By Johnny Choi, Helen Colquhoun, Yiduo Qi & Wundy Lee, DLA Piper Following the cancellation of work permits, in August 2018, for Hong Kong, Macao and Taiwan residents working in mainland China, there has been further development in the employment law space that moves in the direction of cross-border integration between Hong Kong and in mainland China.

On 18 January 2019, PRC Supreme People’s Court and the Government of the Hong Kong Special Administrative Region signed the Arrangement on Reciprocal Recognition and Enforcement of Judgments in Civil and Commercial Matters by the Courts of mainland China and of the Hong Kong Special Administrative Region (Arrangement), which will take effect on a date to be announced after both jurisdictions have completed all necessary procedures to enable implementation.

This Arrangement expands upon previous reciprocal arrangements between

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mainland China and Hong Kong courts.

Importantly, it removes the exception of employment matters that apply under previous reciprocal arrangements. As a result, final effective judgments on certain labour and employment matters made by mainland China courts can be recognised and enforced in Hong Kong, and vice versa judgments on claims by Hong Kong courts and labour tribunals may also be recognised and enforced in mainland China.

Expansion of Court Judgments that can be Enforced Cross-Border Under previous reciprocal rules, if a party to a civil proceeding in relation to a civil and commercial dispute would like to apply for judgments issued by courts in mainland China to be recognised and enforced in Hong Kong (or vice versa in Hong Kong to be recognised and enforced in mainland China), certain preconditions must be met including:

•

•

The parties involved in the judgment must have reached a prior written agreement to designate a court of Hong Kong or mainland China to have exclusive jurisdiction for resolving the dispute, and The judgments made in these cases shall be the final judgments related to monetary payment, and shall be made by designated courts or higher courts (for instance, in mainland China, judgments by the Supreme People’s Court, a Higher or Intermediate People’s Court or above or certain designated Basic People’s Courts, and in Hong Kong, judgments by District Court or above)

The previous reciprocal rules clearly exclude court judgments related to ‘employment contracts’, and notably for Hong Kong, exclude judgments and orders made by the labour tribunal where most labour disputes are heard.

HR LEGAL

The new Arrangement has either revised or deleted the preconditions above and expanded the case types able to be recognised and enforced by each side’s courts to almost all traditional civil and commercial cases (subject to certain limitations). In particular, with the removal of the exception of ‘employment contracts’, employment matters will potentially fall within the scope of the new Arrangement.

Some significant changes include that the exclusive jurisdiction requirement is no longer a precondition and the parties only need to establish a jurisdictional basis on the part of the court of the requesting jurisdiction (e.g. by showing that the defendant has a place of residence, representative office, branch or office etc. in the requesting jurisdiction or by showing that it is where the contract is performed). Level of courts covered has also been expanded to include judgments made by lower courts and certain tribunals. In addition, given there is no requirement that the judgment to be enforced needs to be related to monetary payment any more, recognition to confirm certain relationship or facts ruled by court becomes achievable.

Types of Court Judgments that can be Enforced Cross-Border and Limitations Mainland China and Hong Kong are under different legal systems. The Arrangement tries to cover all the substantial judgments to be recognised and enforced. This includes: •

•

On the mainland China side: judgment, ruling, conciliatory statement and order of payment made by the courts, and On the Hong Kong side: judgment, order, decree and allocator made by a District Court or above and also certain tribunals including the labour tribunal.

Notably, the Arrangement does not mention decisions made by the labour arbitration committee, which is the first forum for resolving most labour and employment disputes in mainland China. Thus, such arbitration decisions cannot be recognised and enforced in Hong Kong. If one employer would like to enforce certain content in the arbitration decision in Hong Kong, it needs

to get a further confirmation by a court judgment. On the other hand, for Hong Kong, the Arrangement expressly includes labour tribunals, which renders cross-border enforcement of employment-related tribunal orders viable in the coming future.

In addition, the Arrangement provides that ‘judgment’ excludes preservative measures ruled in mainland China and anti-suit injunction and interim relief ruled in Hong Kong (by way of example, an interim injunction granted by a Hong Kong court to prohibit an employee from joining a competitor in mainland China cannot be enforced in mainland China through this new Arrangement). It means only substantial judgments can be recognised and enforced in the courts of the other side, and the procedural measures are still excluded from the Arrangement’s scope.

How to Apply for Reciprocal Recognition and Enforcement Applying to enforce a mainland China judgment in Hong Kong: the application should be submitted to the High Court.

Applying to enforce a Hong Kong judgment in mainland China: the applicant should file the application for recognition and enforcement of a judgment to an Intermediate Court of the place of residence of the applicant or the respondent or the place where the property of the respondent is located.

If the application is submitted to two or more courts having jurisdiction, the court, which accepts the case, first shall exercise jurisdiction.

Some or all of the below materials need to be prepared for purposes of cross-border enforcement of a judgment: • •

•

An application for recognition and enforcement of a judgment A copy of the effective judgment affixed with the seal of the court which issues the judgment A certificate issued by the court clarifying the judgment is a legally effective judgment and, if the judgment has content which can be enforced,

•

•

proving the judgment is able to be enforced in the place where the judgment is made Where the judgment is a default judgment, a document proving that the counterparty concerned has been legally summoned is required, unless the judgment expressly states the same, or the absent party is the party applying for recognition and enforcement, and An identity certificate.

What this Means for Employers This latest development allows employers to enforce judgments cross-border such as in cases where an employee has moved or has assets across the border in Hong Kong or mainland China. Although there are certain limits (e.g. interim injunctions in Hong Kong and decisions by labour arbitration commission in mainland China are excluded), it opens up more options for employers to pursue employees for violation of their obligations. For example, even if an employee or former employee permanently relocated or returned to mainland China, a Hong Kong employer can now pursue him/her for any training bond or valuable asset owed or any damages he/she caused by obtaining a judgment in Hong Kong and enforcing it in mainland China. As for mainland China employers, they can now, for example, enforce judgments for breach of non-compete or restrictive covenants with the award of damages even if the former employee has permanently relocated or returned to Hong Kong. This may potentially reduce the need to sign restrictive covenant agreements in both Hong Kong and mainland China, which is the practice some multinational companies adopt for key employees with regional responsibilities.

However, the Arrangement also creates more potential for employees to bring claims against employers. For example, in some cases where a company in Hong Kong hired an employee in mainland China without setting up an entity in mainland China, it may become possible for the employee to obtain a judgment in mainland China and then seek to enforce it in Hong Kong. Previously, it would have been difficult for an employee in such a situation to enforce their rights across the border in Hong Kong.

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HR BOOK REVIEW The Talent Delusion Why Data, Not Intuition, Is the Key to Unlocking Human Potential

By Tomas Chamorro-Premuzic All leaders and especially HR leaders should read and understand the principles outlined in this book. It is a breath of fresh air and a sound argument in support of the science of personality. Hogan once again, in this book, provides direction in understanding the importance of identifying and predicting who will be the best leaders of the future.

A must read for anyone involved in the talent finding industry. It is especially interesting for HR practitioners who are generally lukewarm about academic research on their subject, emulating other professionals in thinking that their intuition and experience are enough to make insightful and accurate observations about people. There is a science to understanding and predicting human behaviour, and intuitive judgements.

Start With Why How Great Leaders Inspire Everyone To Take Action

By Simon Sinek Why are some people and organisations more inventive, pioneering and successful than others? Why are they able to repeat their success again and again?

In business it does not matter what you do, it matters why you do it.

Without a ‘why’ it is easy to drift from one opportunity to the next, with nothing more than a flutter of excitement for a new idea. This book inspires many thoughts as you read it, but it will help truly put into perspective the advice to follow your passion. It is not enough to just to follow your passion, you have got to know why you are passionate about it. This book comes highly recommended to anyone struggling to figure out what they want to do when they grow up. A great road for anyone who wants to inspire others or to be inspired.

56 | HR MAGAZINE

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HR BOOK REVIEW Agile People A Radical Approach for HR & Managers (That Leads to Motivated Employees)

By Pia-Maria Thoren Corporate cultures, global mindsets and employee priorities are changing, which means management and HR departments must also evolve. To ensure teams are well-crafted, motivated and successful, managers and HR professionals must step outside their comfort zone and adapt to younger, newer ways of thinking.

In Agile People, management consultant Pia-Maria Thoren outlines how managers, HR professionals, company decision-makers and employees can adopt the flexible, fluid, customer-focused mindset of modern tech companies to inspire their workers and strengthen their organisations. This essential handbook explains both the theories and practical applications behind the Agile framework, showing how companies can create a structure and culture for an organisation to meet future challenges.

The book gives management and HR the changed mindset and the tools to facilitate employee drive and performance and empower employees to become motivated stakeholders. The book explains how to adopt hiring practices that value attitude, behaviour and competence and create a passionate, loyal and accomplished workforce.

No matter the size of a company, it can benefit from an ‘Agile’ mindset and launch into a future filled with successful leadership and motivated employees. 
 This is a perfect book for HR personnel, or for anyone just wanting to learn more about being an agile leader or just getting a greater agile mindset. You will pick up some good tips from Pia-Maria and the other contributors in this book; all recognised authorities within the agile HR world.

Data-Driven HR How to Use Analytics and Metrics to Drive Performance

By Bernard Marr Traditionally seen as purely people-related and unconcerned with numbers, HR is now uniquely placed to use company data to drive performance, both of the people in the organisation and the organisation as a whole.

Data-driven HR is a practical guide, which enables HR professionals to leverage the value of the vast amount of data available at their fingertips. Covering how to identify the most useful sources of data, collect information in a transparent way that is in line with data protection requirements and turn this data into tangible insights, this book marks a turning point for the HR profession.

Covering all the key elements of HR, including recruitment, employee engagement, performance management, well-being and training. Data-driven HR examines the ways data can contribute to organisational success by, among other things, optimising processes, driving performance and improving HR decision-making. Packed with case studies and real-life examples, this is an essential read for all HR professionals looking to make a measurable difference in their organisation.

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HK CLASSIFIEDS

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

| 90 | 90 – 91 | 91 | 91 – 92 | 92 | 92 – 93 | 93

Management Consulting | 93 MICE Venues / Event Organisers | 94 Recruitment / Executive Search | 94 Relocation / Logistics | 95 Serviced Apartments / Hotels | 95 – 96 Staff Benefits | 96 Talent Management | 96

BUSINESS PROCESS OUTSOURCING Established in 1968, Boardroom has been listed on the Main Board of The Singapore Exchange since 2000. We are one of the leading business solution providers in Asia, specialising in Accounting & Finance, Corporate Secretarial, Payroll Administration, Share Registry and Tax Services.

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

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

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

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

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

Tricor Business Services 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) 3589 8899 Fax: (852) 3589 8555 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

EDUCATION / CORPORATE TRAINING 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.

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. Dew-Point 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.

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

Dew-Point International Ltd. 21/F., Ritz Plaza, 122 Austin Road, Tsim Sha Tsui, Kowloon, Hong Kong Tel: (852) 2730 1151 Fax: (852) 2730 0164 info@dew-point.com.hk www.dew-point.com.hk

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HK CLASSIFIEDS An Asia-based communications agency, Giles Publications works with many of the region’s most respected organisations, providing tailored support for the internal teams. Our full suite of services, including editing, copywriting, translation, design and production, means we can handle projects from concept through to delivery. We also offer a range of hands-on training courses designed to address questions and concerns often raised by our clients. Topics include copywriting, business communications and presentation skills. Tailored workshops are also available.

Giles Publications Unit B, 21/F, 128 Wellington Street Central, Hong Kong

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.php

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) 2815 9880 enquiries@gilespublications.com www.gilespublications.com

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.

H.R. Solutions specialises in training in leadership, performance management, sales and general skills development including negotiating, project management, presentation skills and communication skills. We are official partners of Think on your Feet® and engage-universe, and accredited DISC and MBTI® facilitators. Based in Hong Kong, we work regionally with local languages delivery as required.

Our workshops incorporate simple frameworks and processes to provide effective, structured learning, supported with tailored experiential exercises, cases and role-plays. Our long-term development programs combine classroom training with on-the-job learning, ongoing coaching and on-line resources as appropriate. We aim to ensure participants can apply the skills immediately in the workplace for better team performance and superior business results.

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

H.R. Solutions (Int’l) Ltd. H. R. Solutions (Int’l) Ltd. Room 2802, Tower Two, Lippo Centre, 89 Queensway, Admiralty, Hong Kong Tel: (852) 2573 0501 abrophy@hrsolutions.com.hk www.hrsolutions.com.hk

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.

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Hong Kong Adventist Hospital­— Stubbs Road 40 Stubbs Road, Hong Kong Tel: (852) 3651-8835 Fax: (852) 3651-8840 www.hkah.org.hk

HK CLASSIFIEDS 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

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

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

Tel: (852) 3018 1353 www.majorcompare.com.hk

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

HR CONSULTING 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.

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

HR TECHNOLOGY SOLUTIONS COL, based in Hong Kong with over 40 years of experience, is a leading IT services subsidiary of WTT. COL is the vanguard of HRMS providers, crowned Excellent HR Information System Provider of HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management (HKIHRM). COL offers a comprehensive IT services portfolio, including application development and implementation, Business Process Outsourcing (BPO), IT infrastructure, etc.

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

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

COL is an Avaya partner, a Cisco Gold partner, an EMC Velocity Partner, a Juniper Networks Elite Partner, an Oracle Gold and ISV Partner, a TmaxSoft ISV Partner and a VMware Partner. COL was CMMI Level 3 assessed in May 2005.

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.

FlexSystem is a recognised leader in enterprise management software industry in the Greater China region. Over the past 28 years, FlexSystem has been delivering high quality application software and services to maximise the client’s operational efficiency in the accounting, order processing, payroll and human resources, manufacturing, workflow and business management.

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

Daxtra Technologies (Asia) Ltd. Unit 401, OfficePlus 93-103 Wing Lok Street Sheung Wan Hong Kong Tel: (852) 3695 5133 asia@daxtra.com www.daxtra.com

FlexSystem Limited Block A, 4/F., Eastern Sea Industrial Building, 29-39 Kwai Cheong Road, Kwai Chung, N.T, H.K Tel: (852) 3529 4123 Fax: (852) 3007 1424 infodl@flexsystem.com www.flex.hk

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HK CLASSIFIEDS

HRM Essentials is an energetic and innovative company that focuses on HR solutions. Our customers range from trading to financial institutes. We provide on-premises and cloud solutions. Users can access their systems anywhere at anytime.

• Unlike other solutions which are either too complicated or lack of focus. Our solutions are easy-to-use and powerful.

• We invite users to participate in our development process. Users are happy and excited to see every release with the new features they requested.

• We commit to provide excellent after-sales services.

• Our solutions are budget-friendly.

• Most importantly, we serve our customers by HEART.

HRM Essentials System Consulting Limited 23/F, Weswick Commercial Building 147 – 151 Queen’s Road East Wanchai, Hong Kong Tel: (852) 2111 2980 Fax: (852) 8209 3800 info@hrmessentials.com www.hrmessentials.net

Still not sure? Call us now and let’s talk.

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

LEADERSHIP DEVELOPMENT IECL has been training professional coaches and inspiring leaders throughout Australasia since 1999. We have had a permanent presence in Hong Kong since 2009, Shanghai since 2011, and established our first footprint in Singapore in 2015.

Our vision is to develop the next generation of exceptional leaders. Everything we do focuses on people, development and measurable business results.

IECL’s expert team are at the forefront of reshaping leadership development for the 21st century. We know leadership is no longer an individual activity—a leader’s success depends on others succeeding. This knowledge underpins IECL’s service to you: • Training and accrediting coaches • Enabling leaders through focused programmes • Providing expert coaches and facilitators

MDS Company Listing

Institute of Executive Coaching and Leadership (IECL) Suite 901, Level 9,The Hong Kong Club Building, 3A Chater Road, Central, Hong Kong Tel: (852) 3125 7572 coach@iecl.com www.iecl.com

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 1701 – 3 Kai Tak Commercial Building 317 – 319 Des Voeux Road Central Sheung Wan, Hong Kong

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.

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

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.

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.

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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

HK CLASSIFIEDS LEGAL / EMPLOYMENT LAW / TAX Excel Global Consulting is a leading business consultancy specialising in the enhancement of business performance through a unique approach to people management. Our goal is to deliver you the knowledge and resources to improve business productivity by creating better employee engagement within your organisation using customised human capital management solutions. With our support you’ll gain a committed, more innovative and highly motivated workforce primed to lead your business towards greater efficiency and productivity. With Excel Global your employees will gain greater job satisfaction in a solution-oriented work environment where engagement is productive, innovative and geared to better business performance.

Excel Global Company Information Level 19, Two Chinachem, 26 Des Voeux Road, Central, Hong Kong

WTS is a tax and business consulting firm providing assistance in the strategic planning and management process of intercompany assignments’ cost and compliance.

wts consulting (Hong Kong) Limited Unit 1004, 10/F, Kinwick Centre, 32 Hollywood Road, Central, Hong Kong

Our Global Expatriate Service specialists advise on expatriate issues relating to corporate tax, personal tax, social security matters and process consulting across Asia. Our expertise therefore enables us to identify assignment related risks at an early stage and optimise tax and social security payments for companies and their employees while keeping the administrative burden to a minimum.

In conjunction with our international network, we can assist you in almost 100 locations worldwide.

Tel: (852) 2297 2863 info@excelglobal.com www.excelglobal.com

Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk

MANAGEMENT CONSULTING atrain is a premium consultancy in leadership assessment, talent management and organisation development. Headquartered in Germany, we have offices in Europe, United States, South America and Asia.

90% of our consultants are business psychologists; we bring together the best of business strategies and the psychological approach to develop solutions tailor-made to your requirements. We explore and research on innovative concepts, and help you to cultivate the company culture you envisage.

atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan Tel: (852) 2522 9018 info@atrain-apac.com www.atrain-apac.com

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

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

The Hong Kong Management Association (HKMA) was established in 1960. The HKMA is a non-profit making organisation which aims at advancing management excellence in Hong Kong and the Region, with a commitment to nurturing human capital through management education and training at all levels, the HKMA offers over 2,000 training and education programmes covering a wide range of management disciplines for approximately 48,000 participants every year.

Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong

Tricor Consulting Limited is a member of Tricor Group dedicated to creating value for clients and strengthening their organization capabilities through:

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

• • • • • • •

Strategic Management—Shaping your future and making it happen Organization Structuring—Aligning organization structure with strategies HR Consulting—Maximizing performance and return on investment of human assets Talent Management—Cultivating talents to create competitive advantage Director Remuneration and Board Evaluation—Ensuring appropriate remuneration of senior executives and building an effective board Training Resources Consulting—Maximizing business impact of training with on-demand scalable resources Change Management—Partnering with clients to drive and enable organization transformation

Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk

Tel: (852) 2980 1027 Fax: (852) 2262 7596 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com

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HK CLASSIFIEDS

MICE VENUES / EVENT ORGANISERS

AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, world-class conferences, cocktail receptions, media luncheons and sumptuous banquets.

With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorldSummit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.

AsiaWorld-Expo Management Limited AsiaWorld-Expo, Hong Kong International Airport, Lantau, Hong Kong, China

Cliftons provides premium, purpose-built, training and event facilities and solutions, ensuring our clients’ programmes are delivered seamlessly and successfully around the globe. Over the past 14 years, Cliftons has grown to provide clients with the largest network of dedicated computer and seminar training facilities across the Asia-Pacific region. Encompassing over 150 state-ofthe-art training and meeting rooms within 10 CBD locations in New Zealand, Australia, Singapore and Hong Kong, this footprint of proprietary venues is supplemented by a global affiliates network that allows clients to manage all of their training needs around the world with a single point of contact.

Cliftons Training Facility Level 5, Hutchison House, 10 Harcourt Road, Central, HK

France Macau Business Association (FMBA), founded in 2008 by Hon. Chairlady Ms. Pansy Ho, is a non-profit organization with membership open to French and non-French professionals, entrepreneurs and corporations with interests in developing commercial and trade relations. FMBA’s objective is to promote and foster business relations between France within the European community and Macau within the Pearl River Delta. The association aims to provide members with platforms to exchange ideas and network, while providing support to new entrants to explore trade opportunities in Macau, contributing to the internationalization of Macau.

France Macau Business Association Alameda Dr. Carlos de Assumpção, N.263, Edif. China Civil Plaza, 20 Andar, Macau SAR

Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com

Tel: (852) 2159 9999 enquiries@cliftons.com www.cliftons.com

Tel: (853) 8798 9699 Fax: (853) 2872 7123 info@francemacau.com www.francemacau.com

RECRUITMENT / EXECUTIVE SEARCH 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.

Adecco Personnel Limited 12/F, Fortis Tower, 77-79 Gloucester Road, Wanchai, Hong Kong

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

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.

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Tel: (852) 2895 2616 Fax: 2895 3571 hongkong@adecco.com http://adecco.com.hk/

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

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

Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com

HK CLASSIFIEDS

RELOCATION / LOGISTICS Asian Tigers, has provided international relocation and moving service to the Hong Kong market for more than 40 years. We move people internationally, regionally, and even within Hong Kong itself. Our experienced, multilingual staff enables Asian Tigers to deliver low-stress relocation services. Perhaps you are responsible for coordinating your office move and would like to know more about ‘low down-time’ office relocations. Whatever your needs, wherever you are headed, Asian Tigers can help facilitate and streamline your relocation. Give us a call and find out how we can assist you.

Asian Tigers Mobility 17/F, 3 Lockhart Road, Wan Chai, Hong Kong

Crown Relocations, a worldwide leader of global mobility, domestic and international transportation of household goods, and departure and destination services, has over 180 offices in more than 50 countries. From preview trip and immigration assistance to home and school searches, orientation tours, intercultural training, partner career programme, and ongoing assignment support, Crown offers the best relocation solutions to corporate clients and transferees across the world.

Crown Relocations 9 - 11Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories

Tel: (852) 2528 1384 Fax: (852) 2529 7443 info@asiantigers-hongkong.com www.asiantigers-mobility.com

Tel: (852) 2636 8388 hongkong@crownrelo.com www.crownrelo.com

SERVICED APARTMENTS / HOTELS Four Seasons Place, the epitome of luxury and elegance, Four Seasons Place creates a relaxed and homely living environment amidst the surrounding opulence. With 519 serviced suites designed by internationally renowned designers, guests can choose from a range of stylish accommodations from studios and 1/2/3-bedroom suites to penthouses that open up to spectacular views of Victoria Harbour. It also features a rooftop heated pool & jacuzzi, sky lounge, gymnasium, sauna and multi-purpose function room to meet business and recreational needs. Heralding a comfortable, hassle-free living experience, all guests are pampered with personalised hotel services from VIP airport pickup to 24-hour multi-lingual concierge services.

Four Seasons Place 8 Finance Street, Central, Hong Kong

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

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

Each of our luxurious units is subtly unique. Spacious studio, studio deluxe, deluxe 1-bedroom, executive suite and twin-beds in selected rooms, with their sizes ranging from 395 to 672 square feet, are comfortably-appointed with an all-encompassing range of fittings and furnishings. The landscaped gardens offer a relaxing lifestyle, peace and tranquillity of green living and a diverse choice of dining and entertainment is right on your doorstep.

at the ICC megalopolis

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

Tel: (852) 3973 3388 Fax: (852) 2861 3020 enquiry@gardeneast.com.hk www.gardeneast.com.hk

The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, three minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre, the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong, guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.

The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong

Conveniently nestled in the East of Hong Kong, Kornhill Apartments is one of the biggest apartment blocks in town, featuring a total of 450 units with a variety of unit configurations designed to suit every need imaginable.

Kornhill Apartments 2 Kornhill Road, Quarry Bay, Hong Kong

Notable for cozy and contemporary décor, as well as superior amenities and services, the complex is located next door to Kornhill Plaza where you can relish a wide array of shops and entertainment choices.

Tel: (852) 2137 8101 Fax: (852) 2568 6256 kornhillapts@hanglung.com www.kornhillapartments.com

The apartments are an excellent choice for corporate clients who cater for visits by expatriate colleagues. Units include studio, one to two-bedroom suites and deluxe three-bedroom suites.

Vega Suites, is the stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East are only 3 MTR stops away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The allencompassing landmark development comprises two international hotels & luxury residence The Wings. Situated directly above the trendy PopCorn mall, connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units – ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying terms.

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

Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street, Tseung Kwan O Hong Kong Tel: (852) 3963 7888 Fax: (852) 39637889 enquiries@vegasuites.com www.vegasuites.com.hk

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HK CLASSIFIEDS

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

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.

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

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 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.

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

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

Nespresso provides a range of machines dedicated to professional use that meet the different needs and expectations of our customers. Zenius is the one of the latest innovation in the professional machine range by Nespresso and comes at an affordable price. It is intuitive to use, reliable and integrates the latest technological advances by Nespresso. Zenius is the ideal machine for small and big companies looking for quality and simplicity. At Nespresso we want to make it possible for you to make the same full-bodied espresso offered by skilled baristas. Your business can benefit from years of Nespresso expertise in premium Grands Crus coffees, innovative machines and excellent customer support.

Nespresso, Division Of Nestlé Hong Kong Ltd. Unit 505, Manhattan Place, 23 Wang Tai Road, Kowloon Bay, Hong Kong

HireRight delivers global background checks and employment verification services through an innovative platform to help companies hire the right candidates, so they can grow successfully and efficiently—no matter their size or where they operate. HireRight offers a comprehensive screening solution that can be tailored to the unique needs of the organization, giving enterprises peace of mind about their people and processes. HireRight’s platform can be integrated with existing HR platforms, making it easy to use and giving candidates the best possible experience. HireRight is headquartered in Irvine, Calif., with offices across the globe, including regional headquarters in London and Singapore. For more information, visit the company’s web site at www.hireright.com/apac

HireRight Asia Square Tower 2, #23-01, 12 Marina View, Singapore 018961

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.

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

Tel: 800 905 486 Fax: 800 968 822 CRC.HK@nespresso.com www.nespresso-pro.com

TALENT MANAGEMENT

Through our vision, research and tools across 80 offices and 3,400 employees, we convert potential into greatness. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning, and recruitment process outsourcing (RPO).

Organisations around the world trust Korn Ferry to manage their talent – a responsibility we meet every day with passion, expertise, integrity and results.

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apacmarketing@hireright.com www.hireright.com/apac

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