HR Magazine | Spring 2021

22 ABC of DE&I Germaine Hunter shares how The Clorox Company nurture and leverage DE&I

26 Himalayas, Hilton & Humans Meet the James Bond of L&D and his mission to enhance human potential

50 HK's COVID vaccination Employer considerations on getting workforces vaccinated against COVID-19

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PUBLISHER'S NOTE

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

Publisher’s Note

theme, Germaine Hunter, VP Inclusion & Diversity

Paul Arkwright

Vaccinations for COVID-19 are already in full

at The Clorox Company, also shares the importance

swing in Hong Kong (page 5) and globally. The

of leveraging authenticity, burnish passion, and

Sub-Editor

mass vaccination programme is also raising some

C-suite buy-in to achieve DE&I (page 22).

Christy Chan

interesting ethical and compliance questions for HR (page 50). On-ground events are starting up

Himalayas, Hilton & Humans

Staff Writers

again, lockdowns being lifted, and a few countries

We share over three decades of wisdom from the

Grace Mak, Harrison Wou

beginning to open up to those who have been

James Bond of L&D, Raju Sajnani, in his mission

vaccinated. HR looks set for another ‘exciting’ time

to enhance human potential. Read his fascinating

as workforces transition back to largely-hybrid

story from the Himalayas to Hong Kong and learn

work models.

the five questions every L&D head needs to ask

Art & Graft Head of Design

their trainees (page 26).

Russell Balad

What’s new?

Designer

In the news, the Hong Kong SAR Government

HR in space

Heidi Chan

provides support for talent amid the biggest

We share Growth Academy Asia’s out-of-this-world

ever fiscal deficit on record (page 5). Hiring is

VR L&D platform, which sends your team to an

still sluggish in the travel sector, with travel

alien environment, engages them, gives them space

Russell Balad, Dinesh Sivakumar,

down significantly (page 8). Flexible workforce

to develop and provides instant HR feedback on

Freepik, Pexels, Unsplash

programmes launched in the UK (page 10) and

performance to boot. (page 30).

Images

Editorial Enquiries

DLA Piper share their stretch goals for DE&I in the near future.

Paul Arkwright Tel: (852) 2736 6318

Women at work

paul@excelmediagroup.org

In our cover story, we share tips on facilitating

Advertising & Sponsorship Aamir Khan

and nurturing female talent across organisations, and we celebrate female successes from around

Love & hugs

the world (page 16). Continuing with the diversity

From Paul & the team at HR Magazine

Tel: (852) 2736 6339 aamir@excelmediagroup.org Dinesh Sivakumar Tel: (852) 2736 6339 dinesh@excelmediagroup.org

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1

CONTENTS 2021 Spring HR News

HR Features

04

Hong Kong News

22

ABC of DE&I

08

APAC News

25

3 seconds of silence is golden

10

International News

26

Himalayas, Hilton & Humans

12

HR Events

30

Giving teams psychologically safe spaces

14

HR Moves

15

HR in Numbers

to develop

Cover Story 16

32

HR without borders

36

China and India templates for boosting

50

Hong Kong's COVID-19 Vaccination Programme

HR Books 52

The Day Tomorrow Said No: The Discovery That

acceptance of LGBT workers

Forever Changed the Future and How We Work

38

Biggest employer empathy failings

Leading from Home: The Legacy of Lockdown

40

Men unsure how to support gender equality

Women at work 42

Facilitating, nurturing & celebrating

HR Legal

WFH potential H&S time bomb

Classifieds

female success 53

Classifieds

HR Technology 44

Workplaces that work

46

Transitioning to HRMS

44

22

2 HR MAGAZINE SPRING 2021

26

40

50 3

HR NEWS HONG KONG NEWS

Hong Kong News of HK$20,000 as for 2019/20. The reduced

Apart from financial services, we hope the

scale of such sweeteners had been anticipated,

Government will consider providing incentives

given government forecasts of a record-high

to other sectors that are strategically significant

fiscal deficit of HK$257.6 billion for 2020/21,

for the economic development of Hong Kong,

along with estimated deficits for each of the

such as regional headquarters and intellectual

following five years. But the general public

property hubs.

may expect the Government to do more to tide them over the current difficult period.

The budget also proposes an increase in stamp duty on Hong Kong stock transfers, to be

Instead of a cash pay-out of HK$10,000 similar

payable by both the buyer and seller, from 0.1%

to last year, the Government has announced

to 0.13%. As a means of increasing government

that

electronic

revenue, this measure will have relatively

consumption vouchers in instalments to each

less impact on the general public. However,

eligible Hong Kong permanent resident and

PwC recommends the Government conduct

new arrival aged 18 or above. This will help

a thorough consultation with the financial

HK budget wide-ranging, but unemployed may increase debt

stimulate local consumption and boost local

services industry and consider the feedback

retail activity, which the epidemic has hit hard.

received during the legislative process. Also,

The 2021 Hong Kong budget contains measures

The new “Special 100% Loan Guarantee for

given that stamp duty on stock transfers

touching on a broad range of sectors, including

Individuals” is a novel measure. But whether

is currently not imposed in most major

financial services, tourism, innovation and

this is well received and meets its goal of

international stock markets, PwC has urged

technology, and the digital economy. But

providing temporary financial support to

the Government to revisit this situation at an

while these are expected to support economic

the unemployed will depend on how it is

appropriate time and consider adjusting the

recovery, their implementation still needs to be

implemented and how complex the application

stamp duty rate in the future to make the Hong

worked out, according to PwC’s latest analysis.

process is.

Kong stock market more competitive.

The Government expects Hong Kong’s economy

PwC welcomes the Government’s initiatives

As

to return to growth in 2021, with GDP forecast to

in this year’s budget to develop Hong Kong’s

Secretary has earmarked funds for fostering

increase by 3.5 – 5.5%. The economy is expected

financial services industry further. These

the development of different sectors. For

to grow by an average of 3.3% per annum from

include subsidies for costs associated with

example, HK$765 million will be allocated

2022 to 2025. This is a big assumption. Whether

issuing green bonds and insurance-linked

to the Hong Kong Tourism Board to revive

this can be achieved depends on several internal

securities. There is also support for the listing

tourism, and HK$9.5 billion will be injected

and external factors, such as the local epidemic

of qualifying real estate investment trusts

into the Innovation and Technology Fund over

situation, the timeline for reopening the border

(REITs) in Hong Kong and investment funds

a two- year period. Again, PwC believes that the

to business and resumption of the free flow of

set up in or re-domiciled to Hong Kong in the

appropriate allocation of Government funding is

people, and the pace of economic recovery in

form of an open-ended fund company in the

just the first step: to achieve government policy

major overseas markets.

form of subsidies. Such incentives are relatively

objectives, timely and effective execution is the

new in Hong Kong. PwC welcomes these moves

key. Ultimately, Government bodies need to

The relief measures to support enterprises

by the Government, particularly in light of

adopt a more commercial mindset and holistic

and individuals in this year’s budget are less

the BEPS 2.0 development (including the

approach when formulating and implementing

generous than last year’s. For example, the

proposal of a global minimum effective tax),

policies and initiatives, and better coordination

proposed profits tax and salaries tax rebates for

where tax incentives may not be as attractive

between government departments is required

2020/21 will be capped at HK$10,000 instead

to businesses as before.

for smooth policy execution. n

4 HR MAGAZINE SPRING 2021

it

will

issue

HK$5,000

in

last

year’s

budget,

the

Financial

HONG KONG NEWS HR NEWS

HK Govt. supports talent in biggest ever fiscal deficit Sunnier skies ahead for Hong Kong, Paul Chan announces measures to help the SAR's talent and unemployed, despite the largest ever fiscal deficit on record. 30,000 temporary jobs to be created.

In the Hong Kong 2021-22 Budget, Paul MP Chan, Financial Secretary, forecast a deficit of more than $250 billion, with a further deficit of over $100 billion for 2021-22. These are the two most significant deficits on record. Hong Kong's fiscal reserves have dropped sharply in two years from the equivalent of 23 months of government expenditure to 13 months, leaving little room for relief measures.

Hong Kong's overall economy contracted for two consecutive years. With unemployment at a high level, the Government has decided to maintain a countercyclical fiscal policy and boost the economy by allocating additional fiscal resources. The plan is to provide support to talent across the SAR, relief to enterprises, benefit the overall economy and relieve the pressure on the job market. n

Future Flexible Workspace: Signature at the Quayside launched in Kowloon East

is a prime example of a visionary company with a

Vaccination fears slow rollout

strong footprint in Asia, leading the way by taking

The Hong Kong Government has commenced

A new Signature workspace location is being

a radically employee-centric approach, empowering

implementing its COVID-19 vaccination programme

launched in Kowloon East, Hong Kong—Signature

their teams to work where is most convenient

intended to cover all Hong Kong residents across

at the Quayside. Featuring over 50,000 square feet

and productive. Undoubtedly, this trend will only

the territory. Vaccinations are offered free of charge

of flexible office space, the centre provides members

accelerate further and working in partnership with

with the stated aim of safeguarding public health and

with an inspiring and dynamic environment to

landlord partners; we will continue to open centres

allowing further easing of restrictions wand a gradual

empower their innovative minds. This is the third

like Signature at The Quayside both in Hong Kong

return to everyday life and activities.

Signature brand to be opened by IWG in Hong Kong

and globally.”

in recent months following growing

The death of a 62-year-old man 20 days after getting

demand for innovative business

A former WeWork site, Signature

the Sinovac jab, and packaging flaws found in the

solutions and a flexible workspace.

at the Quayside, joins existing

BioNTech vaccination, however, have meant the

Signature properties in Hysan Place

SAR-wide vaccination programme got off to a rather

Due to open May 2021, in Signature

in Causeway Bay and The Gateway

lacklustre start. From an HR perspective, employee

at the Quayside, the centre follows

in Tsim Sha Tsui, which have seen

vaccination is also raising some critical questions

the heels of an announcement of a

surging occupancy. Towering in the

about whether an employer can insist that staff get a

global partnership with Standard Chartered, which

heart of the energised Kowloon East district, Signature

COVID jab and how best to encourage and facilitate

provides the bank’s 95,000 employees access to

at The Quayside is located in a prime transport hub

work teams to make their vaccination appointment.

IWG’s flexible workspaces around the world.

that enjoys a vast network. Comprising three MTR

Check out our HR Legal section (page 44), where

stations, numerous bus routes and minibus lines,

Matthew Durham, Registered Foreign Lawyer, Gall

Mark Dixon, Founder and CEO, IWG, said, “Up until

with a planned Environmentally Friendly Linkage

explains exactly what HR needs to know about staff

now, organisations have been taking a gradual step

System (EFLS) that joins the surrounding area and

vaccination programmes. n

towards hybrid working, but now we see companies

an underground passage to Ngau Tau Kok tabled, the

of all sizes accelerate this approach as a result of the

location looks set to bridge connections and build a

pandemic. Our partnership with Standard Chartered

more inclusive community. n

5

HR NEWS HONG KONG NEWS

50% in HK struggle to adapt to pandemic

workers in some sectors, such as aviation and

skills required to find a job at a different company

One in two local respondents said that they are

hospitality, were going to be affected more

or industry—the lowest levels in the region. In

struggling to acquire new skills to adapt to the

severely than others. As the pandemic drags

contrast, for talent in Mainland China, 94% felt

pandemic in their current jobs. Globally, APAC

on, many companies started to re-skill and

comfortable that they had the skills, with 86% in

workers struggle the most, as 52% share the

deployed their workforce to essential services

Singapore believing they have the required skills.

same sentiment, 12 percentage points higher

such as e-commerce and healthcare.” She

than the global average. This, according to the

added, “Post-COVID will never be the same

Just over half of respondents said that the

latest Randstad 2020 2H Workmonitor Survey,

as pre-COVID times. Digital transformation

responsibility for keeping their competencies

highlights the most significant concerns and

has significantly changed the way traditional

up

challenges faced by jobseekers and employees.

industries

financial

employer and employee, with 28% stating the

The Survey was conducted across 34 markets

institutions developed more online products

responsibility lies solely with employers. Sun

worldwide, with a minimum of 400 respondents

and services, manufacturing and logistics firms

said, “While businesses favour the benefits

in each market.

started looking into automation and robotics,

that digital transformation brings, some

and retail firms and restaurants made their

workers may be left behind as their skills are

12% of Hong Kong respondents are afraid of losing

debut on e-commerce platforms. This directly

no longer required in the new normal. The

their jobs, five percentage points higher than in

impacts the workforce as the fundamental

widening skills gap will also have a long-term

Mainland China. Yet, the Survey revealed that

knowledge and skills required for these new

impact on the workforce. As the eligible talent

Hongkongers are the least likely in the region to

solutions are different from what the existing

pool starts shrinking, companies may have

upskill to futureproof their employability. In Hong

workforce is equipped with. To close the skills

to offer higher salaries to attract desirable

Kong, 25% of respondents do not regularly refresh

gap, employees must proactively upskill and re-

candidates, which is not sustainable in the long

their skills and competencies, compared to just 8%

skill themselves to ensure they stay relevant,

run. Hence, there is a critical need to develop

in Mainland China.

employable and better prepared for whatever

our human capital with a focus on upskilling

crisis that may arise in the future.”

and re-skilling to ensure that everyone has

operate.

Banks

and

to

date

should

be

shared

between

an equal chance at employment, which will

Natellie Sun, Managing Director of Search & Selection, Randstad Greater China, said, “Early

Almost three-quarters of Hong Kong respondents

eventually lead to more investments and job

on during the pandemic, it became clear that

are confident that they have the transferable soft

opportunities in Hong Kong.” n

6 HR MAGAZINE SPRING 2021

HONG KONG NEWS HR NEWS

84-hour weeks with 30% pay cuts in PR & Comms

in income, including 8% suffering direct pay cuts

with more than eight years’ experience can

The 2020 Hong Kong Public Relations &

from 4% – 30%, and another 11% forced to take

surpass those working in government or public

Communications Industry Salary & Benefits

monthly unpaid leave of 1 – 14 days. The results

institutions, depicting the better job prospects in

Survey, just published by the Hong Kong Public

also showed that the industry’s average weekly

multinational public relations agencies.

Relations and Communications Professional

working hours were 47 hours, three hours over

Union (Union), indicates that COVID-19 severely

the median working hours in Hong Kong. 6% of

Hugo Lee, Chairman of the Hong Kong Human

impacted 43% of professionals in the industry.

the industry professionals reported working hours

Resources Employees Union, said, “During the

of up to 60 per week, with the most extreme case

epidemic, most employers have been cautious

Among the respondents, over half work for local

averaging 84 hours a week. 96% said that they

in handling employee requests for remuneration

(24%) and multinational (29%) agencies, and

received no compensation to work overtime.

adjustments. Employees who intend to raise such requests would have to prove their professional

the rest 47%, work as in-house public relations or communications personnel across different

The Survey also found that junior professionals

worth to convince their employers. Apart from

sectors, including government or public sector

who work in government or public organisations

pay raise, employees can table other proposals

(7%), NGO, educational institutions or social

have the highest salaries. Meanwhile, regardless

when requesting better remuneration, such as

enterprises (9%) and private organisations (31%).

of seniority or rank group, multinational public

an increase in the number of days of paid annual

relations agencies offer higher wages than local

leave and adjustments of their title/work scope to

The Survey revealed that 25% of professionals in

agencies, and such difference is more noticeable

show their willingness to tide over the economic

the industry faced pay freezes, while nearly 20%

among middle-to-upper management roles and

downturn with their employers.” n

received pay cuts or unpaid leave. So, 1 in every 5

more senior roles. The average annual salary

PR professionals had varying degrees of decrease

offered to those in multinational agencies

7

HR NEWS APAC NEWS

APAC News Chinese New Year travel down 70% Hiring in travel industry still on hold as sector continues to stall. Hiring continues to be sluggish in the travel sector, despite vaccination rollouts. Domestic air travel in China during New Year Golden Week (11 – 17 February 2021) was down 69.3% on the equivalent period in 2019—when travel was at normal, prepandemic levels. This according to research by ForwardKeys, a travel analytics firm. Domestic travel during the preceding fortnight, which is traditionally a busy period for Chinese people returning home to spend the holiday with their families, was also down 62.3%.

Looking at the different destinations within China; Sanya, the southernmost city on Hainan, China’s holiday island in the South China Sea proved to be the most resilient in terms of tourism numbers, receiving 66% as many visitors as it did in 2019.

Zhengzhou, the capital of Henan province was the second most resilient destination, receiving 41% as many travellers as it did in 2019. Shenzhen, another shopping hotspot and the city which links Hong Kong to mainland China, was in third place. Travel to Haikou, in the capital of Hainan, also proved relatively resilient, as it attracted 40% as many visitors. Chengdu and Chongqing, two major cities in Southwest China, famous for their natural scenery and cuisine, occupied fifth and sixth places in the resilience rankings, achieving 39% and 36% of 2019 visitor numbers, respectively.

By contrast, domestic travel to China’s two most important cities, Beijing and Shanghai, suffered badly, owing to mini COVID-19 outbreaks and associated travel restrictions. Northern destinations, well-known for winter sports, also fared badly, owing to a resurgence of COVID-19 this winter.

Whilst the drop in travel was extremely severe, it was not as bad as had been expected just 8 days earlier, when bookings for Golden Week travel were 85.3% behind where they were at the equivalent point in 2019. A sudden surge in last-minute bookings was prompted by announcements from several local authorities that travel restrictions were being eased. Travel to Sanya is a good example.

It was greatly helped by the announcement on 1st February, that travellers from low-risk areas did not need to take a PCR test before visiting the island, at which point, issued tickets surged and even overtook 2019’s level from 4 February 2021.

8 HR MAGAZINE SPRING 2021

APAC NEWS HR NEWS

Olivier Ponti, VP Insights, ForwardKeys commented, “From a travel perspective, this Chinese New Year has been dreadful.

Excluding Sanya, no major destination in China managed to get close to half the number of domestic visitors it received in 2019; and only four major destinations managed to reach twofifths. However, the situation could have been much worse had it not been for a surge in last minute bookings, owing to a loosening of travel restrictions.” He added, “The Chinese domestic aviation market has been incredibly volatile; and that volatility has been driven in one direction by a powerful pent-up demand to travel and in the other by resurgences of COVID-19 and the imposition of travel restrictions. At the beginning of September, with COVID-19 seemingly eradicated from China, domestic aviation returned to pre-pandemic levels; however, the recent modest outbreaks have hit Chinese New Year travel. But as China cleared all high and medium-risk areas on 22 February, which means the latest COVID-19 outbreak has been contained, we believe that considerable pent-up demand will be released in the spring, especially during the Labour Day holiday in May. As of 19 February, flight tickets issued for the Labour Day holiday (1 – 5 May) were only 8% behind where they were at the equivalent moment in 2019. n

9

HR NEWS INTERNATIONAL NEWS

International News Flexible workforce programmes

Work visa feature assists foreign Jobseekers

New Flexible Workforce Programmes have just

A new 'Visa Sponsorship' feature in JobSeer, launched

been launched in the UK by Envisage Group.

by Hiretual has just been announced to help jobseekers

The programmes, offered through its specialist

determine companies that sponsor work visas to

recruitment division, aim to help HR in addressing

help narrow down their choices during job searches.

the new now of workspace restrictions and

The move comes a month after the first release

forthcoming changes in the UK to off-payroll working

of JobSeer—the AI-powered Chrome extension

regulations. The programme will help optimise

tool that provides job seekers and employers with

employment practices for those in the automotive

DLA Piper Article

advanced job matching and skills recommendations.

engineering sector. The engineering concept design

DLA Piper recently announced diversity and inclusion

The latest Visa Sponsorship feature helps foreign

and realisation company is one of the UK’s leading

goals for the International firm. Building on its existing

workers simplify their job search by filtering only

technical recruitment companies, specialising in

baseline of a 21% female partnership, the firm has set a

the companies that sponsor work visas. Compatible

permanent and contract positions. The firm is now

goal to increase that percentage to 30% within four years

with various job boards, including LinkedIn, Indeed,

paving new roads for the automotive engineering

and 40% by 2030. Moreover effective immediately, at

Google Jobs, Handshake and Dice—the Jobseer

industry in identifying flexible ways of working for

least half of all internal partner promotions will come

platform leverages AI to help job seekers make better

businesses and employees, focusing on selecting and

from under-represented groups, including cultural

career choices.

providing access to the best available talent that is

heritage and ethnicity, gender and identity, disability

fully aligned with the needs of a business.

and neurodiversity, background and social mobility,

The Visa Sponsorship feature allows users to find

sexual orientation and people working part-time. The

any company's visa sponsorship information by

working

firm will also continue to monitor data on all its fee-

expanding the Company Insights tab to discover

regulations changes continue to drive unique

earning employees and its Business Services people

precisely how many work visas the company has

work processes in organisations, and the Group

to ensure it remains inclusive and representative and

processed in the past. This makes job searches more

recognises that for HR to meet business needs, new

commits to addressing any emerging imbalances

transparent and helps highlight relevant companies

models for resource planning are required to ensure

through a broadened recruitment strategy.

that sponsor visas.

Envisage aims to help businesses through these

To achieve these goals, KPIs are now tracked across

Steven Jiang, CEO, Hiretual, explained, "JobSeer

challenging times by providing cost-effective

lateral hires and promotions, retention and the firm’s

began with a mission to give the power back to the

resource solutions, easing the administrative

engagement with its people to motivate and enable

hands of jobseekers, and that's why we started with

burden, allowing employees and employers to

inclusion, with a series of measures introduced to

Smart Search and Match Score features in our first

focus on core competencies and skills. n

ensure the firm moves towards the goals at pace.

release. We want to bridge the gap even further by

The

‘new

normal’

and

off-payroll

no disruption to their projects or programmes.

allowing candidates to get more information about DLA Piper’s Global Co-CEO, Simon Levine,

employers with JobSeer. Through Visa Sponsorship

commented: “The legal industry has long grappled

Feature, they can discover the right companies

with diversity and inclusion, and good intentions

that offer foreign workers and students visa

alone will not get us to where we need to be. As

sponsorships. JobSeer now can create more chances

well as simply being the right thing to do, ensuring

for foreign jobseekers while employers can hire more

a level playing field for everyone in our business and

diverse candidates." n

being representative of the communities we serve is critical in enabling the diversity of thought needed to help our clients solve complex problems and seize opportunities. Publicly stating our commitment means we are accountable.” n

10 HR MAGAZINE SPRING 2021

INTERNATIONAL NEWS HR NEWS

Pedersen & Partners celebrates 20 years of talent search Pedersen & Partners is celebrating its 20th anniversary in 2021. With 54 wholly-owned offices across 50 countries, the executive search firm was founded in Prague and Warsaw in January 2001.

Over two decades, Pedersen & Partners has continued to grow as a highly collaborative, values-driven and dynamic Poul Pedersen

firm. The firm restated its commitment to its founding

The clients wanted one account manager who could work

Founder and Executive Chairman

values on its landmark anniversary: Trust, Relationship

with them across CEE, and at the same time, on-the-

Pedersen & Partners

and Professionalism. These three pillars have facilitated

ground consultants who know the local market. By 2007,

the firm’s rise: from the early days of two offices and a

we had become the leading executive search firm in CEE

vision, to today’s extensive footprint with over 350

and started to replicate that vision across other regions of

executive search professionals providing on-the-ground

the world.”

presence across five continents.

Gary Williams, CEO, Pedersen & Partners, echoed these Poul Pedersen, Founder and Executive Chairman, Pedersen

sentiments and said, “Our highly collaborative culture

& Partners, said, “Back in 2001, just over a decade after the

and shared values have supported our growth during the

fall of communism in Central and Eastern Europe (CEE),

past 20 years … In early 2020, we launched our revamped

there was an opportunity in the market. Multinationals

Global Practice Groups to provide our clients with Industry

Gary Williams

wanted an executive search firm with wholly-owned offices

and Domain expertise, coupled with our deep geographic

CEO

across CEE, rather than dealing with network organisations

experience in growth markets, to drive holistic value to our

Pedersen & Partners

or search firms trying to cover CEE from Western Europe.

clients through our approach of ‘Best Team Forward’.” n

11

HR NEWS HR EVENTS

HR Events APRIL 8

23

Learning & Development Summit Asia

HR Webinar APAC: The Impact of the Coronavirus on the HR Function

organised by Key Media

organised by Elliott Scott HR

Venue

Online

Time

01:00pm (HKT)

Contact

Sharmaine Barrios

Website

https://www.elliottscotthr.com/events/hr-webinar-apac-

Contact

Vincent Romano

Website

https://learninganddevelopment.asia/

Email

sharmaine.barrios@keymedia.com

Venue

Email

Online the-impact-of-the-coronavirus-on-the-hr-function vr@elliottscotthr.com

19 Workforce Wellbeing

27 – 28

organised by Mercer People Analystics & HR Tech Summit | Jakarta April 2021 Time

03:00pm - 04:00pm (HKT)

Website

https://www.mercer.com.hk/events/

Contact

Kevin Tsang

Venue

Email

organised by Cognitive Links

Online webcasts/workforce-wellbeing.html kevin.tsang@mercer.com

Venue

Online

Website

https://www.cognitive-links.com/people-

Email

info@cognitive-links.asia

analytics-hr-tech-jakarta-21

20 – 21

28

HR Exchange Live: Employee Engagement and Experience

HRD National HR Summit Philippines

organised by HR Exchange Network

organised by Key Media

Venue

Time

09:00am - 03:15pm (HKT)

Website

https://hrsummit.com.ph/

Tel

PH (61) 2 8437 4717

Website

Online https://www.hrexchangenetwork.com/eventsemployee-engagement-and-ex/

12 HR MAGAZINE SPRING 2021

Venue

Online

Email

maria.miglierina@keymedia.com

HR EVENTS HR NEWS

MAY

JUNE

6

8

Workplace Wellbeing Strategies to Support Your Employees

HR Tech Asia Online 2021

organised by Key Media

organised by HR Exchange Network

Time

8:45am - 4:00pm (AEST)

Venue

Website

https://hrmentalhealthsummit.com

Email

sharmaine.barrios@keymedia.com

Venue

Online

Contact

Sharmaine Barrios

Website

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

15 Global HR Automative Summit organised by NetExpat Venue

Online

Website

https://www.netexpat.com/global-hr-automotive-

Email

info@netexpat.com

summit

18 7

HR Magazine Live Nurturing today's leaders to win tomorrow

HR Magazine Vendor Recognition Awards 2021

organised by HR Magazine

Shortlist Announcement organised by HR Magazine Time

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

Email

aamir@excelmediagroup.org

Venue

Online

Tel

HK (852) 2736 6339

Time

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

Email

aamir@excelmediagroup.org

Venue

Online

Tel

HK (852) 2736 6339

https://hrmagazine.com.hk/hr-magazine-vendorrecognition-awards-2021

13

HR NEWS HR MOVES

HR Moves Paul Lewis

Charupat Sangwong

Caroline Qian

Regional Director—Americas

Principal

Principal

Maxis Global Benefits Network

Pedersen & Partners

Pedersen & Partners

Paul Lewis was recently promoted the role of

Charupat Sangwong has more than 15 years of

Caroline Qian recently joined Pedersen & Partners

Regional Director—Americas at MAXIS Global

professional experience, with postings in both China

as a Principal. Qian brings over 15 years of Executive

Benefits Network (MAXIS GBN), the international

and Thailand. Sangwong spent the first 10 years of

Search and Management Consulting experience

employee benefits joint venture between MetLife

her career working in Mainland China as a Business

focused on senior level executive search, leadership

and AXA. Paul reports to Ricardo Almeida at

Analyst and Technical Product Trainer. Prior to

advisory, talent management, and coaching. Prior

MAXIS, who led the Americas team himself before

joining Pedersen & Partners, she worked for a global

to joining the firm, Qian was a Senior Management

stepping into his current senior role.

search firm, based in Bangkok, where during her five-

Consultant with a leading global Executive Search

year career in executive search, she partnered with

and Talent Advisory firm, where she led senior

Paul has over 15 years’ experience working with

local, regional, and multinational clients on senior

level searches across Industrial, Consumer, and

multinational organisations and implementing

leadership mandates across Technology, Professional

Technology sectors, as well leadership assessment

global employee benefits programmes. He joined

Services, and Consumer & Retail.

engagements. Ms. Qian is an International Coaching

MAXIS GBN in 2016 and most recently headed

Federation Certified PCC Business Coach.

up the US East Region’s Business Development

Nisit Krutkaew, Client Partner & Country Manager—

team. Prior to joining MAXIS GBN, Paul worked

Thailand, Pedersen & Partners said, “Charupat’s

Jed Van Voorhis, Client Partner, Head of Greater

in a regional role with MetLife Expatriate Benefits

addition to our Asian team is an important step in

China, Industrial Practice, Asia Pacific, Pedersen &

and had worked for eight years with Aetna within

our ongoing efforts to expand our strong presence in

Partners said, “Caroline brings a level of industry

Underwriting. He obtained his BBA in Risk

the APAC region. Her comprehensive knowledge of

depth and executive search experience that is built

Management and Insurance from the University of

the local and international executive talent markets

on a thorough understanding of the senior leadership

Georgia’s Terry College of Business. He is a citizen

and her management consulting expertise will be an

talent challenges, pressures and opportunities. I

of both the US and UK.

asset to our Bangkok team and will add significant

am certain she will augment the firm’s capabilities

value to our clients throughout the region.”

through her ability to identify and attract top leaders, her dedication to transforming organisational culture through building successful teams, and her extensive network in the marketplace.”

14 HR MAGAZINE SPRING 2021

HR IN NUMBERS HR NEWS

HR in Numbers

80 Years 0

10

20

30

40

50

the longest ever study of humans that

concluded professional success in life

comes from having done chores as a child.

Harvard Grant Study of Adult Development

60

70

80

90

17,000 the number of healthcare workers who have

died worldwide from COVID-19 Amnesty International

15

COVER STORY

16 HR MAGAZINE SPRING 2021

COVER STORY

Women at work

Mind the Gap There is a significant gender gap, particularly within the technology field, and while change is unlikely

Facilitating, nurturing & celebrating female success

to come overnight, there are several actions that organisations can take to help address this.

Lynn Bishop, Managing Director and Chief Information Officer, the Depository Trust &

"A CEO wanted to hire me in their gaming company.

Then I met the Group President. He spent a full hour

Shiana Siruma

Clearing Corporation (DTCC), said, "Firms

complimenting my personality, work background,

Vice President

should offer more programmes and initiatives to

achievements, and how I had captured his attention.

Customer Solutions APAC

nurture female staff. First, it is critical that we

He said I was the best candidate he ever met and that I

Strata Results

continue to encourage young women and girls to study science, technology, engineering and

was perfect for the position.

mathematics (STEM) subjects to ensure a diverse pipeline of tomorrow's talent. Second, these

He said I was everything they were looking for in that role, but that as I was a young married woman and a first-time mum of a two-year-old, that he thought I would have too many priorities and would not be able to focus on my career, especially if I had another child.

He told me to wait for a call from HR for an update.

I walked out of the CEO's office, still with a smile on my face, and everyone in the office showing me congratulatory smiles as well.

Did I get the job? No. A few weeks later, I signed with a different company, became the Head of Growth, met with global business leaders and travelled throughout Asia and the US. And I did all of that without losing any quality time with my family.

This was a few years ago. Now I find myself in a company where gender, marital status and number of children are not challenges to work but are celebrated as reasons for purpose and productivity, and I could not be happier."

This is a true story shared by one woman Shiana Siruma, Vice President—Customer Solutions APAC, Strata Results, but one which must resonate with many women who have had similar experiences in the past…and in the not-so-distant now. Gender equality and empowerment of women in the

He said I was everything they were looking for in that role, but that as I was a young married woman and a first-time mum of a two-year-old, that he thought I would have too many priorities and would not be able to focus on my career.

efforts should be supplemented by programs and initiatives within firms that help women to reach their full potential."

DE&I goals—set, track & share To set and achieve DE&I goals, KPIs need to be tracked across lateral hires and promotions, retention and the organisation's engagement with its talent to motivate and enable inclusion.

One organisation making great strides in this regard, particularly with ensuring sufficient female representation, is DAL Piper. The firm recently announced DE&I goals. Building on its existing baseline of a 21% female partnership, it has set a goal to increase that percentage to 30% within four years and 40% by 2030. Moreover, at least half of all internal partner promotions will come from underrepresented groups, including cultural heritage and ethnicity, gender and identity, disability and neurodiversity, background and social mobility, sexual orientation and people working part-time.

The firm will also continue to monitor data on all its fee-earning employees and its Business Services people to ensure it remains inclusive and representative and commits to addressing any emerging imbalances through a broadened recruitment strategy.

DLA Piper's Global Co-CEO, Simon Levine, commented, "The legal industry has long grappled

workplace still has plenty of scope for improvement,

with diversity and inclusion and good intentions

but it is slowly gaining traction, and there's plenty of

alone will not get us to where we need to be. As

success to be celebrating in the wake of International

well as simply being the right thing to do, ensuring

Women's Day (IWD) in early March. Here, we share a

a level playing field for everyone in our business and

few of those inspirational success stories and advice

being representative of the communities we serve is

from some of the world's top women executives who

critical in enabling the diversity of thought needed

are making an impact, making workplaces better,

to help our clients solve complex problems and seize

and championing what can be done to keep things

opportunities. Publicly stating our commitment

moving in the right direction.

means we are accountable."

17

COVER STORY

Macro ideas, micro support

Attracting the right talent

This is a challenge facing many companies looking

Organisations can launch several initiatives to help

for graduates of STEM subjects. The lack of female

achieve better parity in terms of both gender and

participation in these subjects means recruiting a

diversity in general. To help DLA Piper achieve such

diverse workforce is a significant challenge for some

goals, the firm has rolled out a number of initiatives

industries. Sophie Guerin, Head of Diversity, Equity

throughout all levels of its business. At the trainee-

& Inclusion, APAC at Johnson & Johnson and former

level, the firm has a series of rigorous measures to attract and recruit young lawyers from a broad

APJ Diversity & Inclusion Lead, Global Diversity & Inclusion at Dell in an earlier interview with HR

Lynn Bishop

range of backgrounds. Over and above DLA Piper's

Magazine, was keen to pass on what Dell had been

Managing Director and

lateral hiring strategy, the firm has also introduced

Chief Information Officer

a new sponsorship programme, Elevate, where

doing to help counteract this issue.

DTCC

leaders

recognise

under-represented

proteges'

Guerin explained, "Research has shown that around

unique experiences and talents—championing them

the ages of 13 and 14, girls start to drop out and lose

and helping them to broker networks as they make

interest in STEM-related learning. This means Dell

their way through the business. The firm also runs

has begun to focus on the grassroots, engaging with girls at a younger age to capture their interest."

Schemes such as the Girls Outreach Programme and the humorously named IT Is Not Just for Geeks focus on making STEM more attractive to young teenagers.

Employees at Dell worked with students on the Girl Student Outreach Programme over the course of 25 weeks, educating them on the skills required to work in the IT industry, encouraging them to work on networking skills and inculcating confidence in them. The participants were taken through basic programming languages and worked on computing, networking and storage.

Both programmes work towards tackling the low uptake of STEM subjects by girls through providing interaction with Dell representatives. Guerin defined the aims of the programmes, "The goal is to reveal some of the previously unseen avenues of future employment and to make tech more accessible to girls." Dell—being a computer tech company—is uniquely positioned to offer these things. Combining engaged leadership and accountability, active mentoring of talent and monitoring of development, Dell hopes to see a greater intake of female STEM workers in the coming years.

As Dell's efforts make clear, other than the macroideas to do with strategy, an iterative series of microcollaborations and long-term thinking, it is also important to have initiatives that aim to proactively remedy the issues faced today. When it concerns diversity and inclusion, there are several initiatives

Firms should offer more programmes and initiatives to nurture female staff.

First, it is critical that we continue to encourage young women and girls to study science, technology, engineering and mathematics (STEM) subjects to ensure a diverse pipeline of tomorrow's talent. Second, these efforts should be

a reverse mentoring programme designed to relay individuals' knowledge and experience from ethnic minority backgrounds with senior managers. This programme increases understanding to help leaders proactively recruit, develop and promote talent from under-represented backgrounds. The firm also has multiple people networks that act as allies for families and carers, LGBT+ people, people from ethnic minorities and women.

Prioritising over perfection The shift to remote working and homeschooling has exacerbated the challenge of juggling jobs and parenting, and in many cases, women continue to bear the brunt of the pandemic's impact. However, the pandemic has also prompted businesses to take a more flexible approach to work—a positive result during such a challenging time. This has also created opportunities for business to take a creative approach to foster collaboration and inclusivity through virtual training, webinars and other activities that foster engagement, build relationships and create a more supportive environment—all of which will pay dividends now and in the future.

Reflecting this shift to more flexible working arrangements as an opportunity for corporates to

supplemented by programs

foster greater engagement and inclusion among colleagues, Keisha Bell, Managing Director and Head

and initiatives within firms

of Diverse Talent Management and Advancement, DTCC, noted, "The best piece of advice I have for

that help women to reach

women is to focus not on being perfect, but instead, giving your best performance every day. It can often

their full potential.

be easy to get caught up in trying to be the perfect

that HR can take to help make a difference, including

friend, boss, colleague, partner and parent, but

career development opportunities, cultivating an

these are unrealistic goals that can take a significant

environment where women have broad support

amount of time and energy." She added, "Over the

across the organisation and enabling them to build a

course of my career, I've learned to focus on the

network of sounding boards and sponsors.

bigger picture, to be kinder to myself and to strive

18 HR MAGAZINE SPRING 2021

COVER STORY

to make a positive impact in everything I do. This

Support and mentoring networks

mindset has enabled me to prioritise better, build

Mentoring is widely recognised as one of the key

greater confidence and grow in my career and

factors contributing to talent skills development,

achieve success."

mental well-being and career advancement. HR and mentors play a crucial role in providing sage direction

#MeToo pivot

and support in team members' professional career

The #MeToo movement has helped empower

development. Dr Laura Haynes, Professor, UConn Health and a member of the Trudeau Institute,

women, particularly those who are young and vulnerable, through empathy and strength in

Keisha Bell

New York, highlighted this in her paper in Nature

numbers, by visibly demonstrating the sheer number

Vice President

Immunology, Mentoring and networking: how to make

of women who have survived sexual assault and

Managing Director and Head of Diverse

it work. She noted evidence to support the fact that

Talent Management and Advancement

mentoring can improve career satisfaction, thereby

DTCC

increasing recruitment and employee retention time.

harassment—especially in the workplace.

Garth Simmons, CEO, Accor SE Asia, Japan and South Korea, noted the significance of the

Putting a women's support and mentoring network

movement, "We are at a pivotal moment in history,

in place is an excellent way for HR to achieve

with the #MeToo movement showing the prevalence of harassment and violence against women, and the best way to combat this is to ensure we have equal representation of women in positions of leadership across the workplace and the community." He added, "I am proud to say that my executive committee consists of five women and six men, and I have always believed that gender equity leads to a richness of ideas and greater collaboration and performance.

As the father of two daughters, Simons wanted to ensure that they grew up in a world where everyone is treated with dignity and respect and offered equal access to opportunities. He noted, "Working across 12 countries in Asia, I have seen first-hand how poverty and inaccessibility can foster gender-based inequality, and I am deeply committed to creating an environment where we can bring about real change. In particular, we must promote and mentor women and engage in community projects that provide support and education to disadvantaged

better gender parity and maximise retention of

The best piece of advice

great female talent by providing psychological support and facilitating career advancement. In

I have for women is

this respect, since 2012, Accor launched its RiiSE support network, which promotes diversity to drive

to focus not on being

collective performance. The network engages both women and men in the group to work together, using

perfect, but instead,

mentoring, training, education and conferences to fight stereotypes and violence against women and

giving your best performance every day.

promote diversity and inclusion.

Women on Boards Simmons acknowledges that while the Accor

It can often be easy to

leadership committee is gender balanced, more needs to be done to ensure equal representation of

get caught up in trying

women across the group, especially in Operations.

The heads of the Corporate Finance, Legal, Talent

to be the perfect friend,

& Culture (HR), Commercial and Communications teams are women, but in the operational side of the

boss, colleague, partner

business, there is still a predominance of men. While women make up 40.5% of staff at the hotel level, they

women and girls."

and parent, but these are

As one of the ten founding signatories of the United

unrealistic goals that can

represent only 14% of hotel General Managers. In terms of corporate offices, 57.5% of staff are women,

Nations HeForShe movement, Accor, as a global group, is committed to gender equality, diversity, and inclusion and this year, on IWD signed the Coalition Ending Gender-Based Violence. Accor

and 56.4% of middle managers are women, so there is a strong pipeline of women coming up through the

take a significant amount

organisation at a corporate level, but further action must be taken to encourage more women to take up

of time and energy.

the role of General Manager at a hotel level.

will also host a conference highlighting the impacts of gender-based violence. The event—featuring

Simmons said, "I have asked our teams across SE Asia,

Kalliopi Mingeirou, UN Women Chief, Ending

Japan & South Korea to double down on their efforts to

Violence against Women and Girls; Geraldine

ensure women are offered equal opportunities across

Grace da Fonseca da Justa, Director of Brazil's

all levels of the business, and we will particularly focus

Department for Policies to Combat Violence

on fostering more female General Managers across

Against Women; and Sohini Bhattacharya, President

the hub." He added, "In a post-Covid world, increased

& CEO Breakthrough India—aims to help educate

flexibility for both women and men will help break

employees worldwide on the issues facing women

down existing bias against women who traditionally

and barriers against equality.

have taken more time off to look after their families."

19

COVER STORY

Celebrate successes and sacrifices It is important also to take a step back and celebrate successes and sacrifices in a year when women, and men, have found themselves at the frontline of the pandemic. Sadly, 2,833 women (including 110 nurses) died of COVID in the UK between March and December 2020. The number was similar in the US for the same period. A year on 5 March 2021, Amnesty International puts the number of healthcare workers who have died worldwide from COVID-19 at over 17,000.

Women worldwide have shown bravery, kindness and literally laid down their lives in fighting the pandemic to keep healthcare systems and essential services running.

The theme for IWD 2021 was "Choose to Challenge", recognising the need to call out gender bias and inequality. Women often remain the unsung heroes

In honour of International Women's Day 2021, we profile a selection of diverse women from across

in society, no matter what challenges they face.

the Accor SE Asia network to celebrate their achievements and tips they share to encourage more

This past year women such as Ardern, Michelle

women to strive towards their goals and more men to support them.

Obama and Professor Devi Sridhar have shown real leadership when it has been most needed, but countless other women, not in the public eye, have achieved everyday successes by simply getting on with whatever they face.

Kerry Healy Chief Commercial Officer, SE Asia,

The British Safety Council is another organisation

Japan & South Korea

that has worked hard to achieve a more genderbalanced and inclusive workforce, with 53% of staff

"I know that the best way to grow is

being female. Mike Robinson, Chief Executive,

to stretch yourself beyond what you

the British Safety Council, commented, "Let's

think you are capable of. Risk brings

celebrate and give praise for often-unsung women

the best rewards, and it's great to

heroes. Recognition can take many forms, be it a

work for a company that supports

simple thank you for all the homeschooling women

innovation and encourages new ways

have provided during the pandemic, a thoughtful

of thinking, especially amid a crisis. I

text message or credit for their unswerving

want to create a culture where people

support or national or global leadership in

don't feel uncomfortable prioritising

managing through adversity."

their families. One of the greatest things to come from this pandemic

With such celebrations, HR can help shine a

is increased workplace flexibility,

beacon to highlight successes and inspire women

enabling us all to live richer lives. My

to achieve their full potential. Organisations are

advice to other women is to not let

always strongest when they support all members

fear stop you, but instead to embrace

of the team.

fear as a way to grow."

20 HR MAGAZINE SPRING 2021

COVER STORY

Hanh Pham Director, Finance Operations Upper Southeast Asia and the Maldives, Accor Vietnam "Be a team player. Every individual has his/her own set of skills and strengths. When a whole team works together, there are valuable opportunities to learn from each other and experience a sense of responsibility and accountability."

Novita Damayanti Bartender, Novotel Suites Yogyakarta Malioboro, Indonesia "One of my managers said that life is not simply about the balance between taking and giving.

There will be times when we need to give without expecting something in return. We just need to do and be the best we can be without expecting any immediate rewards. One day, it will come back to us tenfold and in unexpected ways."

Anne-Cecile Degenne Executive Chef, Sofitel Ambassador Seoul Hotel & Serviced Residences, South Korea "I know that the best way to grow is to stretch yourself beyond what you think you are capable of. Risk brings the best rewards, and it's great to work for a company that supports innovation and encourages new ways of thinking, especially amid a crisis. I want to create a culture where people don't feel uncomfortable prioritising their families.

One of the greatest things to come from this

Warairat Sompong

pandemic is increased workplace flexibility,

General Manager Ibis Styles Bangkok Ratchada, Thailand

enabling us all to live richer lives. My advice to other women is to not let fear stop you, but

"I have learned that in any situation, in our personal

instead to embrace fear as a way to grow."

life or working life, look for the silver lining. We can definitely find a great lesson in seemingly negative situations. This advice has helped me a lot in these challenging times to be better prepared and see how we can emerge from this stronger than ever. I am a big believer in people being our most valuable asset. In any organisation or hotel, our talents are the foundation for our success. My priority is always to ensure our people are engaged and keep them positive while ensuring we all work together collaboratively and supportively. The more I learn about people, the more I enjoy our differences."

21

HR FEATURES

ABC of DE&I Authenticity, burning passion and C-suite sponsors nurturing DE&I at The Clorox Company Diversity, Equity and Inclusion (DE&I) covers a wide range of HR interventions and can sometimes be a little daunting for HR teams to take on. HR Magazine sat down with Germaine Hunter, Vice President, Inclusion & Diversity, The Clorox Company, to find out how he helps the organisation nurture and leverage diversity, equity and inclusion (DE&I).

First, let's start with what DE&I actually means; the Independent Sector (IS) defines diversity, equity and inclusion as follows:

Diversity

Equity

Inclusion

Diversity includes all the ways in which people

Equity is the fair treatment, access, opportunity,

Inclusion is the act of creating environments in

differ, encompassing the different characteristics

and advancement for all people, while at the same

which any individual or group can be and feel

that make one individual or group different from

time striving to identify and eliminate barriers

welcomed, respected, supported, and valued to

another. While diversity is often used in reference

that have prevented the full participation of some

fully participate. An inclusive and welcoming

to race, ethnicity, and gender, it also embraces

groups. Improving equity involves increasing

climate embraces differences and offers respect

a broader definition, including age, national

justice and fairness within the procedures and

in words and actions for all people. While an

origin, religion, disability, sexual orientation,

processes of institutions or systems, as well as in

inclusive group is, by definition, diverse—a

socioeconomic status, education, marital status,

their distribution of resources. Tackling equity

diverse group is not always inclusive. Increasingly,

language, and physical appearance. The IS

issues requires an understanding of the root causes

recognition of unconscious or 'implicit bias'

definition also includes diversity of thought: ideas,

of outcome disparities within our society.

helps organisations be more deliberate about

perspectives, and values; and recognises that individuals may affiliate with multiple identities.

22 HR MAGAZINE SPRING 2021

addressing issues of inclusivity.

HR FEATURES

B

San

the company is aspiring to achieve by creating

Francisco, Hunter has been with Clorox

the ERG." HR must ensure that such work always

for 12 years heading up the Group's inclusion

begins with the disciplined rigour on the front

and diversity practice. He explained what had

end of clearly defining these goals, objectives

brought him there, "First and foremost, I had a

and measures. Hunter added, "We have been

real deep burning passion for diversity work and

very satisfied with our results by taking a very

was a leader of several employee resource groups.

structured and regimented approach to creating

ased

in

California,

just

outside

new ERGs. At Clorox, we have a DE&I Center of

It was something very innate to me, who I am, and how I aspire to impact the world. The second

Germaine Hunter

Excellence led by me with my team providing that

thing that inspires me is the fact that the working

Vice President, Inclusion & Diversity

infrastructure for new ERGs as they begin their

environment has evolved dramatically over the

The Clorox Company

journey. This has been a really effective approach

last five to seven years, and I saw an opportunity

to this work, as it allows us to coalesce knowledge

to apply many of the operational and business-

and to quickly reapply learnings from other

facing skills that I had developed in the DE&I

groups that have already tried to do the exact

space, which was really exciting to me."

same things."

Companies are

Creating authenticity Hunter noted that the single biggest challenge for

organisations

globally

was

creating

a

sense of community and belonging amongst its employees. He said, "Companies are more productive, and successful employees are happier and more engaged when they feel a deep and abiding connection to the organisations where they work, and where they feel like they are in an environment where they can be their authentic selves. Creating those conditions is probably the single greatest opportunity for DE&I leaders and the greatest challenge that organisations face in this space right now."

With

so

many

different

approaches

that

be quite a daunting task for HR. Hunted advised, "The first, and most fundamental, action that firms need to take is to create both qualitative and quantitative ways of engaging with their employees—gathering and collecting feedback about their genuine experiences in the organisation. One of the great evolutions in DE&I over the past few years is that the work has become more quantitative in nature—and firms that embrace this transition will ultimately be much more successful."

that

employees are happier and more engaged when they feel a deep and

to the organisations

Increasing awareness and ultimately combating unconscious

requires

a

formalised,

approach must include a very detailed and structured learning plan for the organisation.

We've

engaged

several

organisations

with

experience in neuroscience to help us unpack the core of what causes unconscious bias and allows it to be perpetuated over time. By getting into those scientific underpinnings, we believe that we've identified a pathway to help people become more conscious of those biases that they may innately harbour." Hunter described several steps in reducing unconscious bias: 1.

Create a very detailed learning plan that spanned many months and provide people with multiple opportunities to learn about bias, to confront their own biases, and

and where they feel

to develop and practice techniques for interrupting bias in real-time. Then ensure

like they are in an environment where

bias

coordinated approach. Hunter affirmed, "The

where they work,

that people aware of this.

2.

Consciously embed anti-bias practices into several formalised HR processes to ensure that HR is holding themselves accountable

they can be their authentic selves.

Getting started in DE&I advised

and successful

abiding connection

companies can enter the DE&I space, it can

Hunter

more productive,

Reducing unconscious bias

for being overt in combating bias.

3.

Create a consistent cadence of activities that

constantly

remind

people

inside

the organisation around the need to organisations

should

approach the creation of employee resource

intentionally interrupt bias at critical moments.

groups (ERGs) in the same way they would approach any other business challenge. He

Hunter

noted, "The very first step is to clearly define, on

intentionality is the most important word in our

noted,

"In

our

work

experience,

paper, a set of goals, objectives and metrics that

anti-bias work. This means making a concerted

are aligned to the organisation's strategy and

and conscious effort to not only think about

purpose. Then clearly spell out the results that

breaking bias but to actually put systems and

23

HR FEATURES

Three keys to DE&I success Hunter shared three critical pieces of advice for HR to ensure the success of DE&I, particularly when embarking on this journey for the first time. He noted:

Align goals "Firstly, as organisations are starting down this path and beginning this journey, it's important to link the

processes in place that help combat bias on a very

employees feel connected, valued, respected

goals and objectives of DE&I to

regular basis." At Clorox, this means periodic

and empowered within the organisation. Hunter

the overall company strategy and

learning experiences are made available to

explained the practicalities of garnering such

goals. Because in the absence of

employees, usually three to four times per year,

data, "We partner with a number of third-party

that linkage, the DE&I work stands

where people come together in large group settings

organisations that help us deliver periodic

on its own and can often collapse

to learn about bias, with real-world experiences of

engagement surveys throughout the year to

underneath its own weight."

moments when bias may present itself. Hunter

our employee base. This allows us to do some

added, "Part of being successful in this space is not

relatively deep quantitative analysis around

only talking about bias but giving people tangible

the experience that our employees are having.

examples of when bias might be evident so that

We want to ensure that we measure more than

they can consciously push back against it if they

just annually and ensure we are responsive

Burning passion

happen to encounter it themselves. We've also

enough to be flexible as conditions change. So

"Secondly, as HR engages people

created a series of visual cues that we include on

for Clorox, this means we are touching base

throughout your organisation to

posters, in meeting rooms, on tabletops, and at the

with our employees anywhere from three to

lead different aspects of DE&I

beginning of slide presentations before important

four times a year with some measurement tool

work, it's important to ensure

meetings—that remind people and employees

to understand their experiences."

that the people you identify have

about the different types of bias that can often be

a burning passion for this subject

at play at work. So there are tangible, visible cues

Aside from engagement surveys, there is also

matter and for the work to be

to help people acknowledge and identify where bias

a qualitative feedback mechanism that HR

done. Oftentimes, this work really

might be encountered."

can leverage to garner data. Hunter said, "We leverage feedback from several focus groups

becomes a labour of love, and if you don't have truly passionate leaders

Metrics that matter

and one-on-one interviews to get a more

charting the course, the work can be

When it comes to HR being quantitative about

visceral, qualitative understanding of the

derailed very early in the process."

DE&I, the key metrics they should measure fall

experience of our employees. We have found

broadly into two key camps.

that combining this with more formal tools like engagement surveys helps us create a

The first quantitative set of metrics measures

more holistic and well-rounded perspective on

what an organisation looks like—who are

what's taking place."

C-suite sponsors

the people that are represented inside the

"Thirdly, you should invest the time

organisation. This can follow a variety of

Hunter concluded, "The most important thing

to understand who in the executive

dimensions from race and ethnicity to gender,

to do is find as many ways as possible to listen

ranks of the organisation will serve

to LGBTQ status, to veteran status, or disability

to your organisation. Listening mechanisms are

as a sponsor for DE&I efforts. This

status. Hunter highlighted, "Fundamentally, I

key because, in their absence, you can't have

work is most successful when a

think it's important for organisations to have a

knowledge about how to move forward. Also,

very senior leader has personally

really strong understanding of the people that

ensure you have senior leadership alignment and

committed to endorsing and

comprise their workforce and then to link that to

clarity around how DE&I fits into your overall

sponsoring the efforts."

an aspirational goal that that organisation sets."

organisational strategy. The combination of clarity around strategy and listening mechanisms

24 HR MAGAZINE SPRING 2021

The second set of metrics revolves around

within the organisation will enable you to put

employee engagement and the degree to which

yourself on a path to greater success." n

HR FEATURES

create value for both sides." The research consists of four studies. In the first study, the research team explored the effect of silence as it occurs naturally in a negotiation.

Participants arrived at a laboratory two at a time and were randomly assigned to one of two roles— candidate or recruiter—in a negotiation simulation.

Jared R. Curhan

The candidate and recruiter had to negotiate

Professor and Associate Professor

over multiple issues concerning the candidate's

of Work and Organization Studies

employment compensation package. Using a

MIT Sloan School of Management

computer algorithm to measure intervals of silence lasting at least three seconds, the team found that periods of silence tended to precede breakthroughs

Research shows silence during negotiations leads to better results

in the negotiation. In fact, breakthroughs were

Pausing silently can be a simple yet very

P

ausing silently helps negotiators shift from fixed pie thinking to a more deliberative

mindset. This, according to new research led

by Jared R. Curhan, Professor and Associate Professor of Work and Organization Studies, at the MIT Sloan School of Management. The study finds that periods of silence interrupt default, zero-sum thinking and help foster a more deliberative mindset, which results in both sides performing better. The research, conducted by Prof. Curhan and his colleagues, is slated to be published in a forthcoming issue of the Journal of Applied Psychology.

Curhan noted, "When put on the spot to respond to a tricky question or comment, negotiators often feel as though they must reply immediately so as not to appear weak or disrupt the flow of the negotiation. However, our research suggests

effective tool to help negotiators shift from fixed pie thinking to a more reflective state of mind. This, in turn, leads to the recognition of golden opportunities to expand the proverbial pie and create value for both sides.

more likely to occur after silent pauses than at any other point in the negotiation.

Three other experiments looked at how people can use silence as a strategy. Again, participants were randomly assigned roles in an employment negotiation; but for these studies, at least one party was privately instructed to add silent pauses to their negotiation. After the negotiation, participants were asked to report their outcomes and the extent to which they experienced a deliberative mindset. When silence was used as a tactic, the researchers found that the silence user tended to adopt a deliberative mindset and was more likely to recognise opportunities for both sides to get more of what they wanted.

According to Prof. Curhan, silence affords the initiator the chance to think more deeply about the problem and enlarge the pie efficiently. The findings have practical applications for everyday negotiations.

He concluded, "In conventional wisdom, negotiation is seen as a tug of war—any gain to one side reflects a loss to the other. But it doesn't have to be a

that pausing silently can be a simple yet very

battle, and the pie isn't necessarily fixed. There

effective tool to help negotiators shift from fixed

are creative ways to address conflicts, and there is

pie thinking to a more reflective state of mind.

more room for agreement than people assume. Our

This, in turn, leads to the recognition of golden

study shows that one way to find that room and

opportunities to expand the proverbial pie and

spark that resourcefulness is through silence." n

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Himalayas, Hilton & Humans One man’s mission to enhance human potential

R

aju Sajnani first arrived in Hong Kong with his parents,

the Galaxy Hotel and City of Dreams in Macau. The mystery

when he was four years old and knee height to a

shopper, reporting and training programmes covered almost

grasshopper. His move from the little hill station, Mussoorie,

every aspect of the client experience in the properties

Dehradun, in the Himalayan foothills of India, to Hong Kong

including room stays, restaurants, casinos, spas and limousine

was to prove a life-changing one for Sajnani. He originally

services, which would ultimately be analysed and utilised to

worked for around eight years at the then Hilton Hotel

help upskill talent across the organisations.

Corporation, when one of their long-standing guests ‘talent spotted’ Sajnani and thought that with his combination of

Change of tack

communication, sales and administration skills, he had great

Business was booming, life was rosy … until 2017, when the

potential to be a trainer … they were right.

introduction of stricter rules regarding money flowing into Macau saw the demise of Chinese junkets and a period of

Passion ignited

belt-tightening for the Casinos. This coupled with periods

Sajnani said, “I thought, hey, I'm young, I'll give it a try.

of social unrest in Hong Kong, COVID and the ensuing

One of the things I didn't want to do was to join my father's

pandemic of Zoom-fatigue then sent Sajnani into MacGyver

tailoring and import-export business, as that didn't interest

mode to come up with a new solution for facilitating

me at all. So I joined the training company and within literally

interactive L&D programmes.

two-and-a-half weeks, I was madly in love with it and said that's it—I'm never changing to any other job, because being

In January 2021, to help cope with these increasing L&D

a trainer was amazing.”

challenges, Sajnani and his team launched a novel selflearning platform (SLP). He explained, “We quickly realised

He added, “One of the reasons I joined Hilton was because it

that despite the ability to run L&D virtually via Zoom,

gave me an opportunity to meet a lot of different people from

BlueJeans, Webex and the like, talent is still craving more

all over the world. With the training, it went one step beyond

meaningful opportunities for self-development. With many

that and wasn't just about meeting people, but was actually

working from home, or even being out of a job, the upside is

helping people grow, develop and improve. So the sense of

that this provides an ideal opportunity for them to sharpen

satisfaction was so much higher.”

their saw and fine-tune their skills.” With this in mind, Sajnani created the SLP with a bank of interactive materials

Sajnani then shared his insights as a trainer for Dale Carnegie

available for users to help pick up new skills, while they have

for about five years before embarking on his own venture and

the time. A crucial feature of the SLP is that it combines the

establishing Performance Enhancement International, which

self-study materials with several follow-up online sessions

later evolved into his current company EHP International

to help ensure participant not only get the most out of the

Limited. This started off on a small scale as a one-man-band,

materials, but are, more importantly, able to utilise the new

but quickly expanded and in 2012 landed huge projects with

skills in their daily tasks.

26 HR MAGAZINE SPRING WINTER 2021 2020

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‘The Art and Science of Selling’ Training with The Hong Kong Science and Technology Parks Corporation (HKSTP) 28 HR MAGAZINE SPRING 2021

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Crucial questions for trainees

at any time with questions. The way we’ve designed the

Participants on all EHP programmes are encouraged to

programme also ensures that there are plenty of breaks

proactively reflect on critical issues including:

in between key learnings. This provides talent with the opportunity to stop the video, engage in an activity, reflect

•

Did you internalize and adapt?

•

Did you go through the entire video?

•

What questions did you have?

•

What skills learnt were you able to apply?

•

What didn't you apply and why didn't you apply it?

Sajnani noted, “This is crucial not just to ensure participants actually gain value from the training, but also to ensure that the corporate L&D budget is being wisely

Talent is still craving more meaningful opportunities for selfdevelopment. With

invested in something that has demonstrable ROI.”

many working from

EHP has already launched a number of the interactive

home, or even being

SLP modules, with more coming online in the near future. Current skills covered include:

out of a job, the upside

•

Cash Selling

is that this provides an

•

Negotiations

•

Managing conflicts

•

Influencing without authority

•

Communication skills

•

Coaching skills

•

Dealing with change

•

Courageous conversations

ideal opportunity for them to sharpen their saw and fine-tune their skills.

on key points learnt and build on their previous learning.”

He added, “Each programme comprises four sessions, each around 15-minutes long. And because it's in video format, we suggest not to try and rush through all four videos in one go, but to leave a gap of a week or so in between each, to allow time to digest skills and apply them in their daily work.”

Avoiding the dentist One of the analogies Sajnani used for one of his Cash Selling sales training programmes was it was like going to the dentist. He explained, "If you have a slight toothache, most people do nothing, they'll just see how it goes, or take a painkiller—the wait and see approach. But, if the pain becomes severe, you'll run to the dentist. Human nature is like this if talent is in pain, but the pain is not big enough— they feel there's no need for change. So, it's about helping people dig out those pain points. In sales, this is about ensuring customers realise that the problem they have is bigger than they think—deeper and wider. Therefore, they need to look for a solution now, which helps salespersons say, I understand your pain, and I have the right solution for you." This technique also helps HR pinpoint talent challenges and get the ball rolling to help empower talent to be the best that they can be.

Programmes are facilitated in multiple languages including English and Cantonese, with Mandarin soon coming online

Sajnani concluded, “At the end of the day, everything goes

as well—to best suit the needs of each audience. Sajnani

back to what the trainees actually need and how helpful a

pointed out, “We want to ensure that participants get the

programme is for them. The SLP helps deliver this with

most out of the L&D experience, so they have access to

extreme flexibility. We're always willing to be flexible

the facilitators and can email and WhatsApp the trainer

and provide solutions based on what clients' need.” n

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HR FEATURES

Giving teams psychologically safe spaces to develop

A

key issue for heads of L&D right now is not just adopting new tech to help enhance engagement

and allow programmes to be run virtually, but rather embracing new technologies that will help make a real difference to their teams. Sending staff into space might sound a bit farfetched, but throwing your teams into a completely alien environment might just be the best thing you ever do for your talent.

According to a poll conducted by Growth Asia Academy, while almost 60% of us have used a virtual reality (VR) headset before, only 24% have used VR for training purposes. And while HR is increasingly

Growth Academy Asia recently launched an out-of-this-world virtual reality L&D platform that engages teams and provides instant HR feedback on individual and group performances

utilising a range of technologies to help facilitate L&D programmes, uptake is still relatively slow with: •

8% having used drones, AI or VR for training;

•

28% having used gamified platforms for training on LMS;

•

41% sticking with traditional PowerPoints and video tools such as Zoom, Teams and WebEx for training.

What does this mean for the future of L&D? Jena Davidson, Founder, Jenson8, noted, "Things have moved on a lot since a circle of chairs, a flip chart and Post-it® notes towards the adoption of tech in L&D. But if you are going to use technology as an enabler, it needs to be done smartly, and it needs to make a difference." After several years of research into the technology available and marrying this with something that talent would feel passionate about using as an L&D platform and help develop emotional intelligence, Jenson8 created a unique L&D platform based around VR. Davidson said, "The pandemic has pushed HR to find ways of resolving remote learning, and in also to find ways of still creating intimacy at a distance, building trust and enhancing communication and collaboration. These issues are not new, and long before COVID came along, HR and L&D heads were already asking if there was really still the need to get on a plane, take two to four days out of the office, stay in a hotel, and get everyone together to be able to conduct a team-building exercise?"

Driving trust, accountability & teamwork She added, "Pandemic or no pandemic, it's imperative for HR to do several things to ensure effective teamwork. Firstly, to create an organisation of trust. Secondly, to drive employee accountability, which is even more challenging when talent is WFH, as it's easier to become

30 HR MAGAZINE SPRING 2021

HR FEATURES

invisible and for accountability to slip a little.

The Apollo task's ongoing validation is a

Thirdly, is the need to be good team players,

behavioural yardstick for the primary constructs

particularly in organisations that have multiple

measured, including direction, cohesion, task

cross-functional teams." With this in mind,

contribution, and communication. This all provides

J-LEAD was created to facilitate a psychologically

HR with meaningful psychometric feedback that

and physically safe group environment to help HR

they can use to better their teams and leadership."

evaluate, establish and expand team members' leadership characteristics. Davidson noted, "What

Instant HR metrics

makes the Jenson8 VR experiences unique is that

The outputs from the experience are then available

they focus on multiplayer VR, which means HR can

pretty much immediately for HR to analyse, including

take a group of people from anywhere around the

onboarding, psychometrics and critical metrics, as

world, sitting at home with their headsets on, and

well as the option of garnering peer assessment—

put them into a variety of environments. And with

all in one cohesive webpage. Dr Barnes noted, "The

the ability to create any environment, to be able to

biggest value the reporting adds is that it gives a

dial up the pressure and change key parameters to see how talent really react to that and interact with each other.

on a lot since a

The VR platform allows people to be themselves and help them recognise their strengths and weaknesses. The platform empowers organisations to

have

Things have moved

conversations

around

constructive

feedback based on the experience that talent has just engaged with." David Simpson, CoFounder, Growth Academy Asia, also highlighted the importance of this, "One of the key benefits of the VR platform is that it helps talent feel psychologically safe. Feedback is given with a focus on the task rather than the person, which allows HR to comfortably initiate conversations about people's approach to tasks, both in the VR game and at work. So, rather than saying 'there's a problem here because of you', the conversation can be led much more around 'let's look at the way you approached that challenge'."

Psychometric validation Dr Bryan Barnes, Head of Research & Assessment, Jenson8, who oversees the research projects and development of psychometrics for the group's

circle of chairs, a flip chart and Postit® notes towards the adoption of tech in L&D. But if you are going to use technology as an enabler, it needs to be done smartly, and it needs to make a difference.

quick snapshot and quantitative assessment of the performance of that game and provides an objective overview of how the facilitator viewed the behaviour of individual talents and the group as a whole. This allows HR to discuss this with team members, with the facilitator and even ask questions and get feedback on what was done well and what could have been done better to keep succeeding as a team."

From directing to empowering The Apollo task presents HR with a unique and much-needed opportunity to assess how staff work together and the behaviours they display, based on what they know, versus how they then react, behave and communicate in an environment that's completely different and (quite literally alien) to them. This helps HR highlight a range of traits that perhaps are more difficult to observe in day-to-day operations. The game itself already helps put staff more as it creates an enjoyable experience that carries great subsequent value to HR in them being able to debrief and ask penetrative questions and encourage experience sharing among the team.

Through the interactive platform, team members observe how they operate differently and need

applications and platforms, explained the validation

to change roles and adapt according to others'

of the VR applications like J-LEAD. He said, "The

needs. They learn that by empowering each other,

system features onboarding psychometrics based

great things can be achieved as a group and, more

on both the Five-Factor Model and key measures

importantly, can take those tools back to their

of empathy and ethical leadership scales. These

workplace. In this way, staff members whose natural

are then cross-referenced with the Apollo task

style is one of being more directing are able to

performance—which is monitored by trained

become more empowering.

facilitators who watch the gameplay footage and use a behaviourally-anchored rating system to identify key

So, for those in HR looking for an engaging training

behaviours exhibited that correspond to personality

platform that throws staff (safely) into a completely

measures." He added, "There is ongoing validation

alien environment, provides validated insights on

and testing for things like inter-rater reliability, to

individual and group preferences, and gives feedback

ensure that multiple facilitators are consistently

on key working traits—the Apollo task via VR looks

rating behaviours in the same way.

set to be a gamechanger in L&D. n

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HR without borders Putting and pulling together disparate teams

2. How can employers best show presence in a new location?

reach an agreement on how best to fill gaps that

Having a physical presence in the new country is

There may also be hierarchical differences in how

very important, particularly if you are an SME that

organisations are structured, and any such barrier will

is not privy to the global brand exposure that MNCs

take some time to overcome. The speed of transition

and Fortune 500s enjoy. Organisations need to make

also depends on whether the talent concerned have had

the right impression and show their presence to

previous working experience with different corporate

In terms of process and the systems of the relevant

attract the right talent and give them the confidence

and international cultures. First, all stakeholders need

countries, HR will need to venture into numerous

to join the organisation. Suppose a physical office

to understand the existing hierarchy and levels and

aspects, including cultural sentiment, communication

is not viable at this stage. In that case, companies

types of respect that need to be communicated, then

and language, as well as labour laws and regulations—

can make use of outsourcing partners to help them

relevant communication channels can be opened up,

especially concerning hiring new talents. These

with initial workforce provisions. HR should check

and the entire organisations can adapt to this over time.

issues are the most frequent barriers to entry when

such outsourcing companies and ensure they have

establishing new teams in go-to countries.

a regional presence in the target country, have

Companies may consider hiring somebody with an

worked with overseas companies before, experience

Asian background and experience from the country

In terms of cultural sentiments, HR needs to be

working in mainland China, and share a few of their

where the parent company is headquartered. They will

very sensitive in giving team members feedback

key clients as references.

be well placed to advise about potential differences

We spoke to Mikel Yaw, Group MD, Elabram, to get his take on establishing and managing borderless teams,

may exist.

particularly across the GBA and into Mainland China.

1. What key HR challenges do Mainland Chinese companies face when setting up offices and HR teams in other economies?

to bridge any gaps between local talent and the top

and instructions. People, especially those in frontline and non-executive roles, may be a little shy and not used to direct instructions or

3. What are key considerations when hiring new talent in a new overseas location?

management. I see this happening a lot in MNC companies, particularly in the insurance sector, where they hire great leaders like this, who help bridge

constructive feedback. There may be a tendency to accept what is said and say "yes" all the time to

When recruiting new teams my advice is to clarify

these gaps, due to what are sometimes considerable

avoid any confrontation with those in more senior

what type of talents you want to recruit to help

differences, and help drive the company forward well

roles. However, after the "yes", whether they

solve your main challenges and achieve your goals.

with full support from the local teams. These local

execute it is another matter entirely.

HR should also first recruit a more senior-level

leaders can demonstrate actual case studies to senior

talent, such as an HR Manager, who understands

leaders to help them better understand some of the

A company must understand the relevant labour

the local labour law. With these key talents in place

potential risks and consequences that occur when

rules and regulations on the hiring and firing

to help with hiring, they can then provide sound

setting up offices in new economies. They can also

side, especially concerning terminations and the

advice about relevant rules and regulations that

help propose alternative solutions to these challenges

resignation and exit process. Organisations who act

the company needs to follow to ensure proper

so the senior leaders can decide which is the best way

in haste, especially with terminations with no notice,

workforce planning and smoother hiring processes.

forward. Frequent communication with the local teams is essential to help break down barriers and

often incur significant backlash, which can be costly in terms of reputational loss. So, companies need

CEOs and HR teams need to understand that there

ensure a good understanding of critical issues. With

to build their reputation and trust among the local

are some differences when they go abroad due to

proactive HR campaigns, events, activities, and open

community in a new market and get to grips with the

cultural differences. HR from both sides of the

dialogue to ensure local teams are planning well and

ins and outs of the local labour rules and regulations.

fence: from Mainland China and the new target

have trust in and believe in the parent company, even

This will help them better manage new local teams

country also must understand each other and have

very small companies who are not famous can do

well, right from the start.

frank discussions about these differences to help

exceptionally well.

32 HR MAGAZINE SPRING 2021

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4. How can companies enhance employer branding in new markets?

DOs

This really depends on the company's marketing and employer branding strategies. Good

•

Be transparent

employer branding starts with the corporate website, which should have English and local

•

Ask questions to help clear any doubts you

language versions to broaden its accessibility to a broad audience of potential talents. HR needs to be working hand-in-hand with their marketing team to ensure consistent employer brand

might have •

Be prepared for change along the way—as many

messages are sent out across multiple platforms. To ensure the best talent is brought into the

companies in Mainland China are in the growth

organisation, HR also has to be specific with job descriptions and use the most appropriate

phase and still in the learning curve in terms of

channels to get that message in front of the right potential talent pools. HR also needs to

venturing abroad and conducting business with

ensure that they have robust talent acquisition and recruitment teams to aid in this respect.

western organisations. As they learn, they may later change their mind about how to manage a

5. How can HR better embrace borderless teams working in disparate locations?

particular project. Companies must be prepared for such changes as they happen and be flexible in finding work-around solutions.

Many companies are working with borderless teams right now, and COVID has led to a rise in this number. Talent is no longer limited to local teams, and HR is looking to tap into and leverage

•

Understand guanxi and the importance of

the strengths of new hires from countries around the world. To hire borderless teams that will be

building up long-term relationships based

successful in working together remotely, HR must build trust with the individuals concerned and

on trust and working together through both

established clearly defined job descriptions to detail exactly what each team is responsible for.

ups and downs to ensure the working bond strengthens over time.

HR also needs to target talent in economies where talent in that particular field would be more

•

Do some research first and check with your

cost-effective and still provide the performance and productivity levels required to meet the

networks who have working experience in that

company goals. Sometimes, hiring also depends on the company culture and whether the

country to get some tips on how best to do

company prefers teams to be physically present in an office and has methods and processes to

business there and what challenges are likely

effectively track project progress and monitor work status in remote teams. This is often another

to arise.

steep learning curve for HR managers and requires adapting existing HR practices to tap into borderless teams and explore new talent pools.

6. How should companies prepare for new joint-venture relationships with Mainland Chinese organisations?

DON'Ts •

Give up on business relationships due to small errors or challenges—instead, find ways

Western and Chinese cultures can be quite different, so it's

to work on it and patch it up. It's essential to

important to study Chinese culture first before venturing into the

continue to work through things together, to

Mainland China market. There are several Dos and DON'Ts that

develop the relationship and continue to build up long-term trust.

companies should follow.

•

Reject offers of help, rather than being blunt and directly rejecting ideas; it is important to show gratitude and thanks for the offer of help.

You can actually reject ideas, but do so only for good reasons, and clearly explain these reasons to help the other party better understand why.

Also, give them a Plan B or alternative options that they can explore.

34 HR MAGAZINE SPRING 2021

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China and India templates for boosting acceptance of LGBT workers

By Michael Gold, Managing Editor, The Economist Intelligence Unit

As LGBT Pride festivals moved online last year, in a

a report from The Economist Intelligence Unit

their sexual orientation or gender identity at

blow to visibility the world over, the one place that

that explores the evolving environment for LGBT

work. In the Survey, 40% of respondents said that

managed a boisterous in-person parade, Taiwan,

rights in Asian companies and society.

being openly LGBT would be a hindrance to their career prospects, compared with only 11% who

also illustrates the tension that Asia is experiencing as it tentatively embraces LGBT rights, including

The report is based on a randomised survey of 359

said it would be an advantage. This state of affairs

in the business world. While Taiwan’s legal and

full-time employees at firms across seven Asian

is not likely to change soon: looking ahead three

social acceptance of LGBT people is highest in

economies: China, Hong Kong, India, Indonesia,

years, 57% of respondents believe it will remain as

the region, its corporate sphere lags that of its

Japan, Singapore and Taiwan. It finds that many

difficult as it is today, or be even harder, for LGBT

larger neighbours. This is one of the findings of

Asian companies retain implicit ‘don’t-ask-don’t-

workers to disclose their sexual orientation or

Pride and Prejudice: The next chapter of progress,

tell’ cultures, compelling LGBT staff to conceal

gender identity to colleagues.

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Key findings from the Pride and Prejudice: The next chapter of progress, The Economist Intelligence Unit

Out of 359 respondents...

40% said being LGBT would be a hindrance to their career prospects

Interestingly, China and India, where individual

Western countries, where social strides largely

LGBT rights remain scant, lead on several metrics

presaged corporate progress. Taiwan is a case

of corporate LGBT D&I, including most likely to:

in point: its middling performance on various corporate D&I factors in the Survey flies in the

•

57%

say their company has made ‘substantial

face of its comparatively strong legal and social

progress’ in LGBT diversity and inclusion

protections for the LGBT community.

over the last three years; feel ‘very comfortable’ joining an LGBT

Yet this also suggests companies in China and

support or allies’ network at work or joining a

India can potentially provide a template for how

pro-LGBT rally or march outside work;

firms can take a positive stand on LGBT issues,

say they have observed open debate about how

even amid otherwise restrictive environments.

to make their company more LGBT-inclusive;

First, seek to understand what motivates

agree that enacting LGBT-friendly workplace

employees, especially younger ones for whom

is today for LGBT workers to disclose

policies and practices presents a business

LGBT rights is likely a higher priority than for

their sexual orientation or gender

opportunity; and

their elders. Second, look to create a corporate

agree that the business world has a

culture that mirrors these values. This may not

fundamental imperative to drive change

automatically result in a friendlier climate for

around LGBT diversity and inclusion.

LGBT people—in the Survey, respondents from

believe it will remain as difficult as it

identity to colleagues

•

• •

•

Indonesia rate their firms high at reflecting

51%

Respondents from China and India are also most

the values of their staff but low on LGBT

likely to say their firm reflects the interests of its

acceptance, which may be a result of the country’s

staff in areas of broad social concern, including

conservative Muslim heritage. But it is likely to at

LGBT rights—70% and 85% of respondents

least spur a rethink of what companies stand for,

in China and India, respectively, believe this,

beyond serving as pure profit-making enterprises

compared with a cross-survey average of only

divorced from social concerns.

51%. This suggests that firms in these two national giants are ahead of the cultural curve

Asian companies have a long way to go in terms

believe their firm reflects the interests

on this issue. Tentative signs of this are already

of LGBT D&I, both internally and externally.

of its staff in areas of broad social

visible as companies in both economies have

Yet the fact that companies in Asia’s two largest

concern, including LGBT rights

openly made public gestures in support of the

economies appear to be at the forefront of change

LGBT community.

offers reason for hope. Their momentum must be celebrated, supported and exported to the rest of

What can be done to move the needle elsewhere?

the region as a model for improvement in a space

Asia seems to be bucking the pattern seen in

that desperately needs it. n

37

HR FEATURES

Biggest employer empathy failings Supporting employees & showing you care during lockdown

Employer's biggest empathy failings during lockdown % of respondents

63%

Whilst initial lockdowns saw a positive response from

Biggests failings

Expecting the same productivity levels despite the continuing crisis

managers looking to support their teams; it seems maintaining this level of empathy a full year later is, for some leaders, proving unsustainable. According to a recent survey by The Hub Events of over 1,100 UK

52%

Not noticing signs of burnout with staff WFH

employees working from home (WFH), 53% felt that their manager had become less empathetic during the most recent lockdown.

48%

32%

23%

Managers not asking if everything is OK

Not offering enough support to employees WFH

Managers seeming fatigued and uninterested themselves

38 HR MAGAZINE SPRING 2021

HR FEATURES

C

hristine Macdonald, Founder, The Hub

to help track teams. And remember, culture is

Events, offered advice on how HR managers

such that many employees don't want to appear

can support both themselves and their employees

weak or unable to complete all their work. Lead

during lockdowns and help bring empathy back

from above—make it clear to employees that if

to their workplaces. She said, "52% of employees

they have too much on, to come and speak to you

highlight managers not noticing signs of burnout.

for solutions."

This suggests that not only is there a lot of Ensure you stay healthy

burnout amongst staff at the moment, but it's not being noticed, let alone addressed. This

Christine Macdonald

It is easy for HR to neglect their own health, with

could have huge implications for retention and

Founder

so much going on externally in their teams right

productivity. It's therefore vital that managers

The Hub Events

now. Macdonald explained, "Remember to try

bring more empathetic practices into their

and eat well, get plenty of sleep and watch any

workplaces to counter this." She added, "Working

habit, such as excessive drinking or poor eating,

in a leadership role can be trying at the best of

which can get out of hand during the pandemic.

times, and it goes without saying that things are

Control what you put into your body—it's a small

tough for everyone at the minute. Employees are struggling to maintain positivity and productivity with seemingly endless lockdowns, and after a year of living within the pandemic and having to manage entire teams from home, many managers are suffering themselves.

It's telling that 23% of respondents said that their managers seemed fatigued or uninterested themselves. Before tackling empathy towards teams, show some to yourself first—if you're feeling better, you'll be better at tackling the problems of those around you."

Adjusting expectations Macdonald noted that no one intends to adjust expectations but that it can be easy to lose sight of the employees you manage. She noted, "This goes double when everyone's working from home, and you end up seeing employees purely as a means to achieve company goals. Remember, your employees are people too with a lot on and adjust your expectations. You don't know what's going on at home. Employees may be struggling with depression, trying to care for children who aren't in school or even dealing with the loss of loved ones.

Consider if you could be more lenient on goals and KPIs or include other performance factors that put less pressure on teams. A bit of give goes a long way right now."

Be aware of workloads One of the biggest concerns for HR during COVID has been the lack of control. Macdonald noted,

Employees are struggling to maintain positivity and productivity with seemingly endless lockdowns and many managers are suffering themselves. Before tackling empathy towards teams, show some to yourself first—if you're feeling better, you'll be better at tackling the problems of those around you.

and simple change, which will make you feel more positive at work. A refreshed manager is a better manager able to tackle more."

Pay attention to non-verbal cues It is more important than ever to pay attention to body language, tone of voice and employees' expressions. Macdonald advised, "When you give employees a task, look at them and listen to them— beyond their response. An employee may agree to take on a task, but their body language, slumped shoulders, or a frown might suggest that they're unhappy about it. So, follow up—an HR manager with good empathy levels should immediately ask what is wrong."

Note behaviour changes This can be tough over Zoom, but Macdonald suggests trying to note any changes in employee behaviours. She said, "Think. Do your employees seem like themselves during meetings? Did one employee, known for making jokes, suddenly stop saying anything? Has one employee stopped talking in the group chat? Does anyone overreact to stress in a way they never used to? All of these are signs that your employee is struggling. Put some time aside to have a private chat with them and see what's up and where you can support."

Reach out: ask if they're OK Macdonald concluded, "This sounds obvious, but you'd be amazed how many managers rarely, if ever, ask their employees if they are OK. It's understandable—you have a business to run, and

"As an individual, it's easy to feel powerless at the

it can be hard to stop and check in with employees.

moment, and easy to feel like things are getting

But just a simple question—Are you OK?—can do

on top of us. This applies to work too. Keep an eye

wonders for making employees feel valued. Don't

on your employee workloads and check in to make

wait for PDPs and reviews to know this; check in

sure they're not drowning. Use tools like Harvest

with your teams now." n

39

HR FEATURES

Men unsure how to support gender equality

The following metrics indicates the disproportionate impact of COVID on women: •

More stress: 24% of women reported they were required to take on new duties as part of their job compared to 22% of men. Women also indicated seeing a greater increase in their housework and childcare responsibilities compared to their male counterparts.

•

Fewer benefits: male employees said they saw more opportunities for financial raises (13%) than did female employees (11%), and over a quarter of women agree they have been overlooked for a promotion because they have children vs 16% of men.

•

Job insecurity: 14% of women surveyed reported being furloughed during the pandemic compared to 11% of men, exacerbating

The majority of women want men to be more involved in reducing inequities,

an already significant gap between employment and economic

which have increased during COVID

opportunities between male and female counterparts.

98% of women want men to help address gender inequality issues, yet less

The survey also revealed that HR and businesses need to address the stark

than half of men indicated being ready to help. This, according to a report

contrast between how men and women perceive gender inequalities.

just released by the marketing agency LEWIS, which covers gender inequities during the pandemic across 13 countries.

Key perception differences on gender inequality

Edward Wageni, Global Head, HeForShe, commented, “This research

•

emphasises the need to take action now more than ever. COVID-19 has

likely as female colleagues to say that gender inequality is no longer

only exacerbated gender inequalities across the globe, and we each have a role to play to ensure that not only do we build back better, but we also

Lack of awareness: male employees were more than twice as an issue facing women.

•

build back equal.”

Speaking out: nearly half of women say they want men to speak out against gender inequality when they witness it and listen more to female colleagues about the issue, while only 28% of men

Acknowledging the problem is not enough, and women are looking for active support to combat inequality. 39% of women say men should speak out

reported feeling the same.

•

Parenting matters: parents of daughters are more engaged in the

against gender inequality when they witness it, while one-third want men to

issue than parents of sons. 26% are more likely to discuss gender

take on more household duties.

inequality issues at work, and 30% are more likely to discuss gender inequality issues at home.

Yvonne van Bokhoven, Executive Vice President, LEWIS, added, “The problem of widespread gender inequality is no secret, but our latest research

Chris Lewis, CEO, LEWIS, explained, “You don’t need to personally be a

is a powerful reminder that the advances the world has made to combat this

victim of discrimination to understand why we need to fight it. It’s clear

discrimination can be easily lost if we are not careful. We need everyone, men

that men can—and should—do more to help. Our hope is this research

and women, to take steps now to empower women by speaking up, being

will help shine a light on the challenges women face to make all of us

allies and working to address systemic gender inequalities.”

stronger allies in the fight against inequality.” n

40 HR MAGAZINE SPRING 2021

HR FEATURES

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HR FEATURES

WFH potential H&S time bomb

42 HR MAGAZINE SPRING 2021

HR FEATURES

J

ust under half a million 480,000 UK workers

the long run. In its 2019/2020 report, HSE found that

suffered from musculoskeletal issues, with an

480,000 workers in the UK have musculoskeletal

estimated 7.8 million working from home, according

disorders linked to working from home (awkward or

to the 2019/2020 Health and Safety Executive (HSE)

tiring sitting positions, keyboard work and repetitive

Report. Covid-19 measures and mental health have

actions), accounting for 1.47% of people employed in

been widely studied; however, there are zero reports

the UK. It also estimated that 8.9 million working days

on the physical impact of WFH.

were lost due to new or ongoing health issues. At the time, the Office of National Statistics reported that

2020 was, understandably, a busy year for health and

Simon Walter

safety in the workplace. In a matter of weeks, the

Director

national focus shifted rapidly towards combating

Rhino Safety

Covid-19. Social distancing became the norm,

An estimated 7.8 million workers in

restrictions were put in place, and laws quickly introduced to help stop the spread. For office-based

the UK are currently working from

workers, things moved swiftly as lockdown came into effect. Almost overnight, organisations and businesses were forced to adopt remote working with almost no preparation or lead time, changing the modern

Now more than

workplace as we know it in the process.

ever, it is essential

While some businesses were able to adapt, others had a

that organisations

steep learning curve as they tried to implement remote working to scale. Employees were also caught off guard, with many struggling to carve out a temporary area to work from at home. UK employers and their employees anticipated that working from home would be temporary. Now a year on and with lockdown measures still in place, it is important to reflect on the impact of working from home on health and safety.

have a clear health and safety policy for those working from home, including training,

480,000 workers in the UK have

troubleshooting and

musculoskeletal disorders linked to

risk assessment.

working from home

With these measures in place, we can help

For many, the focus on Covid-19 has caused the health and safety concerns connected to working from home to take a back seat. While mental health thankfully remains a key talking point, other health and safety have gone largely unrecognised and unreported, particularly regarding Display screen equipment (DSE) related health issues. DSE refers

roughly 4 million UK workers worked from home.

protect employees and mitigate any potential health issues.

home due to the pandemic

In its most recent report, the UK Office for National Statistics suggests that an estimated 7.8 million workers are currently working from home due to the pandemic, a 24% increase on the previous year. However, the edition of the 2020/2021 HSE report has been delayed, which means there is currently no information on potential health risks experienced by UK workers working at home.

Simon Walter, Director, Rhino Safety, said, "The lack of reporting on working from home health and safety could have significant implications for remote workers in the UK. While the cultural and societal impact of working from home has been widely discussed, the impact that a poor workstation setup can have on employee health has largely gone under the radar during the pandemic."

More people are working from home than ever before and are doing so under strenuous circumstances.

Without precise figures or a discourse on the subject, it is challenging to determine the impact that a poor working-from-home setup could have on employees and businesses in the long-term. Walter added, "Now more than ever, it is essential that organisations have a clear health and safety policy for those working from home, including training,

to devices or equipment with a display screen such

troubleshooting and risk assessment. With these

as laptops and touch-screens, and DSE training is

measures in place, we can help protect employees

designed to help reduce injuries and health issues

and mitigate any potential health issues. And with

that can result from prolonged use.

26% of workers saying they plan to continue to work from home permanently or occasionally after

DSE related injuries can have a lasting impact on

lockdown, there needs to be more awareness and

employee health and prove costly to employers in

discussion on a wider scale." n

43

HR TECHNOLOGY

Workplaces that work Technology that powers people and workplaces of the future

HR workplace utilisation dashboard A vital issue for HR right now, particularly as we emerge from a chronic period of stress during the pandemic, is workplace well-being and how to enhance office operations. Chow noted, "One of the focus areas for our Smart Energy Connect (SEC), a digital platform that offers a suite of energy management solutions, is the smart workplace.

Serena Pau

We can adopt technology solutions to help connect

Head of Products, Digital Products

all the electrical appliances in the office, including

CLP Innovation

lighting, air-con, projectors, meeting room booking systems, and email systems, providing integration, automation, and empowering HR to visualise the data collected. This data provides insights into how, where and when users interact with the office technology and how much electricity is used in the office at

S

erena Pau, who harks from an IoT start-up,

I told my team,

different times. These insights can then be leveraged

I want to

Pau noted the flexibility afforded by the SEC platform to

to schedule energy tasks on an as-needs basis."

shared her people passion, "I told my team, I

want to create 'people of the future', and thought long and hard about shifting to the digital field team, hiring start-up tech talent is challenging, especially if you're not a tech person yourself,

create 'people

skill sets required to manage the complexities of

of the future',

software manufacturing, back-end and front-end app issues as well as different app requirements for Android and Apple." When Pau later joined

"When I first hired at CLPIE, I was a little

and thought

an exciting opportunity this was, as CLPIE is run

long and hard

financial backing and big-company support that

about shifting to the digital

ideas and products in an ecosystem that helps bring

administrative staff to physically go around the different meeting rooms to check on utilisation and availability. air-con and dim the lighting in unoccupied rooms to save energy. Moreover, the system can feedback teams—so they are always aware of room availability and have access to historical data about who has sued different facilities in the office. Chow added, "This

field to realise

Science Park, and they are on a mission to connect incubator organisations and start-ups with great

automatically adjust lighting and air conditioning to

real-time room availability to HR and administrative

comes from the existing CLP framework."

CLP Innovation Hub is located at Hong Kong

employees present at quieter times, the system can

Instead, this function is automated and will shut down

more like a start-up within a bigger company. So you get to be an intrapreneur, but with all the

Saving energy, time and money

save energy. Also, the system eliminates the need for

hesitant as to whether it would be like working for the Government or what. I soon realised what

This flexibility and scope allow us to achieve the goal

This technology means that when there are fewer

the CLP Innovation Team (CLPIE), it was with initial trepidation and later elation. She said,

others being sourced within our start-up ecosystem. of helping organisations become more sustainable."

but we quickly learnt from our mistakes and were able to formulate a great team with the diverse

facilitate meeting the needs of HR, "Some products are developed in-house by the CLP Innovation team, with

to realise this goal. In terms of recruiting the

system enables all kinds of office operations to be automated and visualised from a single user interface.

Actual energy consumption can be compared with

this goal.

the historical data, and by leveraging machine learning (ML), the system can then make automated

these ideas to life and roll them out to workplaces

adjustments based on external environmental factors

great across Hong Kong and the Greater Bay Area.

such as the ambient temperature and historical usage.

We speak with Serena Pau, Head of Products

Moreover, the platform can also provide forecasts on

and Vincent Chow, Head of Marketing at Digital

expected energy consumption in the office."

Products, CLP Innovation, to get their take on workplaces of the future that help save HR time,

Pau added, "Many organisations are hungry to go

money and staffing, as well as increase engagement,

green and become more sustainable, but they don't

retention and workplace safety to boot.

know exactly how to do this or where to go to get help with this journey. When HR wants to enhance their

44 HR MAGAZINE SPRING 2021

HR TECHNOLOGY

sustainability efforts but only have a small team to

issue reminders and deliver training programmes

Chow added, "COVID-19 influenced human resource

help achieve this, it can be challenging. This is where

to highlight the importance environmentally and

management profoundly. HR now has to manage

SEC can help in terms of sustainability solutions,

financially of saving energy. Frequently, when

effective zoning or workspaces and take measures to

for example, through heating, ventilation and air

energy-saving tips get forgotten, they may also find

maximise social distancing in the office—especially in

conditioning (HVAC) system optimisation. We use

themselves walking around the office and turning

co-working spaces. The smart solution offers a desktop

automation to improve HVAC systems to give HR the

off lights and monitors that are not currently being

workstation solution that helps HR more easily

best set points—that fit with the current weather and

utilised. Chow said, "With smart energy platforms,

manage different office areas, and how many users are

utilisation rates etc."

instead of manual 'patrols' and endless stickers

allocated to each area at any given time to help space

and memos to remind staff to turn off lights and

out utilisation as far as possible."

Reducing downtime

monitors and printers, the whole operation is now

The platform can also leverage ML to provide

automated, which not only saves energy and costs

Platform mobility

predictive analytics concerning office equipment

but also frees up time for HR to focus on more

Recently, there has been a significant flux in how

maintenance and repair. Chow explained, "Instead

strategic tasks."

offices utilise their existing workplaces, many shifting

of waiting until something has actually broken down,

to co-working, open plan and hybrid models. Coupled

then waiting for the repair team to assess the repair,

Pau echoed these sentiments, "Optimising office

with budget limitations, this has led to a degree of HR

order parts and make good the repair; now the platform

systems for efficiency helps organisations save

concern over migrating such systems to a new office

can predict when an item is approaching the end of its

resources, reduce carbon emissions and achieve

and up/downscale them in line with the organisation's

usable lifespan and be programmed to schedule repair

long-term

it

current needs. Chow explained, "In Hong Kong, the

and maintenance at a convenient time, avoiding any

brings talent efficiencies; with an entire-building

majority of office spaces are under rental contracts,

downtime and business interruption."

optimisation, HR could save 40 – 50 person-days

so investment in any workplace installations needs

every year. And once these days are freed up, talent

to be carefully considered in case there is a need to

Pau noted, "The predictive maintenance product,

can focus on more meaningful and value-add tasks

move office. Now because the technology adopted is

Building Scope, collates all building management

such as reporting and innovating."

more mature and leverages the Internet of Things,

sustainability

goals.

Moreover,

nearly all devices can be wirelessly connected, which

system data and uses AI to predict when machines are likely to break down. Doing this not only helps

ROIs for Smart Office Solutions

is completely non-invasive—so cost-effective and

schedule maintenance at off-peak times, but also

Chow noted, "Not only can workforce operations

completely mobile should later migration be required."

eliminates the need for engineers to go searching for

be enhanced as HR has better control and visibility

leakages, as they will know before exactly what the

of power consumption and utilisation in the office,

So, for organisations looking to re-size, move and

issue is and where to go to repair it. The ROI on this

but the system also brings huge savings in terms of

enhance operational efficiency, adopting smart energy-

can be realised in about 18 months."

energy and more efficient utilisation of workspaces.

management technology is undoubtedly a smart move.

So overall, HR can optimise their resources in the long

Bringing energy, staffing, time and cost savings, in

Help with people management

run." Pau noted, "The HVAC optimisation can achieve

addition to helping organisations achieve sustainability

Traditionally, HR has been tasked with ensuring the

savings of 20 – 25% each year, which will be realised

goals, this SEC platform helps HR better power both

workforce remain aware of energy-saving, and often

within the first year."

their people and their workplaces of the future. n

45

HR TECHNOLOGY

Transitioning to HRMS Is your job still safe in HR?

There are multiple factors at play regarding getting your HR management system (HRMS) up to speed. Florence Mok, Managing Director, North Asia, BIPO, gives tips on smoothly transitioning to digital cloud-based HR systems, the multiple benefits it brings HR and why HR does not need to worry about losing their job to tech.

M

ok is no stranger to managing HR across borders in multiple directions as she oversees the entire

North Asia region for BIPO, including Hong Kong, Macau, Japan, South Korea and Taiwan, among the 16 countries that the Group has a presence in. Drawing on her in-house experience in HR leadership and HRBP roles across multiple industries, including technology, utilities, logistics and chemical sectors, Mok believes HR has a vital role in empowering the lives of their talent teams.

She noted, "With the right support in place, including data analytics, process automation and digitalisation, HR can successfully lead happy, motivated and productive teams to support business growth." She added, "When it comes to data analytics, HR can leverage a massive amount of data to support strategic decisions. It's also vital to check the accuracy of this data, as it will underpin an entire range of HR initiatives, including how to recruit and retain the best talent."

As an HR professional, it's imperative to be constantly learning to equip yourself to create greater value for the organisation.

Florence Mok, Managing Director, North Asia, BIPO

46 HR MAGAZINE SPRING 2021

HR TECHNOLOGY

3 biggest HR challenges

Contactless staff check-in systems BIPO has its headquarters in Singapore, and owing to the demand during the pandemic; the organisation immediately launched its 'BIPO Safe Entry'

1. Globalisation of HR solutions

contactless check-in for employees in Singapore. Mok explained, "The Safe

The first HR challenge is dealing with the globalisation

Entry system uses advanced technology combining both facial recognition with

of HR solutions. Mok noted, "With most MNCs needing

contactless temperature scanning tools, and facemask detection features to help

to implement HRMS globally, the challenge comes in

keep everyone safe and seamlessly support contact tracing efforts." In addition

finding a global solution that can fit all the local country

to on-site monitoring and security, the system also features real-time employee

regulations, requirements and market practices. This

attendance records, contactless door access, multiple language capabilities and

is especially true for time and attendance and payroll

all the attendance records integrate with the HRMS. Mok added, "This real-time

solutions, which need to be carefully tailored to each

integration into the HRMS platform allows HR managers to track staff attendance

market. To help close this gap, HR must source a reliable

against the roster planning. We are planning to extend this solution to other

local HRMS with proven integration, which affords both

countries, including Hong Kong, from Q2 onwards.

a globalised and localised approach.

2. Resistance to change The second HR challenge is resistance to change. Mok said, "In this age of automation, many HR professionals fear that as technology uptake increases, this may one day take over their role. With the uptick in robotics, AI, and machine learning, humans' entire lifecycle and work culture have undergone a rapid and dramatic change.

There is no doubt; these technological advancements will gradually take over many transactional HR jobs.

From an HR perspective, it's vital to think in terms of value creation for the organisation and how HR can contribute to business success. However, I do not believe all these processes can be completely replaced by technology and HR teams will always play a critical role in selecting the best solutions for their organisations." She added, "As an HR professional, it's imperative to be constantly learning to equip yourself to create greater value for the organisation. Just because a company decides to outsource a payroll function, the original payroll team member can still bring additional value to the company by refocusing their roles on C&B data analysis to become a C&B expert who can support company growth."

3. HR data security The third HR challenge is ensuring data security. Mok noted, "The HRMS platform chosen is critical. HR needs

Built-in facial recognition technology enables companies to capture real-time data

to ensure that the cloud security of their selected platform

when employees arrive at their place of work. They now have the option to clock-

is robust enough for protecting sensitive personnel data

in on arrival at the company’s premises based on a specific Wifi-tethered login,

and whether the vendor can offer automated online

through GPS login when working from home, or a combination of both for hybrid

payroll solutions linked to the centralised employee

working arrangements.

dataset." She added, "HR should also pay attention to which cloud solution vendor they're using. The big three

Data privacy is critical when handling employee records. HR should ensure that

that, in my opinion, are considered most reliable in the

employees have given express consent to the collection, use, and disclosure of their

market are Microsoft Azure, Amazon and AliYun, who

personal data for purposes connected with their employment. Data collected for

can all provide highly-security triple-firewall protection,

record attendance is for due diligence, enabling companies to carry out its duty of

and redundancy backups for that data."

care towards its employees.

47

TECHNOLOGY HR FEATURES

Transitioning legacy systems

Tips to ensure compliance across GBA

When transitioning legacy HR systems, Mok noted that the critical things for HR are effecting the change management as well as the digital transformation itself.

Employment contract—as an employer, the

She said, "Before any transition, it's important for HR

company

first to step back and think about the key purpose and

they want the employment contract to be

objectives of the transformation. Define the benefits

attributed to the Hong Kong or GBA entity.

that the change will bring and the value-add to the

This consideration will affect whether the

organisation and have the best methodology in place

employment contract will be governed by the

to support employees through the process." She added,

employment laws of Hong Kong or those of

"Within this change framework, HR should facilitate

Mainland China—both being quite distinct.

constant communication at all levels that is cascaded

For example, it is much more challenging to

down across the organisation to ensure all team

terminate any employment contract in the GBA

members better understand the objectives behind

than in the Hong Kong SAR.

must

always

consider

whether

the change and the key benefits and savings it will bring into each team and the organisation as a whole."

Cultural differences—even within the same country, communication and language barriers

Any system change is not just limited to HR-related

exist in different regions. These present a

topics; there's always an element of selling the idea

common challenge to employees when they

that needs to accompany the change. Mok highlighted,

work across the region. HR teams have the

"During change, building the organisational brand

responsibility to ensure that employees are

image is also an important factor. Companies

mentally prepared to cope with these cultural

using antiquated legacy HR systems, where it's not

differences. It is a good idea to introduce the

even possible to provide a mobile app solution,

team concerning the local work culture in which

may portray the image that the company is very

they will be carrying out their duties

outdated. To help attract and retain the younger generation, who are heavy mobile users, bringing

Taxation system—HR needs to consider whether

app-functionality to HRMS is a benefit, which can

employees should be taxable in the Hong Kong

further assist successful change management."

SAR or the GBA, especially for income generated from the GBA. Where employees are under

Cross-boundary compliance

employment with a Mainland China entity and

The HKSAR Government is putting significant effort

have worked in Mainland China for over 183

into boosting mobility across the Greater Bay Area

days, they have a high possibility of triggering

(GBA). Mok noted, "The Government has been

liability for Mainland China individual income

really supportive and creative in helping facilitate

tax. It is essential to keep proper records of

new opportunities, especially for young talent in

exact working times and number of working

Hong Kong to pursue their career throughout the

days to ensure the company remains compliant.

GBA. While this creates some amazing talent and business opportunities for HR, it also creates a few

Social Security—employees employed under

compliance headaches in dealing with employment

Mainland China entities should be enrolled in

rules in the different jurisdictions, with several key

the local social security scheme, which is very

areas to be mindful of."

different from the Hong Kong SAR MPF system.

Before any transition, it's important for HR first to step back and think about the key purpose and objectives of the transformation.

As an employer, it is crucial to be apprised of local labour laws and changes to such over time.

This is even more important when dealing with employees who frequently relocate across the GBA. The four areas above are for indication purposed only, and it is essential to get professional advice in all these areas. Staying compliant, staying flexible and ensuring staff are well prepared for mobility will pay dividends in terms of better business, better talent retention and better employer branding to attract new quality hires across the GBA on an ongoing basis. n

48 HR MAGAZINE SPRING 2021

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HR LEGAL

Hong Kong's COVID-19 Vaccination Programme Employer Considerations

By Matthew Durham, Registered Foreign Lawyer, Gall

T

he Hong Kong Government has commenced implementation of its COVID-19 vaccination

programme intended to cover all Hong Kong residents across the territory. Vaccinations are offered free of charge with the stated aim of safeguarding public health and allowing further easing of restrictions and a gradual return to normal life and activities. At this stage, the rollout is prioritising the vaccination of individuals within vulnerable and high-risk groups, such as the elderly and healthcare workers, but should extend to all groups during 2021.

The vaccination programme raises some important questions for employers in terms of protecting their personnel, workplaces and businesses. In particular, can an employer require an employee to have a vaccination?

For many people, the rollout of vaccinations is seen as a breakthrough in the fight against the virus and a big step towards a confident return to normality, with demand for jabs outweighing immediately available vaccine stocks. Equally, however, some people say they are unwilling to receive the vaccine, with one report suggesting that up to 40% of Hong Kong residents could refuse this opportunity. The reasons for this are diverse, including religious beliefs, concerns about how the vaccines have been made and tested, and fear of side effects or adverse impact on other medication. A recent report that a chronically ill woman who had received the Sinovac vaccine died after suffering a stroke may fuel such concerns, even though it remains unclear whether the fatality was in any way related to the COVID-19 vaccine.

50 HR MAGAZINE SPRING 2021

HR LEGAL

Can you require an employee to be vaccinated?

There is no clear and absolute right for an employer to insist that an employee is vaccinated. While employees are obliged to follow the lawful and reasonable direction of their employer, it is not clear whether such a direction would be deemed reasonable. As noted above, employees could provide a number of reasons against the vaccination programme, which is a sensitive area. This potentially could include an argument that forcing them to be vaccinated is a breach of their human right of self-determination.

Similarly, although employers have a duty at Common Law and under the Occupational Safety and Health Ordinance to provide, as far as reasonably practicable, a safe working environment for employees, there is no guarantee that enforcing COVID vaccinations would be deemed reasonable for this purpose, this is perhaps more likely in the context of hospital and health workers, or for employees in other businesses requiring frequent and close proximity with others, but it remains highly sensitive and potentially contentious.

In the UK, the National Health Service (NHS) is focusing its efforts on communicating with staff members who refuse to have the vaccine. The aim is to understand why individuals do not want to have the vaccine, communicate clearly the benefits of doing so, and dispel any misconceptions. The emphasis is on persuasion. A video has even been released of Queen Elizabeth II in discussion with health officials, describing the vaccination procedure as painless and urging others to have the vaccine.

Gall's recommendation, therefore, is that while employers can encourage employees to get vaccinated and advocate the benefits of doing so for the workforce as a whole, they should also be sensitive to individual concerns and ultimately not seek to force employees to do so.

Risk of discrimination The protections under Hong Kong's anti-discrimination legislation include protection against discrimination on the basis of pregnancy and disability. The definition of "disability" is very broad, including medical conditions and the presence in the body of organisms causing, or capable of causing, illness or disease.

Accordingly, employers should be cautious about how they treat employees who refuse to be vaccinated and potential hires who have not been vaccinated.

Data privacy considerations Employers will also need to take data privacy into account and comply with the requirements of the Personal Data (Privacy) Ordinance if they intend to track which employees have (and have not) been vaccinated or otherwise collect, store or process information relating to the vaccination of employees. This would include informing employees about whether they are required to provide information and ensure that any information provided is held securely and kept up to date.

Final thoughts Companies will undoubtedly be eager to benefit from the vaccination programme to protect their businesses and keep their personnel and workplaces safe.

However, employers should consider carefully the specific legal issues and the sensitivities and concerns of individuals which may arise when deciding their own strategies in this regard. In addition, Gall recommends keeping a close eye on government guidance and updates as the programme is rolled out. n

51

HR BOOKS

HR Books

Leading from Home: The Legacy of Lockdown

By Tim Johns Tim Johns is a British author and communications expert who has advised leading UK firms on how to use a ‘Four Cs’ approach (Coaching, Communication, Change and Consultancy) to simplify tasks, humanise organisations and give staff the confidence to see things differently. His new book ‘Leading from Home’, is great reading for leaders who are navigating the challenges of running their business during the lockdown and beyond.

The Day Tomorrow Said No: The Discovery That Forever Changed the Future and How We Work

The world of work was entering a turbulent period long before the pandemic

By Bill Jensen

came along. The signs of change and the megatrends were already there, and the COVID-19 crisis merely accelerated them. The employment landscape,

Bill Jensen’s ninth book is an effortless read, beautifully illustrated in

along with many other aspects of life, is forever changed, so working from

comic strip style, which makes HR life that bit more manageable, making

home will continue to play a significant part in our lives in the years ahead.

it easier to do great work and leap into tomorrow’s workspaces. Bill founded The Jensen Group in 1985, and his book distils over 30 years’

Leading from home is not the same as leading from an office and it calls for

research, and over 1 million talents surveyed, in how work gets done.

new behaviours and new attitudes. Before leaders can learn to lead from home, however, they need to learn to lead themselves. In this short and punchy

The book helps leaders translate digital transformation into people

book, Johns outlines the challenge of leading your team through this digital

transformation. Through a highly relatable story, the book helps guide

transformation and sets out some ideas to help.

HR and business leaders towards a better future way of working based on three types of leaders: breakers, builders and believers.

Tim Johns said, “This is a slim volume despite the fact that it covers a lot of ground. It’s a short book because many business books are simply too long. And no one enjoys struggling through long drawn-out books.” Johns continued, “Many business books are little more than one or two big ideas padded out with interviews and case studies that stretch the original premise almost to breaking point. You don’t want that. What you want is something that is to the point and easy to read.”

Johns’ mission is to make you think differently and challenge your assumptions, working from the standpoint that past experience alone won’t help you to get where you need to go. The book will broaden the outlook of leadership teams and help them find a better way forward in our much-changed world.

52 HR MAGAZINE SPRING 2021

HR CLASSIFIEDS

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

Legal / Employment Law / Tax MICE Venues / Event Organisers Photography / Videography Recruitment / Executive Search / Staffing / Outsourcing Retail

Relocation / Logistics Serviced Apartments / Hotel Staff Benefits

59 60 60 60 61 61 62 63

BUSINESS PROCESS OUTSOURCING BangMang Group established in 2007 and provides Full-service HR solution.

As of 02.2019, 163 branches have been deployed and covered over 300 cities in China. In the past 10 years, over 10,000 companies and 300,000 employees choose BangMang as their strategic HR partner. BangMang is dedicated to power business success with extraordinary HR.

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

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

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

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

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

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

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

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

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

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

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HR CLASSIFIEDS

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

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

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

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

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

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

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

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

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

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

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

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

CONSUMER GOODS

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

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

EDUCATION / CORPORATE TRAINING

54 HR MAGAZINE SPRING 2021

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

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

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

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

HR CLASSIFIEDS

As a trusted international organisation and a global leader in English training, the British Council has over 70 years’ experience in English assessment. We develop and deliver English language programmes for businesses in Hong Kong.

Aptis, British Council’s English testing tool, is a robust four skills test used by corporate businesses, government organisations and educational institutions.

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

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

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

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

•

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

• • •

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

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

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

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

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

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

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

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

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

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

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

55

HR CLASSIFIEDS

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

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

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

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

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

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

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

H.R. Solutions specialises in training in leadership, performance management, sales and general skills development including negotiating, project management, presentation skills and communication skills. We are official partners of Think on your Feet® and engage-universe, and accredited DISC and MBTI® facilitators.

Based in Hong Kong, we work regionally with local languages delivery as required.

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

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

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

EMPLOYEE WELL-BEING / INSURANCE

56 HR MAGAZINE SPRING 2021

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

HR CLASSIFIEDS

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

Major Compare 1/A, 128 Wellington Street, Central, Hong Kong 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

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

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

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

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

FINANCIAL SERVICES

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

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.

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HR CLASSIFIEDS

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

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

Atrium HR Consulting.

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

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

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

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

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

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

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FLEX Human Resources Unit 705, 7/F, Tamson Plaza, 161 Wai Yip Street, Kwun Tong, Hong Kong

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 CLASSIFIEDS

HR TECHNOLOGY SOLUTIONS

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

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.

BIPO C1, 22F TML Tower, No. 3 Hoi Shing Road, Tsuen Wan, New Territories, Hong Kong Florence Mok: Tel: (852) 3643 0295 Email: florence.mok@biposervice.com https://www.biposervice.com/

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.

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

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

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

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

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

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

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

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

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

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HR CLASSIFIEDS

LEADERSHIP DEVELOPMENT 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.

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.

Management Development Services Limited Room 1701–3, Kai Tak Commercial Building, 317–319 Des Voeux Road Central, Sheung Wan, Hong Kong Tel: (852) 2817 6807 Fax: (852) 2817 9159 mds@mdshongkong.com www.mdshongkong.com

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

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

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

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

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

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

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

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

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

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

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

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

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.

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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

HR CLASSIFIEDS

MICE VENUES / EVENT ORGANISERS

AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, 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

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.

Rockbird Media https://rockbirdmedia.com/

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

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

PHOTOGRAPHY / VIDEOGRAPHY

RECRUITMENT / EXECUTIVE SEARCH / STAFFING OUTSOURCING

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

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

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

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

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

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

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.

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

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

Frazer Jones 1918 Hutchison House, 10 Harcourt Road, Central, Hong Kong Tel: (852) 2973 6737 info@frazerjones.com frazerjones.com

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HR CLASSIFIEDS

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

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

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

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

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

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

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

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

RETAIL

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

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

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

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

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

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

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

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

RELOCATION / LOGISTICS

62 HR MAGAZINE SPRING 2021

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

HR CLASSIFIEDS

SERVICED APARTMENTS / HOTELS

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

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.

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

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

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

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HR CLASSIFIEDS

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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