HR Magazine | Autumn 2020

26 Leading digital disruption Hilary Stevenson on why inclusion is key for collaborative agility

30 Re-screening talent What lies beneath?

Reina Cheng on employee re-screening

42 Remote GP consultations Doctors’ appointments at home, latest service launched by BUPA

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PUBLISHER'S NOTE

Publisher's Note Editorial Publisher & Editor-in-Chief

Well, to quote Bob Dylan, times they are a-changin’,

Leading workforces through digital disruption

Paul Arkwright

and maybe they are changing for good. It looks like

HR Magazine shares an exclusive interview with

WFH is here to stay, and even if only in hybrid form,

Hilary Stevenson, Lead Development Consultant,

Sub-Editor

is set to change the future workplace as we know it.

Atrium HR Consulting to find out why HR needs to

Elena Valteris

Our cover story examines the pros and cons for HR

place even greater emphasis on inclusion to bring

and employees of WFH and the impact it is having

different generations together with different skills

Staff Writers

on organisational health and individual well-being,

to work together effectively. Find out how to cope

Grace Mak, Harrison Wou, Yukie Zhang

and how HR can re-brand EAPs to help talent get

with disruption, be a genuinely agile leader, address

more out of them (page 18).

WFH issues and effectively lead multi-generational

Art & Graft

workforces through digital disruption (page 26)

Head of Design

What’s new?

Russell Balad

In the news, in Hong Kong the shadow of

Re-screening talent

COVID-19 impacts, we report on the dramatic rise

We talk to Reina Cheng, VP—Hong Kong & ASEAN,

Designer

in employee benefits (page 5), something we will

First Advantage to find out what lies beneath and why

Heidi Chan

cover in detail in our upcoming Livestream on 13

HR cannot reply on only screening new applicants

November 2020. Further afield, we look at how

but needs to work towards regular re-screening

the pandemic is creating opportunities, rather

programmes to reduce the risk of financial loss and

than obstacles, in Singapore, and how over half of

reputational damage (page 30).

Images Freepik, Unsplash, Pexels, Russell Balad

Editorial Enquiries

all professionals there are looking to change jobs (page 6). Flexible workspaces are also upping their

The new now

Paul Arkwright

game to provide greater flexibility and options for

Check out our round up of the best tips shared at our

Tel: (852) 2736 6318

increasingly de-centralised workforces (page 8).

previous Livestream: HR Reboot. Our stellar speakers

paul@excelmediagroup.org

Internationally, we look at D&I roadblocks (page 9),

share practical advice on how to best re-align your

slow recruitment (page 10) and the World’s most

organisation to go way beyond BAU and adapt to the

dangerous jobs to be in, aside from HR that is

new now (page 46).

Advertising & Sponsorship

(page 11).

Aamir Khan Tel: (852) 2736 6339 aamir@excelmediagroup.org

With employee health and wellness, a top priory right now, we also feature the latest remote GP

Carlo Odita

consultation service just launched in Hong Kong

Love & hugs

Tel: (852) 2736 6339

by BUPA (page 42).

From Paul & the team at HR Magazine

carlo@excelmediagroup.org

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Fax: (852) 2736 6369

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1

CONTENTS 2020 Autumn HR News

HR Features

HR Technology

04

Hong Kong News

26

Leading workforces through digital disruption

50

06

APAC News

28

Need for Agile Leadership

09

International News

30

Avoiding HR teething problems

12

HR Events

34

Communicating outside traditional workspaces

14

HR Moves

38

Underpaying your employees now may make

16

HR in Numbers

you pay even more 42 44

recruitment technology 52

FinTech transforming HR in GBA

HR Legal

Remote GP consulting service launched in Hong Kong

Cover Story

Streamlining talent search with AI

54

Cigna launches Check In to

Hong Kong Government increases statutory entitlement for maternity leave

help employees take control of stress 18

Work from home forever HR pipedream or HR virtual reality?

HR Community

HR Books 56

46

38

HR Magazine Live

employee engagement

HR Reboot— Restarting organisations to go beyond BAU

Classifieds 57

46 2 HR MAGAZINE AUTUMN 2020

Build It: the rebel playbook for

44

Classifieds

30

52

3

HR NEWS HONG KONG NEWS

Hong Kong News HK drops from top 5 most expensive locations globally

Stress relief for HR and talent teams

teams attain holistic well-being.” HWHK provides

In Hong Kong, 87% of employees are suffering

workshops in enhancing mental effectiveness in

Hong Kong is now the sixth most expensive

from work-induced stress amid COVID-19.

the age of digital disruption. These sessions detail

location for expats to live, falling from fourth

This, according to a recent survey by the Mental

the neuroscience behind the benefits of staff taking

place last year. This was one of the findings of

Health Association of Hong Kong. The Survey

mindful breaks and how this can boost productivity

the latest Cost of Living Survey published on 2

also revealed that almost half of all employees

and equip staff with the skills to actualise the Pareto

July 2020 by ECA International. The SAR has

show symptoms of anxiety disorder. Corporate

Principle into their own work lives.

dropped slightly after falling behind the Swiss

environments can often equate to stressful

cities of Basel and Bern and now sits outside of

workplaces, and with this in mind, Holistic

The tailor-made programmes begin with a

the top 5 most expensive locations. Lee Quane,

Wellness Hong Kong (HWHK) created the Day of

dialogue with the HR team to design a wellness

Regional Director - Asia, ECA International said,

Wellness (DOW) concept as a way of leveraging

programme best-suited to the employee needs of

"Despite political and social unrest throughout

both corporate CSR efforts and employee wellness

each organisation. Activities include yoga sessions

2019, coupled with the impact of Covid-19 making

programmes in one combined offering.

and specially designed card games to help enhance communication

some people more reluctant to move to the SAR,

among

team

members.

The

Hong Kong has only seen a small drop in the global

Raindy Yu, Founder, HWHK explained the rationale

programme then helps employees through different

rankings amid the uncertainty. Although Bern and

behind the DOW concept, “In response to the

kinds of activities related to physical, emotional,

Basel have overtaken it, Hong Kong is still one of

high-stress, high-anxiety working environment in

mental and social well-being. Yu explained, “Four

the most expensive places for overseas workers to

Hong Kong, we offered the DOW to provide a good

key outcomes of the sessions include recharging

live and is still more expensive than other Asian

opportunity for companies to combat mental illness,

intellect, refreshing the body, renewing the mind

expat hubs such as Tokyo and Singapore."

promote stress reduction and help their talent

and rejuvenating the soul.”

4 HR MAGAZINE AUTUMN 2020

HONG KONG NEWS HR NEWS

Rise in preventative employee benefits Recently, there have been significant changes in employer and employee overall objectives,

HR tips to stay on top of benefits

needs and desires—manifest as reducing costs, increasing focus on talent retention and attraction, as well as reducing absenteeism and ultimately enhancing ROI. The benefits

1. Identify disparities in care—who is currently

landscape has also evolved to meet these changing workplace expectations, particularly those

not receiving the care they require. Use targeted

of upcoming new talents, who, not solely focused on monetary benefits, are placing increased

communication strategies, telehealth opportunities

focus on non-monetary employer offerings. Employers, recognising these new needs, are

and even disease-management solutions to enable

now offering diverse benefits and robust wellness support programmes—covering mental,

employees to get back on track.

financial and social health alongside physical health.

2. Consider changing plans—monitor claims data Pauline Williams, Director, Relationship Management (Asia), Atrium HR Consulting said,

to see how trends are affecting staff. Consider

“Organisations which are focused only on employees’ physical health are missing critical

semi-annual plan changes to help adjust to cost

aspects of an employee’s life that impact how they interact and engage in the workplace.

variations throughout the year.

Employers and organisations are now seeing the importance of adopting a much-needed holistic approach to the health and well-being of their workforce.”

3. Prepare for demographic fluctuations—start monitoring data sooner than later, to forecast

Organisations which are focused only on employees’ physical health are missing critical aspects of an employee’s life that impact how they interact and engage in the workplace

costs and administrative requirements that may evolve from enrolment changes, to prepare for the following year’s plan accurately.

4. Encourage mental health awareness—support mental health needs and communicate regularly with staff, so they feel supported, connected and aware of resources available to them such as EAPs and well-being services.

5. Provide HR and talent teams with the tools and resources they need—prepare for a potential increase in workloads and enhanced responsibilities by putting any tools and processes in place now that teams may need to expedite future processes.

6. Re-evaluate healthcare plan coverage—key differentiators

include

choice-based/flexible/

voluntary benefits—with employees sometimes bearing part of the costs; preventative workplace wellness programmes; medical and disability benefits; annual employee-risk reviews.

Taking a more holistic view will ultimately help HR address ongoing concerns around absenteeism, talent retention, talent attraction, productivity and engagement. Williams concluded, “HR must now take preventive action to protect the health of employees and at the same time, the financial protection and well-being of their organisations.

By being able to assess current difficulties and future trends accurately, benefits professionals can improve plans to support employees while maximising organisational investments.”

5

HR NEWS HONG KONG NEWS

APAC News Singapore professionals looking to change jobs

COVID-19 creates opportunities not obstacles in Singapore

51% of professionals in Singapore are actively

56% of companies in Singapore expect their digital

looking to change jobs in the next 12 months,

transformation agendas to accelerate, and 89%

according to a recent online COVID-19 Labour

are planning for different working models, such

Pulse Survey conducted by Randstad Singapore.

as an increase in permanently remote employees

The Survey covered 638 Singapore-based

and more flexible working hours. This, according

working professionals on the employment

to the June 2020 Aon Pulse Survey on how the

market this year, as well as the challenges

experience of responding to COVID-19 is changing

jobseekers are coming up against.

future workforce strategies. As well as forcing the

Six-fold increase in pay freezes in APAC

acceleration of digitalisation, the pandemic has

It comes as no surprise that APAC employers are

Amid pay freezes, at best, and often pay cuts,

also brought more flexibility in terms of WFH and

reducing pay rise budgets for 2020 in response to

employees

their

work-life integration options. 75% of companies

the economic implications of the COVID-19 crisis.

income insufficient to meet their household

surveyed said that they are now offering flexible

Over previous decades, it was taken for granted that

expenses, which remain high. 21% of employees

working hours to employees with young children−

salaries would rise in line with the number of years

reported taking temporary/indefinite pay cuts

an increase from 67% in April and May. n

served, but now belts are tightening.

or pay freezes.

According to Q1 2020 data gathered as part of

On a more optimistic note, workers still see an

Willis Towers Watson's Salary Budget Planning

opportunity to make hay during these far from

Report, the proportion of APAC employers

sunny days and are investigating career moves

planning a pay freeze has risen sixfold to 23.5%,

that they have previously put off. Over half

compared to 5.1% in 2019. The percentage of

of respondents intend to look for a new job,

companies postponing planned salary increases

with 25% indicating that they are looking to

has also risen sharply, now almost five times

change their career or switch the industry that

higher at 13.4% compared to 2.4% in 2019.

they work in. 19% of today’s talent indicate

are

increasingly

finding

that the pandemic has resulted in them being 34% of companies surveyed have made changes

retrenched, leaving them no choice but to

to their employees’ salaries in response to the

move on.

COVID-19 crisis. Even where salary rises are being maintained at previous levels, employees are often

Jaya Dass, Managing Director, Malaysia and

expected to deliver more during the same working

Singapore, Randstad said, “The COVID-19

hours. As part of the drive to higher productivity,

pandemic

has

29% of employers are planning or considering

up

digital

actions to manage labour costs or incentivise those

great number of jobs being digitised or

who are required to work.

displaced as a result. Employees whose job

their

seen

companies

infrastructure,

ramping with

a

responsibilities have been drastically altered Despite this, APAC data still shows a broadly

to meet current and new demands may hence

optimistic picture, with employers anticipating

be motivated to enter new industries that are

that in 2021, salaries will bounce back closer to

perceived to be more recession-proof or can

pre-crisis levels, particularly in emerging tiger

provide a greater level of job security, such

economies of ASEAN.

as healthcare and technology.”

6 HR MAGAZINE AUTUMN 2020

HONG KONG NEWS HR NEWS

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7

HR NEWS HONG KONG NEWS

Flexible workspaces up their game

These have mushroomed following in the footsteps

While many organisations continue to struggle

of the WeWork model, and offer the now ‘mandatory’

through COVID-19, one of the runaway success

pantry, breakout spaces, flexible room hire options,

stories of 2020 would seem to be providers of flexible

hotdesks and offer windowless rooms for around 8

workspace solutions. Ongoing market uncertainty,

staff, at a push, for around HK20,000 a month.

coupled with a much higher percentage of employees working from home, have been key factors that have

Hotels are also getting increasingly innovative

driven companies to give up existing office space and

with their offerings, and turning the idea of WFM

downsize their physical footprint and avoid being

(which is so often cramped in Hong Kong) to

tied to expensive long-term lease deals.

‘work from hotel’ packages. The Charterhouse, in Causeway Bay, is offering room use from 8.00 am

Once the preserve of the IT Sector, now almost every

- 6.00 pm with parking, lunch for one, wi-fi, free

industry from biotech to banking is now leveraging

printing, use of a meeting room and other benefits

coworking spaces. In China, the Executive Centre

for HK$450 a day.

now has opened a total of 47 such spaces since 2015, which now means it has over 8,800 workstations

At the top end of the scale, The Great Room, which

Work hard play hard: best countries for freelancers

across the country. Compass Offices is also going

has recently opened in Quarry Bay, Hong Kong has

full force in its plans to expand its network of flexible

taken a huge leap forward in creating what they term,

Driven by soaring office rental costs, and

office spaces across APAC. After the launch of their

‘coworking inspired by hospitality’.This translates

accelerated by the COVID-19 outbreak, many

Collins Street Centre in Melbourne, Australia, they

into an uber-post workplace, aimed at marrying the

companies

physical

are now adding a new centre in Shibuya, Tokyo to

concept of community and dynamic shared space

footprint and offering permanent WFH options.

their portfolio of over 40 centres across nine cities

with beautiful aesthetics. The hotel-style workspace

With the ubiquity of high-speed internet,

in APAC.

offers a ‘Monday Breakfast Club’ for a natter over

are

downsizing

their

a morning brew, while users can nibble from the

WFH no longer restricts staff to a particular In Hong Kong, with rents still through the roof, and

‘Turndown Cart’. The space also features Think:

traditional industries all but moved away from Hong

salon sessions on AI and big data, masterclasses on

So, as we start to return to the office, how can HR

Kong, former old-school heavily industrialised areas,

media storytelling, mentor insights and wellness

teams accommodate this desire for flexibility and

such as Kwun Tong, have seen a huge uptick in the

workshops among their offerings.

choose the best overseas locations? A June 2020

conversion of former industrial units into sub-divided

global study by Carphone Warehouse finds some

basic offices. These no-frills spaces are available for

Whereas hot-desking was once associated with

countries have adapted better than others.

monthly rent from around HK$3,500, for one which

struggling

would allow you to swing a kitten around in, to around

providers are now rising to fill the demand from

Thailand – Chiang Mai scores highly for commuting

HK$10,000, for a space that could accommodate

the C-Suite level. As well as desk space, we are now

and healthcare. It also scores well for monthly rent,

teams of 8 - 10). For those who do not fancy the

seeing everything from sleek meeting rooms to

leisure activities and internet speed (136 Mbps) but

step back in time to industrial buildings, a number

soundproofed spaces for important calls–all with

lacks sufficient co-working spaces.

of trendy co-working spaces have also opened in the

spectacular views and the latest in gadgetry and

plethora of new-build offices in the same area.

stunning interior design.

geographical location.

Australia – famous for leisure activities and the Aussie way of life, Melbourne also has strong commute satisfaction and healthcare figures, but, at only 43 Mbps, is let down by internet speed.

New Zealand – New Zealand’s Auckland scores well for commute satisfaction, quality of life and healthcare. Downsides are a high cost of living and low number of co-working spaces.

Hong Kong – At 169 Mbps, Hong Kong boasts the highest internet speed of all 30 countries assessed.

Despite an excellent transit system, the high cost of living means Hong Kong falls down for quality of life.

8 HR MAGAZINE AUTUMN 2020

start-ups,

increasingly

premium

APAC NEWS HR NEWS

International News Diversity roadblocks in HCM

must become a priority to ensure the long-term

Three big transformational opportunities and

While most recognise that work is undergoing

sustainability of the organisation … Boards have

specific actions for both boards and management

dramatic upheaval—accelerated on two fronts

a fiduciary duty to tackle the heightened risk of

teams to undertake:

by the pandemic and increasingly urgent calls for

employee disengagement and unproductivity.”

1.

diversity in the workplace—how the workforce

Changing

and

disengaged

workforce:

is managed and compensated has not kept

David Swinford, President and CEO, Pearl Meyer

organisations need to create a sense of

pace. A new report, “Work Has Changed: How

spoke of the main areas that need be addressed,

purpose and help balance work/life demands,

Boards Navigate Disruption and Drive Human

which the Report highlights and said, “Three

build

Capital Transformation”, released today from

key areas have been identified where boards and

learning, and actively forecast the workforce

WomenCorporateDirectors Foundation (WCD)

management can work together to bring needed

skills and characteristics for the future.

and Pearl Meyer warns of the risks associated with

change: employee engagement, organisational

this disconnect and offers a roadmap for boards

structure and process, and leadership.” He added,

to help organisations transform their approach to

“Now more than ever, we need transformative

processes: near-term solutions include

human capital management.

leaders who can engage a highly diverse workforce

actively moving away from command-

in new ways. The compensation committee,

and-control style models toward a more

Susan C. Keating, CEO, WCD commented,

with its increasing responsibility for leadership

collaborative environment, leveraging the

“Directors

development in addition to rewards and incentives,

push for flexibility to create a fit-for-purpose

has a significant role to play in this evolution.”

workforce, and selectively and strategically

are

recognising

that

addressing

workplace shifts and human capital transformation

2.

an

environment

of

continuous

Outdated organisational structure and

deploy technology that builds efficiency.

Now more than ever, we need transformative leaders who can engage a highly diverse workforce in new ways.

3.

Stagnant

leadership

profile:

directors

and senior managers must renew their commitment to succession planning and leadership development, looking long-term beyond just the C-suite and cultivating a diverse executive talent pool with unique experiences, skills, and attributes necessary to enact business strategy.

The report highlights the role of the workforce and that employee expectations of the companies they work for have become stronger and employees have much greater influence. Keating explained, “Boards are thinking about how to respond to these expectations from the long-term perspective and how we turn employee input into sustainable changes.” Swinford concluded, “These ideas are urgent things for directors and management teams to address. A silver lining in this especially unusual and uncertain time is the opportunity as leaders to reset our approach to talent management and meet the moment.”

9

HR NEWS INTERNATIONAL NEWS

Slow jobs: trainer and programmer roles take longest time to fill

Job positions that take longest to fill

In the UK, some roles are taking a long time to fill.

79.8% of training roles failed to find a candidate in the first two weeks of being posted online.

Job Title

No. of Jobs Posted for Longer than 14 Days

Total No. of Jobs

% of Jobs Taking More than 14 Days to Fill

Teacher

4,945

6,196

79.80%

Programmer

1,031

1,310

78.70%

Architect

3,680

4,877

75.45%

Mech. Engineer

1,488

1,981

75.11%

Social Consultant

4,895

6,550

74.73%

Pharmacist

1,284

1,734

74.04%

Web Developer

3,132

4,230

74.04%

Recruiter

1,507

2,046

73.65%

SEO Specialist

1,023

1,404

72.86%

Accountant

4,344

5,969

72.77%

Programmers proved equally elusive, with 78.7% of job listings taking over two weeks to fill. In third place were architects, with 75.5% of job listings not being filled in the first two weeks. The findings came from a recent study by Resume.io, based on data from Indeed.com.

Conversely, HR Managers are among the top ten fastest to hire, with only 58.14% of positions still being open after two weeks of posting. The most saturated job position, according to the study, are receptionists with only 42.85% of roles remaining available for more than two weeks. Dentists come second, with 51.32% of jobs being available for more than two weeks.

Job positions that take least time to fill

Job Title

No. of Jobs Posted for Longer than 14 Days

Total No. of Jobs

% of Jobs Taking More than 14 Days to Fill

Social Worker

11,651

19,445

59.91%

HR Manager

332

571

58.14%

Plumber

640

1,122

57.04%

PA

292

520

56.15%

PR Executive

234

422

55.45%

Office Manager

231

417

55.39%

Police Officer

523

964

54.25%

Sales Assistant

2,080

4,020

51.74%

Dentist

562

1,095

51.32%

Receptionist

1,016

2,371

42.85% Source: resume.io

10 HR MAGAZINE AUTUMN 2020

INTERNATIONAL NEWS HR NEWS

World's most dangerous jobs

Best & worst jobs for each health risk

A recent study conducted by Lenstore analysed the world’s most dangerous jobs based on a series of health metrics, including risk of hazards, infection

Health Risk

Jobs with Highest Risk

Jobs with Lowest Risk

Hazardous

Oil Riggers

Web Developers

Risk of Infection

Dentists

Accountants

Risk of Injury

Oil Riggers

Web Developers

Joints and Muscular Issues

Flight Attendants

Secondary School Teachers

Posture

Car Mechanics

Secondary School Teachers

Sensory Damage

Oil Riggers

General Practitioners

Fitness

Web Developers

Builders

Sun Damage

Oil Riggers

Surgeons

and injury, as well as joints and muscular issues, posture, fitness, sensory and sun damage.

Top 10 worst jobs for your health: 1.

Emergency Medical Technicians and Paramedics

2.

Firefighters

3.

Dentists

4.

Immigration and Customs Inspectors

5.

Flight Attendants

6.

Riggers

7.

Police Patrol Officers

8.

Commercial Pilots

9.

Veterinarians

10. Anaesthesiologists The study reveals that it is safer to be a surgeon than drilling as a dentist—the later profession having the highest risk of infection. But while drilling teeth is dangerous it is no match for drilling for oil. Oil riggers are having the hardest time of it, coming top in four of the eight workplace health risk categories.

Over 80% of businesses considering remote global workforce mode New research released by Globalization Partners and CFO Research, indicates that most businesses are undeterred by the impact of COVID-19 and are still moving forward with plans for new or expanded international operations. More than half of respondents expressed interest in expanding or adding operations in APAC. The findings also show that 83% of respondents said they are looking into a remote, global workforce model as a solution to the changes brought about by COVID-19. Nicole Sahin, CEO and Founder, Globalization Partners noted, “This research offers grounds for optimism that the economic crisis caused by COVID-19 has not derailed international expansion plans for most businesses who were already on this path.”

11

HR NEWS HR EVENTS

HR Events SEPTEMBER

OCTOBER 26 – 30 Asian Shared Services and Outsourcing Week 2020 organised by SSON Time

10.00am (GMT +8)

Website

https://www.ssonetwork.com/events-ssowasia/

Tel

SG (65) 6722 9388

Venue

Online

Email

enquiry@ssonetwork.com

11 HR Magazine Live

28 – 30

HR Clarity—Predictive leadership through the fog of digital (& all other!) disruption

Office Expo Asia (OEA) 2020: The Virtual Edition

organised by HR Magazine

organised by Office Expo Asia

Time

11.00am – 12.30pm (GMT +8)

Time

10.00am - 6.00pm (GMT +8)

Email

aamir@excelmediagroup.org

Website

https://www.eventbee.com/v/office-expo-asia-

Email

OEA@sph.com.sg

Venue

Online

Tel

HK (852) 2736 6339 https://hrmagazine.com.hk/event/hr-magazine-live-hrclarity-leading-through-the-fog-of-digital-disruption/

29 SEP – 1 OCT

Venue

Tel

Online oea-2020/event?eid=152287542#/rsvp SG (65) 6319 3439

29 Pay Trend & Benefits Webcast 2020

HR Tech Festival Asia 2020

organised by Hong Kong Institute of Human Resource Management

organised by HR in Asia Time

8:00am - 5.00pm (GMT +8)

Website

https://www.hrinasia.com/events/hr-tech-festival-

Email

info@hrmasia.com.sg

Venue

Tel

Online asia-2020/ SG (65) 6423 4631

12 HR MAGAZINE AUTUMN 2020

Time

9.00am – 5.00pm (GMT +8)

Website

https://www.hkihrm.org/index.php/mb/upcoming-

Email

info@hkihrm.org

Venue

Tel

Royal Plaza Hotel members-events/event/4935/registration HK (852) 2881 5113

HR EVENTS HR NEWS

NOVEMBER

DECEMBER

3– 4 Digital Innovation in Human Resources Management organised by Terrapinn Time

9.00am – 5.00pm (GMT +8)

Address

1 Raffles Blvd, Singapore 039593

Venue

Suntec Singapore Convention & Exhibition Centre

Website

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

Email

enquiry.sg@terrapinn.com

Tel

show-asia/ SG (65) 6222 8550

4 HR Magazine Holiday Special organised by HR Magazine Time

11.00am – 12.30pm (GMT +8)

Email

aamir@excelmediagroup.org

Venue

Online

Tel

HK (852) 2736 6339

9 – 10 HR Innovation & Tech Fest & L&D Innovation & Tech Fest

13

2-in1 event organised by Hannover Fairs Australia

HR on the Money organised by HR Magazine Time

11.00am – 12.30pm (GMT +8)

Email

aamir@excelmediagroup.org

Venue

Online

Tel

HK (852) 2736 6339

Venue

ICC Sydney

Website

https://www.techfestconf.com/hr-aus

Tel

AU (61-2) 9280 3400

Address

14 Darling Dr, Sydney NSW 2000, Australia

Website

https://www.techfestconf.com/ld-aus

13

HR NEWS HR MOVES

HR Moves Mukta Arya

Nikki Gao

Louise Butler Golding

Head of Human Resources

Managing Director

Senior Vice President of People and Business Operations

Société Générale

Randstad China

Transit Wireless

Mukta Arya was appointed as Head of Human

Nikki Gao, Managing Director for Randstad China,

Louise Butler Golding was promoted to Senior

Resources, Asia Pacific, with effect from 1 September.

takes on the newly-created role of Managing

Vice President of People and Business Operations

She will be based in Hong Kong. She has worked

Director, Greater China region.

at Transit Wireless. In her new role, Golding

in different roles across a number of Asia Pacific

will continue to oversee human resources and

locations at Societe Generale and other companies,

Gao shared, “As a result of major digital disruption

operational delivery for Transit Wireless, including

and has built a solid profile in the Human Resources

and globalisation, the China economy has grown

talent management, compensation, and HR

function, which will be essential to support Societe

tremendously over the past decade. This has not

operations. She will also continue to lead the

Generale’s business operations and the promotion of

just brought in more investments and companies

company strategy in 5G and Data and Advertising.

the Bank’s strong company culture in Asia Pacific.

to expand their footprint into Asia’s economic

As a business line leader, she will tap into her proven

powerhouse, it has also created more new and

skills in change management and transformation.

Mukta started her career in 1997 as an HR

sophisticated jobs for our local workforce. I’m very

She focuses on building operational excellence

Management Trainee in Essar Group in India.

excited to extend my experience and knowledge

across strategic parts of the Transit Wireless

She later worked as an HR Generalist in Tata

from China to Hong Kong, where we will continue

business, including project delivery.

TD Waterhouse Asset Management, Tata TD

to grow the Randstad brand together.”

Waterhouse Securities Limited and Ogilvy and

Melinda White, chief executive officer of Transit

Mather (advertising) in Mumbai. In 2006, she joined

Gao also recently received the 2019 national

Wireless, remarked, “What Louise brings to her

the Corporate & Investment Banking and Private

ATHENA leadership accolade. The award is

new position is an invaluable understanding of

Banking arms of Societe Generale in Mumbai as

presented for professional excellence, community

organizational effectiveness and how it drives

Head of HR, before moving to Hong Kong in 2010 as

service and for actively assisting women in

operational effectiveness. Combining the staff

Regional Head of People and Talent Development.

their attainment of professional excellence and

function and line function under Louise’s lead will

In 2016, she moved to Singapore to lead HR for

leadership skills.

help advance our growth in 5G by leveraging her

Southeast Asia while maintaining her regional role in

value as a seasoned business executive, trusted

Talent Development & Inclusion.

advisor, and member of our senior leadership team.”

14 HR MAGAZINE AUTUMN 2020

HR MOVES HR NEWS

Anne Lebel

Natellie Sun

Manish Verma

Group CHRO

Managing Director

Global Head Talent

Capgemini

Randstad Hong Kong

Cargill

Anne Lebel was recently appointed as Chief

Natellie Sun, Managing Director for Randstad Hong

Manish Verma was recently appointed as Head of

Human Resources Officer (CHRO) and Group

Kong, has been promoted to Head of Search and

HR APAC Global Human Resources team, Cargill.

Executive Board Member at Capgemini. She takes

Selection, Greater China region.

With a background in organisational psychology,

over from outgoing head Hubert Giraud, who moves to a new role at sister company Altran.

Verma brings extensive experience from leading HR Sun said, “With more companies investing and

teams in The UK and Singapore.

expanding into mainland China, the demand for Formerly Global Head of Human Resources

experienced professionals and specialist experts

Varma spoke of his goal to “provide overall

at Allianz Global Corporate & Specialty, Anne

has increased significantly. China’s growth presents

guidance on HR strategic matters as well as HR

brings over two decades experience in leadership

many opportunities for us to partner with some

solutions consulting and delivery. I am providing

development and global talent management. On

of the world’s leading companies and start-ups to

overall value-added human resource services

taking up the position, Lebel announced, “In this

build their workforce capabilities.

across all functional areas for Asia Pacific leaders

role, I will continue to build an agile culture of

and employees. We work with partners in the

inclusivity and personal growth, attracting the

“With this collaboration, we’ll be able to strengthen

business to define a strategic people plan that aligns

talent of tomorrow to meet the evolving needs of

our Search and Selection service offerings across

with the business direction in a growth-oriented,

our clients in this digital world.”

borders, setting ourselves up as a one-stop-shop for

multinational, multi-cultural environment.”

our Asian clients.”

15

HR NEWS HR IN NUMBERS

HR in Numbers 27%

27%

57%

10%

SMEs have a dedicated

SMEs experienced cyber-

SMEs went out of business after

PwC Asia Survey of IT Decision

PwC Asia Survey of IT Decision

Zogby Analytics

Makers, July 2020

Makers, July 2020

cybersecurity team

28%

of respondents have faced salary reductions

of over 30% as a direct result of the pandemic JobsDB COVID-19 Hong Kong Report

16 HR MAGAZINE AUTUMN 2020

attack in last 24 months

experiencing data breach

Salaries reduced by 30% or more

HR IN NUMBERS HR NEWS

85%

$4.4B

Employees aged 18 - 35 who own a

Average total cost of data

of 162 minutes per day using it.

IBM Cost of a Data Breach Report

smartphone and spend an average

breach in 2019

7% Organisations which fully equip

their teams with digital tools and

resources needed to drive decisionmaking and success.

Beekeeper

Beekeeper

42%

422

Employees independently

Number of co-working spaces

coronavirus outbreak

Payoneer Global Freelancing

How COVID-19 Changed the Way

Index, 2019

People Work, Kaspersky, 2020

pursuing training since the The State of Employee Upskilling and

in Hong Kong

1 in 2 Remote workers watch adult

content on corporate devices

Reskilling, Talent LMS report

17

COVER STORY

Work from home forever HR pipedream or HR virtual reality?

18 HR MAGAZINE AUTUMN 2020

COVER STORY

"To be f luid as water", as Bruce Lee once wisely said, now seems the key to facilitating an organisational and an economic bounce back. HR is pulling together its teams to, in what has been the most rapid case of change management most have ever faced—and plenty of positive talent news has come from this transition. Yet, it has not been a comfortable journey for many. This issue’s cover story examines some of the key challenges the uber-fast shift to a work from home (WFH) model has thrown up for HR, and analyse some of the best success strategies that have helped make it work—possibly forever.

H

ong Kong is still in the throes of fighting its

leading multinational firms such as PwC have adopted a hybrid

third wave of COVID-19, which has sent the

working method. Employees who can perform remote work

unemployment rate to its lowest level in over 15

without compromise are sent home, while employees with a

years. Sectors such as the tourism and food industry

work nature that requires rigorous compliance standards are

have, in particular, been put under enormous pressure trying

divided into teams or are directed to different office locations.

to adjust headcount and resize, manage teams remotely and all the while trying to do what they can to maintain employee

Despite the best efforts of many organisations, it seems WFH

wellness and eke out what local business they can in the

is still taking its toll on employees and in particular junior

absence of almost all international travel. On 19 August 2020,

managers and senior staff. The Workforce View 2020: Volume

the Census & Statistics Department of the Government of the

One pre-COVID-19, a survey of over 32,000 employees and gig

HKSAR, reported that the seasonally adjusted unemployment

workers, conducted by ADP between October 2019 and January

rate (April – June 2020) in Hong Kong had reached 6.2%, with

2020, on various topics including pay, career and well-being

just under a quarter of a million people jobless. Dr Law-Chi

revealed that 60% of APAC respondents feel stressed at least

Kwong, Secretary for Labour and Welfare, furthered that such

once a week, and this was the lowest of respondents in any

deterioration and uncertainty in the economy would likely

region. The challenge for HR leaders is employees’ reticence to

prolong throughout the year. On the bright side, as Hong

talk about stress and mental health, as only 22% of respondents

Kong’s cases begin to diminish with improved testing and

said they would feel comfortable telling their manager or

stricter protocols, HR teams have been working innovatively

supervisor about a mental health problem or concern. These

to further develop and refine work methods for employees to

findings were echoed by the 2020 City Mental Health Alliance

adapt to the ever-changing state they face.

Hong Kong (CMHA HK) Mental Health and Wellbeing in the Workplace Survey which revealed that 27% of employees

Undeterred, businesses are seeking to ensure a safe, healthy

in Hong Kong have experienced mental health problems in

and, in many cases, work-from-home environment for talent.

the past 12 months and that COVID-19 has been the most

From the early stages of coronavirus, companies have issued

significant contributing factor to their sub-optimal state of

numerous notices and travel warnings to keep their employees

mental health. The top three related employee concerns in

informed with neutral, factual updates and help raise their

Hong Kong are:

levels of cautiousness. Many companies in Hong Kong have also periodically distributed essential supplies amongst workers for

•

fear of contracting the disease (42%);

combatting the pandemic, including masks and hand sanitisers.

•

lack of social activity (35%); and

Some companies even took the initiative to sponsor periodic

•

job security (25%).

private COVID-19 testing for employees. As the situation worsened, businesses have embraced flexible working and

As a result, many employees have experienced some common

WFH options for at least some, and in many cases most of, their

symptoms associated with poor mental health, including

talent teams. Tech giants Facebook and Google have informed

physical tiredness (45%), feeling mentally drained (42%) and

workers that they can WFH for the rest of the year. Meanwhile,

sleeping issues (36%).

19

COVER STORY

The good news is that growing efforts by employers to improve workplace well-being are now being recognised by employees.

DR ZOË FORTUNE CEO, CMHA HK

Stigma, presenteeism & middle manager ‘crunch’ In terms of what HR can do to help alleviate the situation, the CMHA survey highlighted stigma, presenteeism and a middle-management ‘crunch’ as areas that need to be urgently addressed by HR.

Stigma is a significant inhibitor to people talking about mental health issues in the workplace—with 32% of respondents in Hong Kong having either personally experienced stigma due to mental health issues or knew of someone who had within the past 12 months. However, the

Mental health mindset change

good news is that this figure is down from

On a positive note, employees are starting

55% in 2018, showing that COVID-19

to speak up about stress, and the CMHA

seems to have reduced significantly

survey found that the number of people who

reduced this stigma.

did not tell anyone about personal mental health issues has fallen to 41%, down 19% from 60% in 2018, showing an increase in openness to discussion.

Presenteeism, going to work despite poor

Dr Zoë Fortune, CEO, CMHA HK said, “The

mental health, was reported by 83% of Hong

good news is that growing efforts by employers

Kong employees in the last 12 months—stating

to improve workplace well-being are now being

they had experienced mental health problems

recognised by employees, with attitudes towards

whilst being employed. Of these, 74% said

both mental health and mental ill-health

they had at least 1 – 2 days of presenteeism

showing positive signs of change as awareness

every month. The most cited reasons for

increases and more employees feel able to reach

employees ignoring mental health symptoms

out for support.” She, however, cautioned, “The

were a ‘sense of duty and work ethic’, ‘too

COVID-19 pandemic has thrown us many

much work’ and ‘fear of a negative review’.

unique challenges, and as a result, flexibility and listening to staff is more valued than ever. We advise HR to urgently recognise this and work to address workplace issues such as stigma, presenteeism and ensure access to appropriate help and support for employees.”

Middle-managers have taken the hardest hit in terms of experiencing

Peter Reynolds, Partner and Head of Greater

mental health problems. Of those

China, Oliver Wyman, who worked with

who

health

CMHA on the Survey, noted, “Flexible work

problems in the last 12 months, 36%

arrangements, company-wide response updates,

were junior- or middle-management.

and the suspension of business-related travel

Moreover, this group also has the

have been the most well-received company

highest incidence of presenteeism

support measures during COVID-19. However,

across all ranks and consistently rates

it is crucial to bear in mind that employers’

the support available in their company

measures of support should not be one-size-

as the least helpful.

fits-all, given material differences in personal

experienced

mental

circumstances and ways policies are executed in different companies.”

20 HR MAGAZINE AUTUMN 2020

COVER STORY

WFH Challenges There has always been some degree of cynicism and uncertainty regarding WFH across the industries before the coronavirus, and not without justification. Phrases like “shirking from home� suggest that it is strenuous for workers to remain focused, which can lead to diminished productivity and profitability for businesses in the long run.

This is particularly true in places like Hong Kong, where the comparatively small size of homes means finding even the physical space to work, let alone one that is free from interruptions, is often challenging. The average living space per capita in Hong Kong is only around 160 square feet, and in public housing, where over 50% of the population live, this is just under 140 square feet. When dependants are added into the mix, kids on Zoom lessons, other family members also working from home, coupled with the other stresses that COVID-19 has brought—it is little wonder that WFH, while great for those with space, can prove extremely challenging for many in Hong Kong.

21

COVER STORY

Supporting employees in WFH & WLB There are numerous ways in which HR can provide more support for their employees in both WFH and work-life balance (WLB), including:

Providing flexibility around work schedules, locations and modes— realising that WFH works for some but not for others and allowing them to work hours that best suit their individual circumstances.

Recognising levels of support required for people at different levels across the organisations.

Valuing the importance of allowing employees to be heard, empowered and trusted—allowing and trusting them to get on an accomplish tasks in their own way and their own time.

Decreasing business travel.

Understanding and embracing individual differences.

Establishing and promoting employee resource groups, business unit groups.

Employers should also provide appropriate and adequate communication about what is happening and not happening in terms of COVID and company policies. Melody Wilding, Workplace Success Coach for C-suite executives, explained, “Maintaining some semblance of balance is one of the biggest challenges

telecommuting

presents

since

the

boundaries between...personal and professional life

1.

Adjust expectations—acknowledge that

2. Wrap up and power down—set an alarm

blur.” HR can advise their teams to follow some basic

there will always be time wasted at the office and

for getting off work and completely turn off

steps to help maintain a healthy work-life balance

adjusting WFH hours accordingly.

your work computer.

3. Create accountability for oneself—set

4. Explore and engage in a ‘getaway’

top priorities and goals for the next day,

activity—find a hobby or interest that helps

commit to these and follow through.

ease the mind, like cooking, reading or sports.

while they WFH:

22 HR MAGAZINE AUTUMN 2020

COVER STORY

Conducting regular pulse surveys is also important to help HR check in with staff sentiments. Christian Grossman, CEO, Beekeeper noted that 65%

Tips for enhancing EAPs

of employers find ‘policing’ employee morale an obstacle during times of uncertainty. However, Grossman highlights a successful formula to help

Providing EAPs and wellness insurance, together with

balance employee well-being and employee morale as follows:

in-house help and support. Fortune noted, “89% of those surveyed said they had never used EAP because they didn’t know what it was, didn’t think it would be helpful, or didn’t feel the need. So, it’s equally important to communicate these items to staff, who might think and EAP gets them straight through to a counsellor, rather than going through a triage system first.”

Managing expectations of EAPs, of the 11% of those surveyed who used an EAP, 42% said they did not think it was beneficial, so it is important to ‘brand’ EAPs appropriately and let staff know what they are and what they are not. Fortune advised, “HR shod try to use EAPs 1. Triple-check that employees have what they need to complete their

more frequently, so they are not solely associated with

duties efficiently—to ameliorate access to resources, especially when there is

mental health issues. In this way, they can be seen as a

currently a shift to working digitally and remotely.

source of helpful advice, rather than a last resort. In the UK, organisations have seen usage rise significantly after this rebranding of EAPs as less-stigmatised ‘helplines.”

Destigmatising the whole idea of mental health—this involves a cultural change within the organisation and does not need to cost a lot of money. HR can have a positive impact in numerous ways, including, mental health days, green ribbon campaigns , This is Me Storytelling . It is also essential to ensure employees feel part of that cultural change and embedding the ideals in company-wide best practices that unit heads can implement and follow.

2. Utilise an interconnected platform to connect employees digitally—to allow the free exchange of ideas and foster a professional atmosphere that is

Being aware of what to look out for—it is not the

friendly and accessible.

responsibility of HR to directly deal with every mental health issue, but rather it is about noticing potential ‘danger signs’ and providing the resources so employees can find the right kind of help.

Utilising free mental wellness resources available online such as the Samaritans well-being workplace app, mindhk’s COVID-19 Mental Health Relief Scheme, mindhk’s community director of services providers who can help, Community Business resources and the CMHA’s resource bank.

3.

Integrate productivity management with modern-day technology

Opening and facilitating conversations on mental health,

through user-friendly mobile apps—to enhance engagement, productivity,

so everyone feels able to talk about issues openly and safely.

work satisfaction and facilitate regular messages of encouragement to employees.

23

COVER STORY

Adaptable mindset key

More WFH planned in APAC

At a time where immense stress may emerge for employees, it could be a challenging

Despite some of the ‘feared’ drawbacks to remote work and

change for all. Having an adaptable mindset is vital. Canva, an Australian graphic design

alternative work methods, it is clear there is wide-reaching

company, is ahead of the pack when it comes to coping with unstable conditions using

support for WFH. A remote-work study published in the

innovative, yet efficient initiatives. In the face of the pandemic, it leads with compassion

Journal of Economics researched employees of Ctrip and

and recognises that the WFH lifestyle might not be as comfortable as some may reckon.

revealed that remote work led to a 13% performance increase,

As schools only begin to reopen and daycare centres now being scarcely available due to

of which 9% was from working more minutes per shift, due

insufficient funding, they are cognizant that working parents having much more hectic

to fewer breaks and sick leave. The Survey also found that

and demanding schedules as they juggle working full-time as both a parent and employee.

home-workers reported improved work satisfaction, and

Crystal Boysen, Head of People, Canva noted, “The enforced WFH policy and being a

their attrition rate halved. The lower attrition rates might

parent, has almost broken many staff—professionally and personally. As such, Canva’s

also be partly attributable to economic uncertainly making

solution focuses on the correlation between well-being and happiness and places work-

many employees sit tight right now. Nevertheless, the

life balance as a priority. The motto we embrace is, ‘whatever works for you, works for

Study’s findings ultimately prompted Ctrip to roll out the

us’.” The organisation’s objective is simple: striving to create a stable and healthy working

WFH option to all employees in the long run.

environment. As the company takes on an unconventional way of leading at this time of uncertainty, it has established clear assistance for its talent based on three key principles.

Echoing Grossman’s vision of a WFH space regarding the balance between employee morale and well-being, alternative work methods that aim to minimise all forms of physical contact between workers demanded an increase in

1. Embracing the value of compassion:

the usage of collaboration tools. Since the first three months

offering

by

of the year, Symphony, a company that provides instant

permitting unlimited sick leave and

messaging service for financial firms, has seen record surges

carer’s leave. To ensure that tasks can be

of active users on their platform in APAC, Europe and the

fulfilled as planned, those taking leave

United States. The increase in numbers is unprecedented

must inform team members and the

in the company’s history. David Gurle, Chief Executive

company with complete transparency

Officer, Symphony Communication Services, explained,

and honesty for a smooth takeover of

“Much of this growth can be attributed to the COVID-19

ongoing tasks.

pandemic and how businesses are migrating to alternative

flexibility

to

workers

work methods.” Gurle asserts that the growth lies not only within the numbers of users but also, more significantly, the volume of messages exchanged on the platform, noting that these collaboration tools are becoming an integral part of 2. Being in the “right” state of mind:

business models. On a side note, Hong Kong is blessed with

the company has developed an internal

having one of the fastest internet speeds in the world, at

website to support the mental well-

~164 Megabits per second, according to averaged data from

being of employees in need. This has

speedtest.net, providing the necessary backend support for

proved to be particularly valuable, as

these collaboration tools to function with their maximum

coping mechanisms are needed to assist

performance and potential.

workers suffering from a physically detached workforce.

Temporary shift, or here to stay?

HR is now considering the implications this temporary shift in work style will have for the business in future. COVID-19 unveiled to the world that remote work could be considered a legitimate option in the long run, as there is a greater motivation for companies to transform into a flexible

3. Providing a free Employee Assistance

business model that fosters a productive yet sustainable

Program (EAP) accessible to all staff:

working environment. In March 2020, 60 million tweets

resources include meditation apps and

were collected based on hashtags relating to coronavirus.

webinars about mindfulness such as,

A sentiment analysis, recently conducted by data analysis

“Managing stress and building resilience

researchers from Cardiff Metropolitan University, indicated

in times of uncertainty” and live Q&A

that 70.6% of all tweets reflected a positive sentiment

sessions on work-life balance.

towards WFH, with a notable rise of positive sentiment after countries went into lockdown. WFH brings immediate and apparent benefits including eliminating commutes, which

24 HR MAGAZINE AUTUMN 2020

COVER STORY

The enforced WFH policy and being a parent, has almost broken many

WFH & COVID-19 HR resources

staff—professionally and personally.

The motto we embrace is, ‘whatever

Green Ribbon Days https://greenribbon.thelordmayorsappeal.org/

works for you, works for us’.

CRYSTAL BOYSEN Head of People, Canva

This is Me Storytelling https://www.thelordmayorsappeal.org/a-healthycity/this-is-me/

lowers downtime during travel and reduces pollution levels, the model can also significantly reduce operational costs— especially in places like Hong Kong where rental overheads

Samaritans workplace well-being app

are among the highest in the world. A flexible business model

https://www.samaritans.org/how-we-can-help/

that embraces remote work also removes the constraint of

workplace/wellbeing-workplace/

geographic barriers, where companies can now hire employees across the globe. Twitter affirms that WFH can function at scale. Though they do not specify the type of employees to be qualified for this arrangement, they are now giving workers the option to WFH forever. In a statement to CNN Business,

mindhk COVID-19 relief scheme

Jennifer Christie, Vice President of People, Twitter, claimed, “If

https://www.mind.org.hk/covid19reliefscheme/

our employees are in a role and situation that enables them to work from home and they want to continue to do so forever, we will make that happen.”

Although the battle against COVID-19 is far from over, it has offered management teams a unique opportunity to rapidly

mindhk resources

adopt technology and completely reinvent their workplace.

https://www.mind.org.hk/community-directory/

New standards are now set, breaking traditional conventions of what old-school expectations have been for both employees and employers. WFH, or even a hybrid working model, previously adopted on for a relatively small percentage of talent teams and approached with a great deal of trepidation, has become the new now in many organisations.

Community Business resources https://www.communitybusiness.org/latest-

HR teams globally are investing much of their time into various

news-resources

methods to not only elevate productivity but, more importantly, to ensure that workers’ well-being and personal needs are met on the same level—even, and especially, when working remotely. Though some worries are present regarding its overwhelming degree of flexibility, organisations are adopting

CMHA HK resources

new work standards as they recognise and anticipate an

https://www.cmhahk.org/research-

ongoing fluctuation of the economy. With minor adjustments

resources/#covid

and time, WFH looks set to prevail, especially as technology flourishes along with fine-tuned management strategies. This new work trend could be the secret ingredient to being fluid—a vital component to success.

25

HR FEATURES

Leading workforces through digital disruption HR Magazine recently connected with Hilary Stevenson, Lead Development Consultant, Atrium HR Consulting, to discuss some of the most pressing issues facing HR in 2020.

B

efore the start of this extraordinary year, the top five challenges facing HR in 2020 were predicted as longstanding goals relating to finding and landing top talent, addressing employee mental wellness, developing the next generation of leaders, finding resources for workforce development,

and achieving diversity with inclusion. Little did anyone know what was around the corner. Hilary Stevenson, Lead Development Consultant, Atrium HR Consulting, noted, “COVID-19 has been a gamechanger and a significant challenge for almost every employer, and certainly for HR. It has impacted and challenged HR not only in the above areas but also in terms of technology, engagement, retention, agile and flexible working, pay and reward as well as leadership and culture.”

Coping with disruption It is hard to give a definitive answer as to how well companies have been meeting the challenges as it varies significantly by employer. Stevenson noted, “I had been working with one client on an 18-month agile transformation which was completed and went live in February 2020.

They did not have a crystal ball to look into the future; however, the transformation process left them well prepared, with employees clear about the expectations on both sides as a result of the change programme.”

She added, “Technology for working remotely was in place, together with remote team meetings and performance reviews. The company had invested in a well-being monitor which has been able to gauge employee wellness throughout. Learning and development activities have continued remotely. Employees have been asked to give feedback on a weekly, and now monthly basis around many aspects of work-life since the pandemic broke and the results have been very positive.”

Beneficial attributes of agile leadership Emotional Intelligence (EI) has come to the fore in recent months. Leaders’ EI has been invaluable not only in managing the impact of COVID-19 on their own state and performance but also in demonstrating care and understanding toward employees. Stevenson highlighted, “We have seen an upsurge in demand for supplying assessment of EI as part of leadership development and assessment for selection.”

26 HR MAGAZINE AUTUMN 2020

HR FEATURES

Successful leadership teams need to place even more emphasis on inclusion to bring different generations together with different skills to work together.

HILARY STEVENSON Lead Development Consultant Atrium HR Consulting

In terms of the key features of leadership agility,

the remote meetings are focused and held on specific

can, and should, ask key questions. This can be as

Stevenson cautioned, “Leaders must be able to change

dates and times. Efficiency and productivity have

simple as, ‘What are you working on?’, ‘What have you

not only their strategies and plans but their own

increased, and managers report that they feel more

accomplished? or ‘What do you need help with?’.”

leadership styles to deal with changing scenarios.

at ease with teams working from home. This seems to

The days of opaque, top-down communication are

suggest that trust levels have increased. Despite this,

To supplement this verbal feedback mechanism,

out. Leaders now need to be seen as transparent in

Stevenson highlighted, “It’s not all plain sailing though,

many of the new apps facilitating remote workplaces

their engagement and communication, not only with

and a particular challenge has been with working

such as Zoom, Tello and Mural allow management

employees but also with all stakeholders.” She added,

parents juggling remote working with additional

opportunities to review and assess performance.

“With managers under more pressure than ever before

responsibilities for their children’s education.”

Stevenson noted, “This is particularly apparent with productivity tracking software such as Klipfolio to

to keep businesses running, communicating about events, progress and changing requirements have

Another sometimes overlooked side of work is the

maintain some semblance of the ‘old normal’, morning

probably never been so difficult, yet it has also never

social aspect. Stevenson added, “People have missed

check-in meetings and end of day progress meetings.”

been so needed. The most successful leaders coming

the interaction with colleagues and without these

out of this crisis will be the ones with the ability to

work-based support networks and regular contact. In

make connections and see opportunity where others

the absence of regular feedback on how they are doing,

Leading multi-generational workforces through digital disruption

just see an insurmountable crisis.”

many feel nervous about the future.”

Few things bring out the generational divide more

Remote working success?

A further issue is tech fatigue. This is when people feel

to remember there is still a sizeable chunk of the

The success of the move to remote working is very

a growing sense of frustration with the shortcomings

workforce who spent much of their career in the

employer-dependent. Stevenson noted, “Some

of digital workarounds, missing the ‘old’ way things

pre-digital age. Rather than fall into lazy inter-

organisations simply give people a laptop and tell

were done before.

generational stereotypes, successful leadership teams

than technology. Stevenson said, “It is important

need to place even more emphasis on inclusion to

them to work from home (WFH), then consider case. A truly agile organisation will have made the

Impact on management and performance assessment

shift in culture and operating model to achieve an

Successful navigation of this new working landscape

agile and flexible transformation.”

is down to the manager, and an effective one will have

Possible solutions to assist in this on-going mission

continued to keep in contact and manage performance

include introducing a range of remote activities

Where the WFH model has worked well and when

as before. Examples of new metrics that have been

from wine tasting to karaoke, which helps enhance

remote working transformations are successfully

introduced to assess performance in staff and teams

cohesion and foster a sense of shared purpose between

implemented, employees report that they are more in

working from home deal with availability, that is, how

employees. Stevenson concluded, “In the often

control of their life as a whole. Without the drudgery

and when people will be available.

positively Darwinian world of business, companies

themselves an ‘agile’ organisation. This is not the

bring different generations together with different skills to work together.”

must adapt to survive. The path to future growth

of the daily commute, many have also found that they work longer hours and more critically, keep at their

Stevenson advised, “The question of accomplishment

will come when companies are valuing agility in their

most productive for a greater portion of the working

versus activity arises when leaders assess how well

employees and, in turn, starting to reward that over

day. Communication, in many cases, has improved as

the targets and goals are met. To support this, they

traditional skills.”

27

HR FEATURES

Need for agile leadership

Three drivers of agility Change required: executives rank stronger collaboration (#1), more innovation (#2), and a more empowered workforce (#3) as the top aspects they wish they could change about their organisational culture.

Almost half of executives do not believe their organisations are agile. This,

Leadership alignment: 89% of C-suite

according to a global survey of 300 C-suite executives by the Association

leaders believe their leadership approach

of Executive Search and Leadership Consultants (AESC). The COVID-19

aligns with the ‘purpose’ of their

pandemic has placed an even higher demand for organisations being agile

organisation—including a broader set of

and having strong leadership, but many companies are still struggling

stakeholders beyond just shareholders,

with both.

which includes employees, suppliers and broader communities.

The current economic climate has placed a bigger spotlight on just how critical agility is within organisations today. The Survey suggests, however, that today’s organisations are not agile enough with only 56% of respondents

Sustainability: the UN Sustainable

overall agreeing that agility is a strength of their companies.

Development Goals most prioritised by today’s organisations include gender

Organisational agility is perceived differently by C-suite executives and

equality (#1), good health and well-

HR, with 69% of CEOs believing agility is a strength of their companies. In

being (#2), and industry innovation

comparison, only 33% of HR executives feel this way.

and infrastructure (#3).

28 HR MAGAZINE AUTUMN 2020

HR FEATURES

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HR FEATURES

Now more than ever, HR cannot take their foot off the gas in terms of risk management and corporate security, especially with internal staff who have been working with the company for a while. Re-screening will pay dividends in the long term.

Reina Cheng Vice President—Hong Kong & ASEAN, First Advantage

30 HR MAGAZINE AUTUMN 2020

HR FEATURES

Avoiding HR teething problems Re-screening to reducing the risk of financial loss and reputational damage from wrong hires Who better to speak to on HR teething problems than a dentist? With a BDS in Dentistry, an MSc in Human Resource Management and an INSEAD EMBA; Reina Cheng, Vice President—Hong Kong & ASEAN, First Advantage is uniquely placed to help HR. Cheng, who previously worked in-house on talent acquisition for an international bank, before several years in senior HR consulting roles, shares HR advice to reduce teething problems when rolling out employee screening, and more importantly, re-screening programmes.

HR fraud up 17%, billions lost annually Fraud and economic crime have reached record highs, causing substantial reputational and financial loss to organisations globally. PwC’s 2020 Global Economic Crime and Fraud Survey revealed the real impact of such fraudulent activities— which is costing organisations an estimated US$42 billion every year. The most recent KPMG Global Banking Fraud Survey echoed this with over 60% of organisations surveyed reporting they had experienced an increase in fraud volumes.

Yet, many organisations are still missing key opportunities to detect and avoid. Cybercrime, Bribery and Corruption, Asset misappropriation and accounting/financial statement fraud are now impacting every industry. In particular, the frequency of Human Resources fraud is up 17% on last year.

These figures highlight the financial cost of wrong hires, but the impact of their actions can go far beyond the money. The reputational damage that companies can suffer from negative PR and the widespread effects that just one ‘bad apple’ can cause when their negative actions or disgruntlement go viral on social media.

31

HR FEATURES

HR tips for reducing fraud risks 1. Screen, re-screen, re-screen

2. Consider internal & external threats

3. Timing & buy-in critical

While there are organisations that still do not

Organisations can fall prey to fraud from any source.

HR may be understandably concerned about

conduct any background checks on employees,

Perpetrators could be internal, external, or in many

requesting background checks from talent who may

even those that do tend to focus these exclusively

instances arise as a result of collusion between

have been with the organisation for many years—as

on new hires. While this is undoubtedly a prudent

the two. Cheng noted, “It is essential to perform

it may be seen as HR lacking trust in the team. It

move to assist hiring heads in identifying any red

regular updates in terms of internal talent checks.

is therefore essential to carefully time the checks

flags during the interview process, it is not the be-

Organisations often take great measures to avoid

as part of a broader compliance audit, and clearly

all-and-end-all of fraud risk within an organisation.

economic crimes from outside the organisation, but

communicate to teams the reason behind the

Internally, circumstances, talent mentality, job

all too often fail to recognise the potential threats

checks, so it is understood they are being conducted

functions and risk exposure all change rapidly

that lie within the organisation.”

for the security of the entire organisation. Cheng

over time, and HR cannot afford to be complacent,

highlighted, “With so many more people working

simply because a staff member was screened when

Senior management and business partners remain

from home right now and new hiring significantly

they first joined the organisation.

a risk, and fraud committed by management is

reduced, incumbents are more concerned about

trending upward. The PwC Survey indicates

their job security right now. Consequently, talent

Cheng highlighted, “The importance of re-screening

that currently, they are the source of 26% of all

is expecting increased visibility from HR right

as a process of on-going background checks

commercial fraud, with nearly half of such incidents

now, and likely to be more open to the idea of re-

should not be underestimated. Background checks

resulting in losses of US$100 million or more. The

screening and background checks at this time.”

are frequently performed when new hires join

KPMG Survey also highlighted that insider fraud

organisations, but much less so when staff transfer

could be as great, if not greater, than external fraud,

in from operations in different countries or move

given the ability of employees to exploit weaknesses

into new roles within the organisation, which may

in controls to target an organisation’s most

be far more sensitive and business-critical roles.”

vulnerable and valuable assets.

An HR Magazine Survey, published in June 2020, indicates that two-thirds of organisations in Hong

The importance of re-screening as a process of on-going background checks should never be underestimated.

Kong had implemented hiring freezes for the rest of the year. So, while the external market remains cautious, this provides an ideal opportunity for HR to focus their attention to their existing internal teams and conduct talent audits to help minimise potential fraud risks.

Cheng noted that there are still some employers concerned that re-screening may be difficult to implement either because it has not been done before or because they have not yet developed a process to deal with any re-screens that do highlight potential risks. She advised, “Implementing re-screening programmes is always a little more challenging when done retrospectively. But I would reassure HR that teething problems can generally be resolved quickly and easily with some minor process tweaks. They do not represent any significant long-term barriers to roll-out.” She added, “It’s also vital that HR get support from business partners and C-level sponsors for re-screening. In terms of timing, the re-screening can be rolled out in phases; HR should prioritise talent populations with the highest perceived risk. For example, priority screen those in direct contact with money and those in business-sensitive roles. Ideally, this process should be repeated once every 2 – 3 years to mitigate any organisational and role changes during this period. It's always good to have a clause included in the contract or employee handbook which states a periodic re-screening exercise will be done on a threeyear basis on risk sensitive roles."

32 HR MAGAZINE AUTUMN 2020

HR FEATURES

Top Five HR Screening Trends Role-Based screening Optimising screening standards based on the future

4. Consider the bigger reputational picture

positions of candidates. C-suite is completing full

The employment landscape is changing more quickly than ever before, and civil litigation is

due diligence checks to protect shareholder value.

on the increase. Major frauds perpetrated by insiders can be far more damaging than externally

Other levels of balance risk and cost based on

perpetrated crimes, not merely because of higher financial losses, but because they can also result in

candidates’ access to sensitive information.

civil or criminal actions against the company and those involved, reputational harm, management distraction and loss of business. Regulators are demanding much more robust organisational structures to reduce risk, particularly in the banking sector—with some now even requesting companies provide evidence to demonstrate the efficacy of their compliance programmes. Cheng

Consolidation

said, “It’s important that HR ensures any re-screening programmes are conducted in line with the values of the organisation. To maintain and nurture employer-employee trust, HR must ensure that

Bringing country-specific screening programmes

people at all levels in the organisation understand that the actions they take on a personal level may

under a single global umbrella. This establishes a

affect the reputation of the entire organisation that they work for.”

unified global standard and increases compliance, purchasing power and risk management. Requires

Cheng cited an example of a banker at an international bank in Singapore who was exceptionally

screening partner with a global reach that is also

rude to a security guard in their building. Someone videotaped the unpleasant incident, which

nimble at the local level.

later went viral on social media. It was subsequently discovered that the assailant was in a very senior role at the bank and the press picked up on this, which led to a suite of knock-on allegations about whether his credentials were authentic. She advised, “To minimise the chances of cases like this negatively impacting your organisation’s reputation, it’s essential to conduct thorough social

Rescreening & monitoring

media checks to try and ascertain any red flags such as previous incidences of anger management issues. Employees’ personal behaviour, to a certain extent, always affects the organisation that

Mitigating exposure to continuous risk by creating

they work for.”

either annual re-screening programmes or, to prevent any lag time, enrolling employees in continuous

5. Demonstrating ROI

monitoring.

Despite now being a good time in terms of talent mindset, organisational liquidity and cash flow are at a low ebb right now. Cheng said, “Most organisations are in a cost-maintenance and cost-saving mode right now, so all money that HR is looking at spending needs to show a clear return on investment. HR is concerned about improving engagement of their staff—

Next-Gen screening

particularly with everyone working from home. So, now more than ever, HR cannot take their foot off the gas in terms of risk management and corporate security, especially with internal

Utilising honesty and integrity checks such as social

staff who have been working with the company for a while. Re-screening will pay dividends in

media and CV comparisons to get the full picture

the long term as companies with a dedicated fraud programme can significantly reduce costs.”

of candidates. Increasing interest in checks such as

The PwC Survey reports such organisations being able to spend 42% less on response and 17%

facial recognition and platforms, are now expected to

less on remediation costs, compared to those without fraud programmes in place. Moreover,

be mobile-enabled and locally optimised.

the KPMG Survey highlighted the importance of fraud prevention activities, with over half of organisations surveyed only recouping less than 25% of their total fraud losses.

Organisations often take great measures to avoid economic crimes from outside the organisation, but all too often fail to recognise the potential threats that lie within the organisation.

Candidate pool shift Recognising future candidate pools look less like previous ones, and more candidates are entering as contractors or gig-economy roles. Automation is reducing the volume of candidates screened, and those that remain are often more sensitive and require more thorough vetting combined with best-in-class candidate experiences.

Source: First Advantage 2020 Trends Report,http://learn.fadv.com/2020trends For more information on background screening visit: www.fadv.com.hk

33

HR FEATURES

Communicating outside traditional workspaces How UC is helping keep frontline workforces on the frontline of communications

C

ommunication challenges often arise with

disorganisation to creep into employee workspaces, which

frontline disparate team members because

can negatively affect productivity. As remote workers juggle

they are geographically spread out, tend to

childcare, homeschooling, and other responsibilities, time

not sit in front of a computer all day, and are

management can become a big issue.

frequently not provided with a corporate

email address. The practice of cascading company updates down through multiple corporate layers in the hopes intended messages ‘trickle down’ to frontline employees through their line managers and team leads, leaves quite a lot to chance. Traditional communication systems— such as bulletin boards and company newsletters—are not always read by employees, are difficult to monitor and almost impossible to measure quantitively. HR Magazine spoke with Cristian Grossmann, CEO, Beekeeper to get his take on measures HR can adopt to ensure critical communications get read, even when staff are working far outside traditional workspaces.

WFH risks Risks that can arise from WFH include issues with effectively organising tasks, time management, social isolation, work-

Boots-on-theground frontline workers often have a better understanding of how a company operates than the c-suite does.

Lack of social interaction can also lead to employees feeling isolated and disengaged. This disconnection from colleagues may mean employees forget to take breaks or properly prioritise self-care. On top of the risks from a poor work-life balance, employees may also have difficulty collaborating.

If there is no digital workplace or effective corporate digital communication tools already in place, then real-time collaboration is often difficult for employees to achieve.

UC tools drive decisions Interference with a clear decision-making process can arise due to several factors including, lack of transparency, lack of two-way communication, rigid organisational hierarchies and no clear system for soliciting feedback from frontline employees. Grossmann explained, “Boots-on-the-ground frontline workers often have a better understanding of how

life balance and difficulties with communication in real-

a company operates than the c-suite does. These employees

time collaboration. HR leaders need to help employees stay

have a wealth of knowledge and insights that often don’t make

organised, as, in these chaotic, uncertain times, it is easy for

their way to upper management.”

34 HR MAGAZINE AUTUMN 2020

HR FEATURES

Cristian Grossmann CEO, Beekeeper

35

HR FEATURES

Deskless workers can check resources and share best practices in real-time. Managers can resolve issues quickly, handle nonroutine work efficiently and track team performance.

HR can play a vital role in rolling out unified communications (UC)

digital workplace enabled them to quickly and efficiently send all

tools to help reduce knowledge gaps and get everyone on the same

employees a reminder each day to bring their masks with them to

page, which then helps clarify and speed up the decision-making

work. Likewise, an aluminium recycling company had to implement

process. Grossmann added, “While there is no shortage of workplace

new guidelines around social distancing and temperature checks

technologies for desk-based employees, frontline workers have been

for their workers and used UC to share ‘how-to’ videos on the use

historically underserved when it comes to workplace technology.”

of thermal temperature guns across the organisation. They also used the system to communicate upgraded cleaning processes and

Frontline workers represent 80% of the global workforce, yet only 1%

coordinate staggered shifts, to help keep their workforce safe and

of enterprise software funding is directed towards them, according to

remain fully operational at the same time.”

the Rise of the Deskless Workforce Report recently released by Emergence Capital. Grossman explained, “There is a clear benefit for HR teams to

Enablement and empowerment

have a mobile platform which functions as the single point of contact

Commenting on how the employee experience and employee

for its frontline workforce. By putting all communications and tools

productivity are closely intertwined, Grossmann highlighted,

in one place, HR leaders can empower frontline employees to be more

“Digital enablement and empowerment play a massive role in the

agile, productive and safer in the workplace.

employee experience for frontline workers. Communication and the exchange of information, both top-down and bottom-up, enable

Capturing the value of these tools for HR specifically, Grossmann

a workforce to be more productive. Communication is especially

explains, “In terms of communication, the chance to connect, reach,

important with frontline teams who are often left out of internal

and engage with every single employee in the company increases

dialogues.”

engagement scores and reduces turnover. The ultimate benefit is that they create cohesion between the C-Suite, front office and

Employee buy-in is essential, and those who do not use much

frontline.” He added, “With unified communication tools built

technology in their day-to-day duties may be initially reluctant

specifically for frontline workers, such as Beekeeper, deskless

to adopt an employee app or integrate into a digital workplace.

workers can check resources and share best practices in real-time.

Grossmann advised, “It’s vital HR provide ongoing employee

Managers can resolve issues quickly, handle non-routine work

training during the rollout and implementation phases of any new

efficiently and track team performance.”

technology. Digital transformation requires convenient, welldesigned tools and a commitment to change management up to

Meaningful metrics, constant communication

the very top of an organisation. To ensure workforces embrace new

UC tools can provide accurate, measurable data on how effective

tools, HR should work with IT to ensure that their digital workplace

an internal communication strategy is and whether employees are

has a clean, simple user interface that any employee can master in

reading it. UC tools can also give consumer insights directly from

just a few minutes. User-friendliness is key to the adoption of new

the employees at the frontline of customer interaction. Giving

workplace technologies.”

management the ability to uncover operational roadblocks and communication silos, and remove them, increases efficiency and

Now more than ever, HR needs to keep frontline workers safe and

helps HR keep the business running smoothly.

ensure they have the most up-to-date work-related information possible. With continually shifting government guidelines, a

Communication is key to ensuring employees stay healthy and are

mobile-first communications platform is the most effective way to

quickly informed of any new measures in place. Grossmann cited

keep everyone on the frontline safe and in the loop. UC also helps

an example, “During the COVID-19 outbreak, an aviation company

increase business agility and allows workforces to respond to fast-

needed to update their safety guidelines requiring all employees to

changing external conditions and the uncertainties of the current

wear a facemask while working. The adoption of UC as part of their

business climate.

36 HR MAGAZINE AUTUMN 2020

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HR FEATURES

Underpaying your employees now may make you pay even more

By Joseph Hong, Director & Head of Payroll and HR Outsourcing Services, and Vinci Tam, Manager of Payroll and HR Outsourcing, BDO in Hong Kong

Continuous changes to the Hong Kong Employment Ordinance can make staff hires and compensation increasingly complicated. Employers would be hard-pressed to ensure their compliance with the updated employment laws of Hong Kong. In particular, multinational organisations who are expanding their businesses to Hong Kong and companies that do not have a local payroll team may find it difficult to keep up and be compliant with the local employment-related legislation.

Over the past few years, several labour disputes have arisen due to the incorrect calculations of wages, holiday pay and annual leave pay. In a recent case, the Chief Executive of a restaurant chain revealed that the company had underpaid holiday wages due to its employees since 2007. It was believed that up to 3,000 employees had been affected, and they were issued an apology letter with the promise to settle the underpaid amounts. Commenting from this incident, the Labour Department has expressed concern and stressed that employers must pay wages to employees in an accurate, complete and timely manner, adhering strictly to the requirements stipulated in the Employment Ordinance.

It is not uncommon that labour disputes involve mistakes in the calculation of an employee’s Daily Average Wages (DAW), which includes the computation of the seven relevant statutory entitlements: holiday pay, annual leave pay, sickness allowance, maternity leave pay, paternity leave pay, end of year payment and payment in lieu of notice.

Employers should pay special attention to the provisions under the Employment (Amendment) Ordinance 2007 (the E(A)O 2007) relating to the calculation of these statutory entitlements. The main objective of this amendment is to ensure that all types of remuneration defined as wages under the Employment Ordinance are included.

38 HR MAGAZINE AUTUMN 2020

HR FEATURES

Who is eligible for the seven statutory entitlements?

NOTE 1

In accordance with the Employment Ordinance, employees employed under a

Please note that overtime pay should

continuous contract by the same employer for four or more weeks and who accumulate

also be included as wages for computing

at least 18 working hours each week, are eligible regardless of the frequency of their

the relevant statutory entitlements if:

wages payment or the basis of calculation; i.e. by job, hour, week, etc. The calculation of these entitlements shall be computed based on their 12-month average wage.

•

it is of a constant character; or

•

the monthly average amount

What is covered by the definition of ‘wages’ by the Employment Ordinance?

over the past 12 months is not

According to the Employment Ordinance, 'wages' refers to:

monthly wages of the employee

•

less than 20% of the average during that same period; and

all types of remuneration that are payable to an employee in respect of work performed and work to be performed;

•

commission, good attendance

•

allowances (inclusive of attendance, travelling or housing allowances) see Note 1;

bonus and travelling allowance

•

tips, earnings and service charges; and

are required to be included in

•

commission and overtime pay see Note 1 below.

the calculation of the end of year payment, maternity leave pay,

It does not include:

paternity leave pay, severance

•

employer’s contribution to any retirement scheme;

payment, long service payment,

•

the value of any accommodation, education, food, fuel, water, light or medical

sickness allowance, holiday pay,

care provided by the employer;

annual leave pay and payment

non-recurrent travelling allowances or the value of any travelling concession or

in lieu of notice. However, the

travelling allowance for actual expenses incurred by the employment;

end of year payment can be

•

a gratuity payable on completion or termination of a contract of employment;

the amount as specified in the

•

any sum payable to the employee to defray special expenses incurred by them

employment contract. If the

by the nature of their employment;

amount is not specified, it will be

commission, attendance allowances or attendance bonus which is of a

a sum equivalent to one month’s

•

•

average wages.

gratuitous nature or is payable only at the discretion of the employer; nor •

end-of-year payment or annual bonus which is of a gratuitous nature or is payable only at the discretion of the employer.

•

The specified dates of the relevant statutory entitlements are the day of the statutory

How to define the 12-month period?

holiday/annual leave/sickness

The relevant statutory entitlements shall be computed based on the average daily/

day/maternity leave/paternity

monthly wages earned by an employee in the past 12-calendar months preceding the

leave. If there is more than one

specified dates. If an employee is employed by the company for less than 12 months,

day of such leave entitlement,

the calculation shall be based on the shorter period.

the first day of such leave entitlement would be regarded

What wages and periods are to be disregarded for the computation of daily average wages (DAW)?

as the specified date.

One point that is often overlooked in the calculation of DAW—periods during which

For the end of year payment, the specified

the employee are not paid (in full, or at all) should not be included in computing the

date is the due day of the payment.

employee’s 12-month average daily/monthly wages: For payment in lieu of notice, the (a) Rest days, statutory holiday, annual leave, maternity leave, paternity leave or

specified date is the day when a notice

sickness days taken by an employee with no pay or not paid in full by the employer.

of termination of contract is given.

This also includes sick leave due to work injuries as provided for under the Employees’ Compensation Ordinance; or leave taken with the agreement of the employer. (b) An employee who is not provided with work by the employer on any normal working day. Please note that an employer does not have to exclude an employee’s full-paid leave (regardless of whether it is a statutory holiday, annual leave, maternity leave, paternity leave or any other leave taken with the agreement of the employer) and the amount received for such leave in computing average wages.

It is imperative that employers strictly adhere to the Employment Ordinance requirements for the computation of DAW applicable for the calculation of the seven relevant statutory entitlements for their employees to avoid any possible labour disputes, penalties or prosecution.

See typical calculations overleaf.

39

HR FEATURES

Example 1: Holiday Pay Employee A, having been employed under a continuous contract for not less than three months immediately preceding a statutory holiday, is entitled to holiday pay. Holiday pay should be paid to Employee A no later than the day on which he is next paid his wages following that statutory holiday.

Computing holiday pay for 1 July 2019 According to the Employment Ordinance, 'wages' refers to: •

Remuneration: basic salary of HK$20,000 per month with paid rest days

•

Total amount of commission earned for Employee A for the past 12-month period from 1 July 2018 to 30 June 2019: HK$200,000

•

12-month wages earned by the employee for the period from 1 July 2018 to 30 June 2019: HK$438,000 (this amount has already excluded three days unpaid pay sick leave and only includes leave where full wages were payable)

•

Three days unpaid sick leave at HK$666.67 per day (i.e.

HK$2,000 = HK$666.67 x 3 days)

Periods and wages to be disregarded Rest days, statutory holidays and annual leave have all been taken

by Employee A in the past 12-month period with full pay, except for three days of unpaid sick leave. As such, three days and the respective amount received by Employee A must be excluded.

Wages to be excluded Since no payment was made for the three sick days, no amount must be excluded but the three days must be excluded.

Period to be excluded 365 days - 3 days = 362 days Holiday pay computation according to the average daily wage of the past 12-month period.

Average daily wage Total wages in the 12-month period minus three days of unpaid sick leave/(365 days - 3 days) Total wages in 12-month period - three-day unpaid sick leave= (HK$240,000 + HK$200,000) - HK$2,000 = HK$438,000 Average daily wage= HK$438,000/362 days= HK$1,209.94 per day

Holiday pay Holiday pay for 1 July 2019 is calculated as HK$1,209.94. An error is possible in the calculation of holiday pay by using only the monthly basic salary/31 days= HK$20,000/31 days= HK$645.16 per day.

Therefore, the amount underpaid to Employee A would be HK$564.78 (i.e. HK$1,209.94 - HK$645.16).

40 HR MAGAZINE AUTUMN 2020

HR FEATURES

Example 2: Annual Leave Pay Annual leave pay should be paid to Employee B no later than the normal payday after the period of annual leave was taken.

Calculating three days of annual leave pay (annual leave to be taken from 25 to 27 March 2019) •

Remuneration: Basic salary of HK$30,000 per month with paid rest days

•

Total amount of commission earned for Employee B for the past 12-month period from 1 March 2018 to 28 February 2019: HK$300,000.

•

12-month wages earned before the first day of annual leave from 25 March 2019: HK$657,000 (This amount already includes the total amount of commission but excludes five days of special concession leave pay for which the employee received pay at HK$600 per day and only includes fully paid leave)

•

Five days special concession leave commencing 10 September 2018 with special concession leave pay at HK$600 per day (i.e. HK$3,000 = HK$600 x 5 days).

Periods and wages to be disregarded The three days annual leave pay shall be calculated based on Employee B's average daily wage in the past 12 months (i.e. from 1 March 2018 to 28 February 2019). Rest days, statutory holidays and annual leave have all been taken by Employee B in the past 12-month period with full pay, except for five days of special concession leave and the respective amount received has to be excluded in computing the average daily wage.

Wages to be excluded The five days of special concession leave pay from the total wages earned in the preceding 12-month period.

Periods to be excluded The period of five days of special concession leave from the preceding 12-month period (i.e. 365 days - 5 days).

Average daily wage Total wages in the 12-month period minus five days special concession leave pay/ (365 days - 5 days)

The above two examples show only the details of the computation of holiday pay and annual leave pay as per the requirements of the Employment Ordinance. If

Total wages in 12-month period - five days special concession leave pay=

you require additional information regarding the requirements for the calculation

(HK$360,000 + HK$300,000) - HK$3,000 = HK$657,000

of other statutory entitlements, please speak to our payroll professionals for specific advice.

Average daily wage= HK$657,000/360 days= HK$1,825 per day It is imperative that employers strictly adhere to the Employment Ordinance

Annual leave pay

requirements for the computation of DAW applicable to the calculation of the

Annual leave pay of three days= HK$1,825 x 3 days= HK$5,475. An error is possible

seven relevant statutory entitlements for their employees. This will avoid any

in the calculation of annual leave pay by using only the monthly basic salary/31

possible labour disputes, penalties or prosecution. Full compliance with the law

days= HK$30,000/31 days= HK$967.74 per day.

offers the best protection of the rights of both employers and employees for the duration of employment.

Therefore, the amount underpaid to Employee B would be HK$857.26 (i.e.

HK$1,825 - HK$967.74) x 3 days= HK$2,571.78.

Further information can be accessed from BDO's website: bdo.com.hk

41

HR FEATURES

Remote GP consulting service launched in Hong Kong

Key benefits of video consultation services Make appointment by simply calling designated video consultation hotline

Video medical consultation and medication prescriptions provided across Hong Kong

Bupa customers able to leverage video platform for medical advice

Door-to-door delivery service for medication, sick leave certificate and referral letters

It can sometimes be challenging for staff to seek medical consultations, as they may not feel well enough to make an inperson trip to see a GP. Trips to clinics also take up valuable time

Free follow-up consultation at an appointed clinic

away from people’s schedules. All that is about to change. Bupa

within 24 hours after the video consultation, should

Hong Kong has just announced the extension of its clinical coverage

further examination be needed

to also include video consultation. Now all eligible customers can remotely consult with selected GPs through video call about common conditions from the comfort and safety of their homes.

The video consultation is then followed by door-to-door medication

Seamless and cashless payment experience with Bupa

delivery for patients living in Hong Kong Island, Kowloon and the

medical cards, with co-payment or extra medication

New Territories.

fees, if applicable, able to be settled by through the Faster Payment System (FPS)

In adjusting to the current period of flux, almost everyone in the SAR has had to make changes in their lives, including the healthcare services they need. To help provide better support for staff who need to consult a GP during these challenging times, Bupa has partnered with selected network provider Quality HealthCare Medical Services

Andrew Merrilees, General Manager, Bupa Hong Kong, noted, “We received

to offer video consultation services. The video consultations can

very positive feedback when we first piloted our video consultation with some

be conducted in either English or Cantonese and the usual HK$50

of our corporate clients. We are now excited to extend this service now to

medication delivery charge is also being waived during the special

all our group and individual customers with network clinical benefit and an

protection period from 17 July until 31 December 2020.

eligible medical card, bringing them a digital healthcare experience.”

42 HR MAGAZINE AUTUMN 2020

HR FEATURES

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Workshops These CPD accredited group sessions focus on voice, gravitas and presence to improve all workplace communication.

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Helping Good Speakers Become Great Speakers

43

HR FEATURES

Cigna launches Check In to help employees take control of stress

T

he undisputed topic of the year is

The trend that seems to be emerging is of an

employee health and well-being. HR

initial burst of productivity when staff, newly

departments across the world have

working from home, caught up with their backlog

been focussing on the steps they can

of work and enjoyed the lifestyle and financial

take, both immediately and in the long term, to ensure their workforce comes through 2020 happy, healthy and productive.

Many companies have approached this challenge with enhanced workplace training and upgrading of relaxation facilities. For those still unable to physically come in to the office, various tools have emerged to help employers and their employees manage stress care and provide added emotional support.

44 HR MAGAZINE AUTUMN 2020

It is critical for the health and well-being of our teams that we continue ‘checking in’ on each other.

benefits of cutting out that daily commute.

However, over time, the WFH process has stretched lines of communication and given rise to a number of novel psychological challenges.

Global health service company Cigna carried out research in June as part of the Cigna COVID-19 Global Impact Study, and found overall well-being has declined slightly since their earlier study in April. Early in the pandemic-forced move to WFH, participants reported a perhaps inevitable

HR FEATURES

decline in financial and social well-being but a

with stress, how to support children and how to

attribute this to ‘Zoom fatigue’ as regular calls

slight improvement in physical, family and work

support colleagues. It includes a range of tools

decline and concerns increase. We know that

scores. The latest research indicates physical

both for employers and individuals to help them

stress is a major cause of physical and mental

scores have returned to pre-COVID-19 levels,

manage teams, balance home/office working and

illness, and therefore delivering tools to address

while family and work scores continue to fall as

protect well-being. These resources feature its

this is a central part of our mission.”

the pandemic drags on. Needless to say, financial

clinical leaders, as well as third party specialists,

pressures are now weighing on employees and

including the financial journalist and BBC

Another key trend emerging is slight declines

employers more than ever.

presenter, Paul Lewis, and Dr Joyce Chao, a Hong

in physical health scores. Despite the reported

Kong-based Clinical Psychologist.

increases in exercise in many markets at the beginning of the lockdowns, nearly half now say

So what can employers do in terms of costeffective solutions to the most pressing challenges

Jason Sadler, President, Cigna International

they aren’t getting enough exercise, compared to

in employee well-being? One key area is stress

Markets said, “We are now at a critical stage of

44% in April. In addition, growing worries seem

care. With the pandemic showing no signs of

the pandemic, as people try to understand how

to be causing more restless nights, with only 31%

ending any time soon, it is critical for the health

to best adapt to a changed world. It is essential

saying they were getting enough sleep, compared

and well-being of our teams that we continue

that we keep checking in with each other so we

to 34% in April.

‘checking in’ on each other. To that end, tools and

can support our friends, family and colleagues

insights to support employers and individuals

during this uncertainty.”

Sadler concluded, “These worrying declines demonstrate that we all need to focus our efforts

with stress care are now easily available through the launch of Check In, a global initiative from

Dr. Dawn Soo, Head of Clinical and Wellness,

and keep checking in. We know that uncertainty

Cigna’s International Markets business.

Cigna International Markets, added, “Our

creates stress, and human connections help

research shows that despite some improvements

reduce it. Therefore, by working together, we can

Cigna’s Check In initiative seeks to help us take

in well-being at the beginning of the crisis,

ensure we emerge from this crisis healthier and

control of stress, giving advice on how to cope

levels of disconnection are now increasing. We

more resilient.”

45

HR COMMUNITY

HR Reboot

Restarting organisations to go beyond BAU HR Magazine’s latest Livestream saw a lively discussion on the role of HR in improving staff well-being and enhancing productivity as HR navigates challenges arising post-COVID-19. As Finance Secretary Paul Chan recently remarked, ‘Based on the latest situation, it is unlikely that the economy will turnaround in the coming six months. Hence enterprises and individuals should make contingency plans for their operation and financial arrangement.’ This not only applies to the financial health of companies but also to employee well-being.

Scan the QR code to watch the livestream again on HR Magazine's YouTube channel. Don't forget to like, comment and subscribe!

46 HR MAGAZINE AUTUMN 2020 2020

HR COMMUNITY

Employment Support Scheme (ESS) update With applications already well underway for the first tranche of the HKSAR Government’s ESS HR-relief package, many questions remain unanswered. Jennifer Van Dale, Partner and Head of Employment –Asia, Eversheds Sutherland LLP, provided clarity on headcount calculations for ESS purposes. She explained, “employees who have transferred to a new position within the company and outside of Hong Kong, will still count as long as they continue to make MPF contributions.”

“The cut-off date”, Adam Hugill, Partner, Hugill & Ip Solicitors, clarified, “where we look at MPF ESS is 1 April 2020. MPF records are more important than actual dates here, with staff on unpaid leave excluded as they do not contribute to MPF.”

JENNIFER VAN DALE Partner and Head of Employment–Asia Eversheds Sutherland LLP

Healthy teams Pauline Williams, Director of Atrium HR Consulting (Asia) Ltd, outlined the human challenges HR and their teams alike are currently facing and how companies can best protect staff. Carefully considered and structured EAPs help reinforce the employee support HR can provide, with mental well-being needing a preventative approach rather than a reactive one. She summarised the changing approach to employee well-being, “Where HR has traditionally been seen as something to protect the company from employees, it is increasingly being seen in a new light.

We encourage open conversations, to encourage discussion on these topics and help breed a sense of psychological safety for employees.”

Hugill added, “We need to look at employee well-being both in the short and long term, trying to maximise the dialogue we have in both group and individual settings. This is key to helping employees balance their work and home lives”.

In addition to this need for enhanced communication, it is important that organisations, Brett Cooper, General Manager Hong Kong & Macau, Philip Morris International, continues “recognise the holistic nature and anticipate human needs and collective peace of organisations, depending

ADAM HUGILL Partner Hugill & Ip Solicitors

on specific needs. Organisations need to have this dialogue.”

We need to look at employee well-being both in the short and long term, trying to maximise the dialogue we have in both group and individual settings. This is key to helping employees balance their work and home lives.

PAULINE MEI LING WILLIAMS Director (Asia) Atrium HR Consulting (Asia) Limited

47

HR COMMUNITY

‘New Normal’ or just a continuation?

The ‘New Normal’ apart from being massively overused also seems something of a misnomer—as HR leaders are unclear on what it actually means. We are in a state of constant change, and Cooper captured the zeitgeist neatly when he said, “The ‘New Normal’ is anything you want it to be. It’s about HR being agile, flexible and leveraging technology to ensure a constant, open, and often informal, communication with all stakeholders. Even world leaders are doing podcasts these days, which has helped to normalise this shift.”

To Garrett Weiner, Managing Consultant, Alignment Coaching and Consulting, recent operational challenges are “not a one-off event, so we should take this opportunity to develop

BRETT COOPER General Manager Hong Kong & Macau Philip Morris International

strategies for managing ongoing challenges that will come up in the future.”

Van Dale concurred that this adjustment has always been going on, and we should not dwell on this too much. She reflected, “Issues about communication while working remotely can be overcome and innovative approaches employed to get people motivated and energised, gamifying the process of working remotely.”

Mental wellness HR questions came in thick and fast throughout the Livestream, and one viewer asked the panel whether it would be better for companies to have in-house psychologists to help with these issues. Williams confirmed that it is advisable to have a dedicated Wellness Department, but that there is only so much that HR can do on their own. She added, “To help employees, in addition to being open about the topic of mental health, it’s also advisable for HR to put in place a structured EAP that gives employees confidential access to a range of professionally qualified psychologists.”

Weiner responded, “Placing emphasis on shared meaning can help teams to feel they are all on the

JAMES ELDER Head of Clinical Practice Atrium HR Consulting (Asia) Limited

same page. Open dialogue on a one-to-one and small-group basis can bring teams together, allowing people to feel more connected.”

As remote working is creating challenges in replicating the ‘social side’ of work such as lunches together and water-cooler conversations, the panellists then explored how HR could try to replicate at least some of those informal discussions, which were important and often unrelated to work. Cooper shared a successful approach he had taken, “I often just ask for a quick update on how they are doing generally, do they have any funny anecdotes about the challenges we are all facing. Life goes on, the same things that mattered before, still matter now—irrespective of our work location.”

Placing emphasis on shared meaning can help teams to feel they are all on the same page. Open dialogue on a one-to-one and small-group basis can bring teams GARRETT WEINER Managing Consultant, Alignment Coaching & Consulting

48 HR MAGAZINE AUTUMN 2020

together, allowing people to feel more connected.

HR COMMUNITY

Do ask, do tell Psychologist James Elder joined from London to talk about how we train company psychologists to ensure Employee Assistance Programs are more than just a tickbox exercise. “While few of us shy away from talking about our physical health, many are reluctant to even go anywhere near the stigma attached to mental health.

We need to start normalising this discussion to remove taboos and start talking about mental health, not mental illness.”

“We have nothing but admiration for premium athletes when they work with sports psychologists, so why not take this into mental well-being in the workplace?”

The IQ / EQ approach—looking at Mental Health not Mental Illness Jennifer Van Dale expounds “Millennial and GenZ are naturally taking a more balanced and holistic approach to their work-life balance. However, the extent to which these developments are embraced depends on individual companies.”

The clear message from the livestream is that challenges arising from COVID-19 actually present an opportunity. Leveraging the subsidies to cover salaries can

Life goes on, the same things that mattered before, still matter now— irrespective of our work location.

free up money to enhance benefit offerings, in particular, to bring about lasting improvements in employee well-being.

As Hugil sums it up “The end of ‘normal’ indeed presents a great opportunity for HR to bring in a new approach more tailored to the needs of staff as individuals. This will give more flexibility from week-to-week, and even on a daily or hourly basis.”

Title Sponsor

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49

HR TECHNOLOGY

Streamlining talent search with AI recruitment technology HR Magazine sat down with Sergei Makhmodov, founding director, DaXtra Technologies to gain insight into recent advances in recruitment tech, and examine what that means for HR. Finding the best. Finding them fast. Finding them first.

‘Marketing Manager’ is the current title of the candidate but

Advances in technology have made it easier than ever

only when it is mentioned in the context of the current job

to send in applications, flooding HR with sometimes

in the CV, and it is no longer current if it appears in any of

hundreds of applications for every position, but employers

the past jobs. At the same time, ‘reporting to the Marketing

are still relying on 20th century tech to pick that standout candidate for interview. Like the car industry before it, recruiters are increasingly finding that the best man for the job is actually a robot.

Outlining the challenge, Sergei Makhmodov remarked, “finding the right candidate is often the most challenging and time-consuming part of the hiring process, any errors can be very costly, especially when the role is urgent. Simply put, the recruiter who finds the best candidate first gets the reward.”

Applying AI and machine learning Elaborating on the ways recent advances in Artificial Intelligence (AI) and Machine Learning have benefited the industry, Makhmodov explained, “An example is seen in our resume parsing software that mimics the way the human mind reads and understands text. The software studies the linguistics structure of free text and applies context-driven reasoning to determine what different words mean in a particular context, and how they are related to other words in the same text passage.”

This process, Makhmodov explains, “is difficult due to the peculiarities and ambiguities of language. The phrase

50 HR MAGAZINE AUTUMN 2020

Candidate data is like a carton of milk—it ages very quickly, turning talent databases into so called ‘candidate graveyards’ and forcing recruiters to use paid job boards for candidate sourcing.

Manager’ or ‘supervising a team of Marketing Managers’ has nothing to do with the candidate per se.”

AI saving recruiters time The use of technology based on advanced machine learning algorithms, together with deep learning neural networks, helps to execute various subtasks in resume parsing, search, de-duplication, matching and ranking. As Makhmodov outlined, “The levels of automation we are able to achieve today simply would not have been possible without the recent developments in AI and Natural Language Processing.”

The process of automation involves both Robotic Process Automation (RPA) and Intelligent Process Automation (IA). With these automation tools, large chunks of what formerly constituted the recruiter's workload are now automated, and therefore the days of manually processing and coding candidate’s CVs are long gone.

Candidate graveyards Longstanding bottlenecks in areas of data enrichment and keeping databases current can now be fully automated.

A Makhmodov succinctly put it, “Candidate data is like

HR TECHNOLOGY

a carton of milk—it ages very quickly, turning talent databases into so called ‘candidate graveyards’ and forcing recruiters to use paid job boards for candidate sourcing.”

Many candidates who apply for jobs posted on paid job boards are, in fact, already on that company’s databases. Without accurate deduplication automation, these CVs often just end up as duplicate records on the database, with recruiters paying third parties to download more recent profiles of the same candidates they already have.

Tackling human error The next big question is how to tackle human errors, such as unconscious bias in the hiring process. While the software is unbiased by design, the same cannot usually be said about people, who typically exhibit bias to some degree.

This means that trusting certain elements to a reliable automation system reduces the risk of being unconsciously biased or overly subjective when selecting candidates for a role. Use of such software adds an additional safety buffer, equipping HR with a tried and tested method of combating any bias along the hiring path.

Future of recruitment Summing up his views of the road ahead for recruiters, Makhmodov concludes “In the RecTech space, several relatively new technologies are gaining ground. AI-based chatbots and candidate engagement tools are likely to grow significantly in popularity, along with ‘autonomous staffing’. The traditional ‘bricks and mortar’ agency model will start giving way to an automated approach as more hi-tech staffing firms are increasingly filling positions with minimal human involvement.

AI and IA are progressing at such a rapid pace that more and more positions will likely be filled autonomously in the coming few years.”

On a more human level, “The benefit of staying in touch with your talent community during this challenging period is that candidates will, later, be happier to engage with a company that has shown it cares—whilst keeping in mind that some of those candidates may one day become clients. The question is, how do you do this if your own workforce has shrunk? That’s where Intelligent Automation can help.”

51

HR TECHNOLOGY

FinTech transforming HR across GBA HR cultures combine as London-style finance meets San Francisco start-ups On Friday 12 June, InvestHK, The Hong Kong

developments so they can create regulations

Applied Science and Technology Research

that are proactive, rather than reactive.” He

Institute Company Limited (ASTRI), The Hong

added, “Better regulatory engagement will

Kong University of Science and Technology

ensure a solid regulatory foundation is put in

(HKUST) and Shenzhen Fintech Association

place, the groundwork from which the nascent

jointly hosted an online webinar. Experts from

sector can flourish. The focus now turns to how

the Hong Kong Monetary Authority (HKMA)

the higher education sector can equip graduates

and JETCO also joined the panel discussion on

with the skills they will need to become FinTech

the future of talent development in the FinTech

professionals.”

industry. Leaders shared key attributes aspiring FinTech talents need to acquire, and how a more

Defining talent

significant FinTech presence in Hong Kong will

With a view to addressing the growing demand

benefit businesses throughout the Greater Bay

for FinTech talent in Hong Kong, Prof. Tam

Area (GBA) and beyond.

Kar Yan, Dean, HKUST Business School commissioned

HKUST’s

Fintech

Talent

Leveraging GBA opportunities

Development, Competency and Manpower

To fully leverage opportunities within the

Study. The Study outlines ten key observations

emerging Industry 4.0, it is necessary to

about the industry, makes ten recommendations

analyse key constituent elements of AI, data

on talent development and identifies thirteen

science, blockchain and outlier virtual retail

core competencies for FinTech professionals.

banking operations. Building more robust bridges between academia, industry and the

Prof. Tam explained, “The Study aims to

Government is top of mind in facilitating the

facilitate the industry, education institutions

growth of the GBA as a regional and global hub

and policymakers to support Hong Kong in

for FinTech innovation. Regulatory engagement

transforming into a global FinTech hub.”

is also a key challenge, with a need for a more

Funded by the Research Grants Council’s

collaborative regulatory approach to facilitate

Theme-based Research Scheme, the Study is

industry expansion across the GBA.

an integrated part of a four-year project to examine the interplay between technology

Mr Nelson Chow, Chief Fintech Officer, Fintech

and financial services in Hong Kong. The

Facilitation Office HKMA, noted, “To help

workforce study released today, in collaboration

speed up this process, academia and industry

with Ernst & Young, is relevant to the unique

are working closely with the HKMA to ensure

context of Hong Kong and will contribute to the

policymakers are kept up to date with the latest

development of fintech talent in the future.

52 HR MAGAZINE AUTUMN 2020

Whether fresh grads or experienced talent, HR need to hire those who are passionate about FinTech.

HR TECHNOLOGY

The 13 Core Competencies for Fintech Professionals Competencies related to Talent

HR critical in developing FinTech talent

the supply of local graduates. However, since

In terms of establishing core competencies for

local talent is in limited supply, HR needs to

FinTech and boosting technical readiness, the

develop apps and better leverage blockchain

panel highlighted the critical nature of HR’s

recruitment technology to reach out to overseas

role in terms of recruiting the right talent and

FinTech talent for interview. We then need to

training and developing their talent pools to

think about how we can attract them to work in

meet the growing demand for FinTech services.

Hong Kong.”

Ms Christy Yeung, Senior Manager (Fintech Research Project), HKUST Business School,

Fintech recruitment growing

•

Entrepreneurial Spirit

noted, “Many organisations consider their

On the future of FinTech recruitment, Prof. Tam

•

Learning Agility

technical capability as being behind the curve. As

noted, “While the recruiting situation is expected

•

Navigating Ambiguity

well as being tech-savvy, departments need to be

to improve over the next 4 – 5 years, FinTech

•

Innovation Orientation

knowledgeable in the business.” Yeung continued,

talent will still only make up a small percentage

•

Cultivate a Unified Culture

“Whether fresh graduates or experienced talent,

of the workforce in the financial industry as a

HR needs to hire those who are passionate about

whole. As well as attracting new FinTech talent,

FinTech, as people capability has lagged even

HR also needs to think about how they can

further behind technical capability.”

upskill the existing workforce—updating their knowledge base to meet the skillsets currently

Competencies related to Business & Customer With a view to re-skilling talent with a mix of

required by the industry.” He added, “The best

•

Value Creation Collaboration

people skills and industry experience essential to

long-term strategy lies with creating enough

•

Customer Experience Journey

growing the people capacity within organisations,

local demand for virtual banking and related

•

Understanding Compliance & Regulatory

HKUST launched a dedicated FinTech job board

services and ensuring competition is healthy.

Environments

in May 2020 to allow companies to post job

This diversity will generate more interest for

openings and view applications from HKUST

newcomers and make an attractive career area

graduates who are interested in FinTech careers.

for graduates to enter.”

Competencies related to Ways of Working

Leveraging tech for FinTech talent acquisition

GBA talent pool

•

Agile Working

Mr Angus Choi, Chief Executive Officer,

recruitment with overseas FinTech hubs like

•

Data-driven Insights

JETCO Hong Kong, gave more insight about the

London and San Francisco, Prof. Tam sees Hong

•

Execution Excellence

acquisition conditions in the market, reiterating

Kong companies as ideally placed to embrace

•

Co-creation

Yeung’s sentiments about talent shortages in the

mainland China as a good source of talent with

•

Digital Savviness

local FinTech pool. Choi said, “There is an urgent

FinTech opportunities continuing to open up

need for overseas FinTech talent to supplement

throughout the GBA.

Rather than seeking to compete directly in

53

HR LEGAL

Hong Kong Government increases statutory entitlement for maternity leave

By Helen Colquhoun, Partner, Hong Kong & Wundy Lee, Associate, Hong Kong, DLA Piper

On 10 October 2018, the Chief Executive stated in her policy address that the government proposed to increase the statutory maternity leave entitlement from ten to fourteen weeks.

This finally came to fruition on 9 July 2020 when the Employment (Amendment) Bill 2019 (the Amendment Bill) was passed by the Legislative Council. The Amendment Bill is expected to come into force by the end of the year.

Current Legal Regime The Employment Ordinance (Cap. 57) (EO) currently provides that a female employee employed under a continuous contract will be entitled to ten weeks of statutory maternity leave, subject to other conditions being met.

If the female employee has been employed under a continuous contract for no less than 40 weeks and satisfied the requisite notification requirements under the EO, her statutory maternity leave will be paid at a daily rate of four-fifth of her average daily wages earned in the 12 months’ period (or shorter period if employed for less than 12 months) preceding the first day of leave.

54 HR MAGAZINE AUTUMN 2020

HR LEGAL

Details of Amendments

pregnancy” to “before 24 weeks of pregnancy”.

duration of the prohibition on termination is

Some of the key amendments proposed by the

This means that female employees suffering

similarly extended. Work arrangements should

Amendment Bill include:

a miscarriage at the 24th week of pregnancy or

also be tailored accordingly. Transitional

later will now be entitled to statutory maternity

arrangements will be in effect once the

leave if other conditions are satisfied.

Amendment Bill is operational.

•

Increasing the statutory maternity leave by an additional four weeks to a total of fourteen weeks.

•

•

Extending the period within which eligible

Employee handbooks and other company

male employees are entitled to take, from ten

material

four additional weeks will be maintained at

weeks to fourteen weeks after the actual date

entitlements should be updated once the

four-fifths of the employee's average daily

of delivery of the child. This is to align the

Amendment Bill comes into force later this

wages, but subject to a cap which is currently

statutory paternity leave with the extended

year. In particular, some companies have

proposed to be HKD80,000 per employee.

period of statutory maternity leave.

been granting employees enhanced maternity

containing

details

of

leave

leave (i.e. over statutory minimum) and may

Employers may apply to the government for

•

•

Statutory maternity leave pay for these

reimbursement of the cost of these additional

Implications for Employers

have formulated special rules in relation to

four weeks of statutory maternity leave.

The Employment Ordinance (Cap. 57) (EO)

the enhanced maternity leave. In light of the

currently provides that a female employee employed

change, those companies should check to see

Allowing a certificate of attendance issued

under a continuous contract will be entitled to ten

if the current enhanced maternity leave will be

by a medical professional, for days on

weeks of statutory maternity leave, subject to other

impacted by the new statutory enhancements

which a female employee attends a medical

conditions being met.

and revise the rules to ensure compliance.

examination in relation to her pregnancy, to The EO provides that employers are legally

For employers who want to provide enhancements

to sickness allowance. In other words, a

prohibited from terminating a pregnant

over and above the statutory minimum, this is

certificate of attendance is sufficient like other

employee until the end of her statutory

permitted provided such enhancements comply

medical certificates.

maternity

certain

with the statutory provisions. Employers may

statutory

wish to revisit the level of enhancement provided

be accepted as proof in respect of entitlement

•

exceptions).

•

leave

(subject

Given

that

to the

Revising the definition of “miscarriage” in

maternity

the EO from miscarriage “before 28 weeks of

increased from ten to fourteen weeks, the

leave

entitlement

has

been

to ensure it remains competitive and attractive to attract talent.

55

HR BOOKS

HR Books Build It: the rebel playbook for employee engagement

Employee engagement, according to the authors,

By Glenn Elliott and Debra Corey

it matter what jargon we use—engagement,

is not the same as employee happiness, nor does experience, organisational health; these are not

In Build It, Glenn Elliott and Debra Corey claim

important. What matters is simply ‘getting on

to have shared the secrets that the rebels and

with it’.

rulebreakers of the corporate world have used to Each chapter is short and to the point, with

better engage their staff.

clear objectives for the reader to take on board. successful

They look at issues such as trust, lies, employee

companies have been doing things differently,

recognition, staff surveys, CEO support and so

generating greater revenue whilst having only half

much more. It is written in easy to digest chunks

the employee turnover of their peers. Elliott and

that are logical and supported by evidence. It also

Corey have compiled 13 chapters of examples, ideas

ends with links to building your own playbook as

and practical tips for engaging the workforce.

well as where to find additional resources.

There are many real-world examples given in the

Overall, the book is a useful addition to any

book, from some well-known companies, as to how

leader’s library, if they really want to affect change

employees are best engaged with their employers.

in the way that staff engages with their company.

Apparently,

56 HR MAGAZINE AUTUMN 2020

the

world’s

most

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

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

Tricor Business Services draws on our diverse professional expertise, backed up by the latest technologies and systems, to provide a comprehensive range of services, including but not limited to: Business Advisory; Accounting & Financial Reporting; Treasury & Payment Administration; Human Resource & Payroll Administration; Tax Services; Trade Services; Trust Assets Administration; Fund Administration; Governance, Risk & Compliance; and Information Technology Solutions.

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

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

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

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

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

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

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

cozy event space 17/F Skyway Centre 23 Queen’s Road West, Sheung Wan,Hong Kong

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

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

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

Phone No.: +852 5741 6863 E-mail: cozy@werkspace.com.hk

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

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

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HR CLASSIFIEDS

EDUCATION / CORPORATE TRAINING 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

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.

British Council 3 Supreme Court Road, Admiralty, Hong Kong

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.

Tel: (852) 2913 5100 aptis@britishcouncil.org.hk www.britishcouncil.hk/en/ exam/aptis

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

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

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

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

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

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

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

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.

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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. Room 2802, Tower Two, Lippo Centre, 89 Queensway, Admiralty, Hong Kong Tel: (852) 2573 0501 abrophy@hrsolutions.com.hk www.hrsolutions.com.hk

HR CLASSIFIEDS

EMPLOYEE WELL-BEING / INSURANCE Holistic Wellness Hong Kong (HWHK) regularly organises different types of events, lectures and workshops, all of which have been carefully and scientifically designed to help participants manage their emotions, cope with stress and improve interpersonal relationships and work performance.

Holistic Wellness Hong Kong Unit C, 8/F, Hung To Center 94-96 How Ming Street Kwun Tong, Kowloon, Hong Kong

HWHK is committed to promoting the practice of Holistic Wellness to the general Hong Kong public in their daily life and work. They offer different kinds of personal and corporate training services.

Tel: (852) 9794 1363 (Raindy) Tel: (852) 9454 5687 (Vincent) contact@hwhk.org www.holisticwellnesshongkong.com

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

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

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

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

Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the AsiaPacific 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) 2586 0731 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com

FLEXImums stands for mums & women who want to work! FLEXImums was established with the vision to empower and connect working mothers and mothers returning to work with full-time and part-time jobs. FLEXImums’ portfolio of clients extends across all sectors, from public to private and SMEs to large multinationals.

FLEXImums info@fleximums.com (852) 6540 0526 www.fleximums.com www.genderequityconference. com

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

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

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

GENDER EQUITY

HR CONSULTING

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

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

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

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

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

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

Atrium HR Consulting.

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

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

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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

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

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: (852) 2971 2700 Fax: (852) 2810 1632

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

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

Tricor Consulting Limited is a member of Tricor Group dedicated to creating value for clients and strengthening their organization capabilities through: Strategic Management—Shaping your future and making it happen Organization Structuring—Aligning organization structure with strategies HR Consulting—Maximizing performance and return on investment of human assets Talent Management—Cultivating talents to create competitive advantage Director Remuneration and Board Evaluation—Ensuring appropriate remuneration of senior executives and building an effective board Training Resources Consulting—Maximizing business impact of training with ondemand scalable resources. Change Management—Partnering with clients to drive and enable organization transformation

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

General inquiry: kornferry.hongkong@kornferry.com Leadership and Talent Consulting: ltc. hongkong@kornferry.com www.kornferry.com

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

HR TECHNOLOGY SOLUTIONS 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.

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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

HR CLASSIFIEDS

SuccessFactors, an SAP company, is the leading provider of cloud-based Business Execution Software, which drives business alignment, optimises workforce performance, and accelerates business results. SuccessFactors customers include organisations of all sizes across more than 60 industries.

With approximately 15 million subscription seats globally, we strive to delight our customers by delivering innovative solutions, content and analytics, process expertise, and best practices insights. Today, we have more than 3,500 customers in more than 168 countries using our application suite in 35 languages.

SuccessFactors 35/F, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, HK

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

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

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

LEADERSHIP DEVELOPMENT

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

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

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

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

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

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

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

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

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

Hugill & Ip Solicitors 2308, Two Lippo Centre 89 Queensway Hong Kong Tel: (852) 2861 1511 e​n quiry​@ hugillandip.com www.hugillandip.com

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

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

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.

WTS consulting (Hong Kong) Limited Unit 1004, 10/F, Kinwick Centre, 32 Hollywood Road, Central, Hong Kong Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk

MICE VENUES / EVENT ORGANISERS AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, worldclass conferences, cocktail receptions, media luncheons and sumptuous banquets. With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorld-Summit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.

AsiaWorld-Expo Management Limited AsiaWorld-Expo, Hong Kong International Airport, Lantau, Hong Kong, China Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com

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HR CLASSIFIEDS

Rockbird Media is an events management expert who aims to organize best-quality events that will bring impact to its clients’ business growth. We aim to spread this principle in Asia and the Pacific, and even globally. We don’t just organize events. We create the kind of experience that people talk about, the ones they cannot get enough of. It’s who we are.

Website: https://rockbirdmedia.com/

PHOTOGRAPHY / VIDEOGRAPHY

I’m an independent videographer based in Hong Kong, specialising in event videos, interviews, brand videos and many more. My love of watching films and tv shows intrigued me to discover all the intricacies within film making.

I believe a good video requires a great team and careful attention to detail which leads to an effective video.

Paul Fukushima Tel: 6356-1700 Email: fukushimapaul@gmail.com https://fukushimapaul.wixsite. com/home

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 Tel: (852) 2980 1166 Fax: (852) 2869 4410

RECRUITMENT / EXECUTIVE SEARCH

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

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

HR CLASSIFIEDS

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

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

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

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

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

Four Seasons Place 8 Finance Street, Central, Hong Kong

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

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

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.

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.

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

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Vega Suites, is the stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East are only 3 MTR stops away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The all-encompassing landmark development comprises two international hotels & luxury residence The Wings.

Situated directly above the trendy PopCorn mall, connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units – ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying terms.

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

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

V Hotels and Serviced Apartments Unit 5702, Cheung Kong Centre, 2 Queen’s Road Central, Hong Kong Tel: (852) 3602 2388 Fax: (852) 2891 1418 reservations@thev.hk www.thev.hk

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

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

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

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

STAFF BENEFITS 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

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

Philip Morris Asia Limited Suites 2402-2411 24/F Devon House, Taikoo Place 979 King’s Road Quarry Bay, Hong Kong

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

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

Tel: 28251600 https://www.pmi.com/

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