Page 1

HR Magazine 2017 WINTER




Think bold. Think disruptive. Think Deloitte Leadership. Executive Readiness. Transformational Leadership. Building Future Leaders. Innovations in Leadership The Fortune 500 is constantly changing. As companies face constant challenges posed by new technologies and new competitors, leadership becomes the key to ensuring survival. In fact, effective leadership drives real business results, with higher revenue per employee and higher gross profit margins. With more than two decades of research and expertise on business transformation and executive assessment and development, Deloitte Leadership unlocks the power of leadership. By identifying executives who are ready to achieve exceptional results, helping to accelerate the development of transformational leaders and building strong leadership pipeline’s, the team at Deloitte address the complexity and change facing both organisations and leaders with a unique approach that is grounded in evidence and decades of business insight. Let us help you to become one of the exceptional few. Get in contact today via

Š 2017. For information, contact Deloitte China.


IN THE NEWS Humans 1 : Bots 0. As organisations rely more heavily on automation to streamline their recruitment processes, new data shows that speed and the human touch are necessary to build a genuine connection with prospective talent (page 4). Human qualities feed into other aspects of HR, as openness, respect and care are highlighted by Aon’s top employer awards as the common characteristics that make a company great to work for (page 8). In International News, research from AXA sheds light on how to build a truly global workforce. With an increasing number of employers noticing that staff accept assignments abroad while they continue to live at least partly at home, mass relocation could become a thing of the past (page 10).

COVER STORY It is nothing new to HR that staff are working differently to how they did only five years ago. With technology being ubiquitous and employees increasingly valuing flexibility, companies are looking into ways that allow their people to get the most out of their time at work. We examine introspection by HR as they carefully look into the way their workforces operate and determine the best way forward (page 18).

OTHER STUFF Compelling EVPs are critical to attracting the best talent. We examine how HR can leverage good data collection practices and great communication to build, measure and evaluate the effectiveness of their organisation’s EVP (page 24). Recruitment and retention was the focus of the HR Magazine conference this quarter, with advice ranging from small and inexpensive tips, to rebuilding the way entire organisations think about their pensions (page 28). Enjoy...

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

HR MAGAZINE EDITORIAL Publisher & Editor-in-Chief Paul Arkwright Editors Nicholas Parker Sam Cope No part of this publication can be reproduced without consent from the Publisher. Copyright of all material is reserved throughout the publication. Contributions are welcome but copies of work should be kept, because HR Magazine takes no responsibility for lost submissions. The views, conclusions, findings and opinions published in this magazine belong to those expressing such, and do not necessarily represent those of the Publisher or editorial team.

Staff Writers Kaylee Morrison Allan Hunnicutt ART & GRAFT Designer Brian Hau Photographer Chester Castro Ian Zuniga

EDITORIAL ENQUIRIES Paul Arkwright Tel: (852) 2736 6318 ADVERTISING & SPONSORSHIP Aakash Ramesh Tel: (852) 2736 6339 Terry Logan Tel: (852) 2736 6339 PHOTOS & IMAGES Freepik (Background, Dooder, Evening_tao, Fanjianhua, Iconicbestiary, Ijeab, Jannoon028, Pressfoto, Xb100)

SUBSCRIPTIONS Karen Sacay Tel: (852) 2736 6375 Fax: (852) 2736 6369 PUBLISHED BY Excel Media Group Ltd. Unit 101 Fourseas Building 208–212 Nathan Road Jordan, Kowloon Hong Kong PRINTED BY Paramount Printing Company Limited 1/F, 8 Chun Ying Street Tseung Kwan O Industrial Estate Tseung Kwan O, NT Hong Kong


04 11 18 HR NEWS


04 07 09 12 14 16


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

Better brand... better talent


Recruiting & retaining the brightest talent Healthcare 2020 —Inside stories on medical careers in Hong Kong





The way people work —how HR can better empower employees

Training to go





The HR Techvolution

Just Listen Dual Transformation Creative Change





Temporary Hong Konger

HKMA Award for Excellence in Training and Development 2017: winners





APAC companies must reasses how data is stored

HR Classifieds


Local companies place higher value on Chinese language In Hong Kong, Q3 2017 saw a seasonal dip in jobs, quarter-on-quarter. This is consistent with trends across the APAC region, which usually sees a small decline in job numbers just after June. Interestingly, Hong Kong also saw a 4% increase in the number of job seekers, which recruitment consultancy Morgan McKinley attributes to a growing number of expat professionals looking to move on from their current roles. There is a growing sentiment that hiring managers are increasingly looking to

local talent, with local knowledge, connections and language skills being seen as drivers of business. Richie Holliday, Chief Operations Officer, Morgan McKinley Asia Pacific commented, “Much has changed in the last decade. Hong Kong today is a tough job market for anyone not fluent in Cantonese or Mandarin.” This has had a knock on effect on visas, which have become more difficult for foreigners to acquire as the skill sets of native Hong Kongers become broader.

Candidates prefer shorter hiring processes Recent research by Randstad has suggested that 92% of job seekers in Hong Kong prefer a hiring process that takes fewer than six weeks. In addition, the majority of the survey respondents (67%) expected any recruitment process to take between two and four weeks. How long should the ideal recruitment process take from first contact to job offer? (%) Respondents 2 to 4 weeks


4 to 6 weeks


6 to 8 weeks


Over 8 weeks


The research also found that a staggering 89% of job seekers would be unwilling to accept a job offer if the recruitment process lasted for longer than eight weeks, and that most

candidates preferred a process that was people-driven. Michael Smith, Managing Director, Randstad Singapore, Hong Kong and Malaysia commented, “Automation helps improve efficiency in many ways along the recruitment process for a value-added experience. However, this research makes clear that HR needs to be flexible and balanced in the way they engage with candidates to meet their expectations for a more personal experience. When it comes to it, personalisation is the key to success.” He added, “It’s a clear message to hiring managers that more engagement efforts are required in the recruitment process. Automation processes should go hand in hand with the human touch to personalise and improve the efficiency of the hiring process as it is an important decision for job-seekers.”

Health and safety in spotlight as HKBN strengthens its policies

As part of a wider health and safety strategy, Telecoms company HKBN has expanded its work injury compensation policy. Employees who suffer injury whilst performing work-related duties and responsibilities are now entitled to the full payment of their monthly earnings for the first three months of their sick leave. This is a step up from the minimum legal requirement, which caps sick leave pay at 80%. It is hoped that by expanding sick leave pay, employees will be better able to recover and return to the workplace. Windy Wong, Senior Manager (Talent Management), HKBN commented, "We want to look after our workers as part of our core purpose to 'Make our Hong Kong a Better Place to Live'. By embracing a talent-first culture, HKBN believes the right thing to do is to exceed the legal threshold when administering benefits and protection. We uphold a good work-life balance, putting health and family before work. Such initiatives will help boost engagement and ensure stronger retention rates in the future.” On top of this, the company has also strengthened internal health and safety procedures, by providing comprehensive occupational safety training and guidance for all workers. It has also appointed an external professional safety consultant to establish a safety management plan, review the safety measures of its office and operational workflows, and provide further enhancement strategy suggestions.



Smart Hong Kong initiatives creating more job opportunities and higher salaries for IT workers




of Hong Kong CIOs believe the government’s Smart City initiatives will lead to increased job opportunities for IT workers.

think it will lead to an increase in average salaries in the IT market.

find it more challenging to find qualified IT professionals compared to five years ago.

With the Hong Kong government’s Smart City initiatives well underway, new research by Robert Half revealed the impact technology leaders expect the initiatives to have on the sector. According to the research, almost half of Hong Kong CIOs believe Smart City initiatives will lead to increased job opportunities for IT workers—and more than one in five think it will lead to an increase in average salaries for IT professionals. When asked about the potential impact of Smart City initiatives on the IT market, job opportunities are expected to increase foremost within SMEs, with 54% of CIOs in small and medium-sized companies

anticipating a surge in jobs, compared to 28% of CIOs within large companies.   Adam Johnston, Managing Director, Robert Half Hong Kong commented, “The government’s Smart City initiatives are expected to further promote Hong Kong as a globally recognised innovation hub. By further implementing such projects, more jobs are anticipated to be created for IT professionals in the city, while positioning Hong Kong as a global magnet for international IT workers.”   Building a better-connected and more efficient city driven by the latest technology will also create strong demand in the local

IT talent market. As a result of the supply/ demand imbalance within the IT employment market, salaries for IT talent will serve as a primary incentive for companies willing to increase starting pay to secure top talent. Job opportunities are expected to expand, particularly within SMEs. However, despite the ambitious goals of its Smart City initiatives, Hong Kong is currently experiencing a shortage of suitably qualified IT talent. According to the overwhelming majority of Hong Kong CIOs, it is now more challenging to source qualified IT professionals than it was five years ago.

Hong Kong: hiring slightly up in Q4 2017 The 2017 Q4 results of the ManpowerGroup Employment Outlook Survey (MEOS) indicated that for the next three months Hong Kong employers report upbeat hiring plans. With seasonal variations taken into account, Hong Kong’s Net Employment Outlook is up 17%. Hiring prospects are the strongest reported in six years, improving by two percentage points when compared with the previous quarter and by five percentage points when compared with this time one year ago. 20% of the 790 employers surveyed forecasted an increase in staffing levels in Q4 2017, while 3% predicted a decrease. 76% of overall employers surveyed anticipated no employment changes in Q4 2017. The healthy hiring pace is expected to continue in Q4 2017 in the Services sector, with employers reporting a Net Employment Outlook up 21%. Hiring plans remain relatively stable when compared with the previous quarter, and improve by three percentage points when compared with this time one year ago.

Lancy Chui, Senior Vice President, ManpowerGroup commented, “The marketplace is showing signs of entering into a digitisation era across different industries, transforming itself to be higher tech and data driven, and stepping up to increased global competitiveness by developing financial technology (Fintech). This has placed added pressure on an inadequate IT talent pool within the Services sector.” To keep up, the survey shows that employers are focusing on the areas of data analysis, cloud computing and app development. Chui noted, “As such, we expect job seekers will continue to benefit from the positive hiring sentiment. With the Asia-Pacific region representing the world’s most targeted area for cyber attacks, organisations are facing even more complex challenges, not least IT security issues. Cyber attacks not only threaten financial institutions and banking systems but also different enterprises, so we’re seeing increased interest in reinforcing cyber security roles to minimise the

chance of being attacked and leaks of sensitive data.” As such, concerns over cyber security are clearly bringing a knock-on effect on hiring activities in the Services sector.



Cathay cabin crew opt to extend retirement age

Cathay is poised to raise its retirement age from 55 to 60 in the coming years, as a proposal to do so won majority support in an internal ballot. 55% voted in favour of the proposal. Previously, different departments within the airline had varying retirement ages. The company must now fashion a deal with its labour unions so that its financial position is enhanced and staff receive a positive outcome.

However, a spokesperson for the airline commented, “It is clear that different views exist among our people. We are sensitive to the fact that some of our people will view the outcome less positively.” Cabin crew in general found the result encouraging despite the narrow margin of support, according to Vera Wu Yee-mei, Chairwoman, Cathay Pacific Flight Attendants’ Union, who also noted that 81% of flight attendants supported the proposal.

Outrageous resumes rarely pay off Job seekers want to stand out from the crowd, and often think attention-seeking stunts or an embellished resume will do the trick. However, a recent survey from CareerBuilder shows that three in four HR managers reported having caught a lie on a resume, and only 12% of HR managers were more likely to consider calling a candidate that does something unusual or outrageous in for an interview. Perhaps the need to stand out comes from wanting to make every second count. Among human resource managers, who are typically the gatekeepers of which applicants get in front of the actual hiring managers, 39% said they spend less than a minute initially looking at a resume. Nearly one in five spent less than 30 seconds. Rosemary Haefner, Chief Human Resources Officer, CareerBuilder noted, "If crafted well, your resume is one of the most valuable marketing tools you have. In a matter of seconds, it can make or break your chances of moving along the hiring journey with a company.” She continued, “That's why it's important to be proactive with your


resume and avoid embellishments or mistakes. Take advantage of the tools available to you — the worst thing you can do is send a generic copy out to employers and then sit and hope for a response."

A concern raised by younger staff was that promotion opportunities may be harder to come by with a higher retirement age. Wu rebutted, “The survey is bound to generate different opinions, but the bigger issue is we have to stop age discrimination against cabin crew at the company.” The vote enables cabin crew to push for the extended retirement age, with the company looking to finalise details in 2018.


Singapore calls for stronger duty of care between employers and mobile employees The International SOS Foundation, supported by the Singaporean Ministry of Manpower, has called for world leaders to add their e-signatures to a Singaporean declaration in support of the principles of work-related travel safety, health and security for footloose workers. The International SOS Foundation is now seeking further participation from all leaders and professionals to strengthen the duty of care owed to their workforces. The declaration will demonstrate commitment and leadership across all industry sectors, from public and private sector and NGOs, to institutions of higher learning and others. Jukka Takala, President, International Commission on Occupational Health (ICOH) commented, "Taking care of employees is vital, and a workforce should be as well protected during travel or on assignment as they are when working domestically. Increasingly, a robust duty of care programme can act as a legal imperative, protect business continuity

and corporate reputation, as well as attract and retain talent. These are key foundations for all businesses. Organisations of all sizes must make a commitment to put in place appropriate plans and prevention measures.” Laurent Fourier, Executive Director, International SOS Foundation added, "The mobile workforce is growing dramatically and becoming increasingly diverse, creating greater potential risks alongside greater

opportunity. In parallel, businesses are increasingly growing through expansion in established and new locations, from densely populated cities to remote territories. International and regional laws concerning duty of care need to be adhered to and the mobile workforce needs to be protected wherever they are. Not only is a duty of care aimed at individuals, but it can also improve business resiliency and continuity."

ECMs becoming more effective as for HR data management

Platforms that combine data management and HR expertise are invaluable to companies that want to use data to drive their HR functions. As such, Employee Content Management systems (ECMs) are increasingly tailored towards HR professionals looking to centralise employee data. An example of an ECM can be seen in the partnership between data management

company GRM Information Management and HR firm JK Seva Consulting.

data at the click of a button, creating indexed, archived and easily retrieved information.

It is hoped that an effective ECM system will be able to intelligently capture and consolidate all employee data, whether structured or unstructured, into a single, centralised digital platform. By doing this, enormous quantities of unstructured data, like forms and other paperwork, could be converted into digital

Yossi Harel, Executive Vice President, GRM Information Management stated, “We deliver heightened levels of efficiency to our HR clients on multiple fronts, allowing them to focus on optimising other areas of their company’s HR functions. JK Seva’s expertise in this domain is crucial.”



Aon’s Best Employers in APAC Chinese companies becoming world-wide pace setters in the HR sphere.

The awards also revealed the sort of work experience that leads to higher engagement levels. 80% of Aon Best Employers enable a high performance culture, 81% provide their employees with better infrastructure and 85% offer more opportunities for collaboration. There is a clear difference in perceptions of challenge between Best Employers and other organisations. Best Employer CEOs typically named operational efficiency and market factors as the top two challenges impacting the organisation's ability to succeed. CEOs of other organisations chosen were instead more likely to highlight people issues as a headwind. Providing a strong workplace culture therefore allows the C-Suite to direct greater attention toward other business priorities. Peter Zhang, Global Partner and Greater China CEO, Aon Hewitt said, "There are four key

In line with the 'Invented in China' strategy, Chinese companies have moved beyond the trial period of overseas investment and shifted to become world-wide pace setters. Wanhua Chemical Group in particular has been praised for its cutting-edge HR practices. The organisation is noted for effectively attracting, engaging and retaining top talent in R&D by providing them with the platform to grow, receive performance-based incentives and enjoy a people-oriented culture that respects and cares for scientists. Leading companies also endeavoured to blaze the trail by creating an attractive workplace for young employees. Communicating with Millennials through open and multiple channels, shaping an innovative and caring culture, and listening to their feedback throughout the year were particularly successful strategies. Aon cited Starbucks China as a firm which excelled at this, offering a warm and welcoming working place for its workers and extending care programmes to their parents. As a result, Millennial employees were more highly engaged.   Businesses were also lauded for focusing on localisation and improving efficiency and effectiveness throughout their organisations. Becton Dickinson Medical Devices was praised for offering local talent executive coaching, ensuring that Chinese talent was well-represented in global leadership.


themes this year—the economy of China is recovering; the economy is reaching a turning point; Millennials are becoming a majority in the workforce; and Chinese companies are entering a brand-new era of globalisation." Vikas Verma, Director (Talent and Performance), Aon Hewitt added, "The digital era is opening up a great opportunity to seamlessly listen to employees across the talent life cycle in order to provide the promised people experience. However, this transition to continuous listening is not about another technology implementation. It's a paradigm shift in listening and responding to employee experiences in near-real-time. For this to positively influence employee engagement, organisations must drive more empowerment and development of their people managers—as we see in this year's Aon Best Employers."  

The Aon Best Employers 2017 Organisation




AIA China

Best Employer China

S P Setia

Best Employer Malaysia

Baxter (China) Investment Co., Ltd

Best Employer China

DBS Bank

Best of the Best Employer (Singapore)

Becton Dickinson Medical Devices (Shanghai) Co., Ltd.

Best Employer China

American Express International, Inc

Best Employer Singapore

DHL Express Singapore

Best Employer Singapore


Best Employer China

FedEx Express Singapore

Best Employer Singapore

HNA Holding Group Co., LTD

Best Employer China


Best Employer Singapore

The Ritz-Carlton, Millenia Singapore

Best Employer Singapore

McThai Co., Ltd

Best of the Best Employer (Thailand)

Advanced Contract Center Co., Ltd.

Best Employer Thailand

Infinitus (China) Company Ltd

Best Employer China

McDonald's China

Best Employer China

MSD China Holding Co., Ltd

Best Employer China

Novartis Group (China)

Best Employer China Best Employer China

Advanced Info Service Public Company Limited

Best Employer Thailand

Shanghai Disney Resort Starbucks (China) Co. Ltd.

Best Employer China

DHL Express Thailand

Best Employer Thailand

Taikang Pension & Insurance Co., Ltd.

Best Employer China

Fitness First (Thailand) Ltd.

Best Employer Thailand

The Ritz-Carlton Hotels, China

Best Employer China

Food Passion Co., Ltd.

Best Employer Thailand

Wanhua Chemical Group Co., Ltd.

Best Employer China

Mitr Phol Bio Fuel Co., Ltd.

Best Employer Thailand

Eco World Development Group Berhad

Best of the Best Employer (Malaysia)

Mitr Phol Sugar Mill (Kalasin)

Best Employer Thailand

American Express (Malaysia) Sdn. Bhd.

Best Employer Malaysia

Panel Plus Co., Ltd.

Best Employer Thailand Best Employer Thailand

Cisco Systems (Malaysia) Sdn. Bhd.

Best Employer Malaysia

SAP Systems, Applications and Products in Data Processing (Thailand) Ltd.

DHL Express Malaysia

Best Employer Malaysia

Tesco Lotus

Best Employer Thailand

Best Employer Malaysia

The Siam Cement (Kaeng Khoi) Co., Ltd.

Best Employer Thailand

FedEx Express

Best Employer Thailand

Gerbang Alaf Restaurants Sdn. Bhd.

Best Employer Malaysia

Toyota Motor Thailand Co., Ltd. Phyathai  Hospital

Best Employer Thailand

OCBC Bank (Malaysia) Berhad

Best Employer Malaysia

American Express Company, DHL Express Asia Pacific, FedEx Express Asia Pacific and McDonald’s APAC were also recognised as Regional Best Employers 2017 for Asia Pacific.


CEO salaries not aligned with performance A recent report has suggested that only a few Singapore-listed organisations offer long-term incentive plans for their chief executives, while there is ‘significant misalignment’ between firm’s profitability and the boss’s pay. In an annual report by Korn Ferry Hay Group, it was found that only 11% of Singaporean firms provide long-term incentives for top executives, with median total pay at SGD 625,000 (HKD 3.5mil) for the 2016 financial year. This figure only changed a little compared to the previous 12 months. The survey studied CEO remuneration data from local Singapore firms between 1 May 2016 and 30 April 2017 this year in nine sectors, which include commerce, construction and manufacturing. It also compared the findings with the result of its study of CEO compensation at the top 300 largest US-listed companies. Executives in the United States received total direct compensation of USD 12.5 million (HKD 97 million) in the 2016 financial year, up 4.2% from the previous year. The rise in the

total compensation, which includes salaries and bonuses, was greatly influenced by the rise in grant-date fair value of long-term incentives. The study noted that the long-term incentives at US firms were by far the largest component of CEO pay, representing two-thirds of their total direct compensation. Meanwhile, 31% of Singaporean firms did not pay bonuses for their CEOs in the 2016 fiscal year, while 21% paid them despite suffering from losses. Almost 70% of companies that offered long-term incentives were large firms; the other 19% were medium-sized, and 5.2% were small ones, while Catalist companies made up 6.2%. The report also noted that there was significant misalignment between a company’s profitability and its CEO pay, owing to findings that about a third of the firms surveyed said they paid higher amounts of bonuses in 2016 than in 2015, although profits were generally lower. A senior client at Korn Ferry Hay, Mr Kevin Goh, stated that remuneration committees

need to address the greater scrutiny from corporate governance activists that indicated more emphasis on pay-for-performance and sustainable performance in the long term. Goh added that having long-term incentive plans will emphasise the point that top bosses must see the need to balance both the short and long-term sustainability of their organisations.

References more useful than interviews A new report by Checkster has revealed the biggest myth held by many senior people in talent acquisition—that interviewing is the best way to predict future employees' performance. The report The biggest myth held by talent acquisition professionals and why it holds them back used hard data to prove the myth wrong, and provides insights that help talent acquisition leaders to boost their careers. Yves Lermusi, CEO, Checkster stated, "In a rapidly changing world, experience can be a liability. So can mistaken preconceptions. Interviewing is far from the best way to predict performance and avoid bad hires, especially in comparison to digital reference checking." Some leaders do not think asking for a reference will provide value because they have tried so many times before with poor results. The world, however, has changed. Reid Hoffman, LinkedIn Founder said, "Employers put too much weight on interviews, and too little weight on references. If you told me, 'pick one—you can either get references or an interview’, I would pick references any day of the week."



Global mobility critical to success International commuters leverage greater future prospects

• New research from AXA reveals 98% of big businesses surveyed say a globally mobile workforce is important, with a third saying it is critical to their success • But staff working abroad want increased flexibility with three-quarters of employers saying people want to commute internationally and continue living at home • Those working internationally reap the rewards with many workers boosting earnings and career prospects Despite the unstable economic climate, unexpected political change and the impact of technology on societies, the world's biggest companies still view a flexible and globally-mobile workforce as key when it comes to building a successful business, according to new research from AXA. The study revealed that 98% of employers see a globally-mobile workforce as important to achieving their objectives with a third believing it to be critical. More than half of the businesses questioned said sending staff on global assignments has improved the performance of their international operations and 44% said it improved employees' skill levels. However, the research revealed that while employers see working internationally as key, their staff do not necessarily want to move permanently to another country. Three-quarters of employers surveyed said there is a trend of staff accepting jobs based abroad while they continue to live at home —becoming international commuters. More than a third of firms said staff increasingly want to work abroad on short-term contracts and commute from their


98% Employers who see a globally mobile workforce as important to achieving their objectives

38% Staff who wanted to work abroad on short-term contracts and commute from their home country

home country, with 27% saying that staff do not want to relocate permanently. The rewards for working internationally do, however, appear to make the commute or relocation worth the effort. The majority of staff working on international assignments said they took global placements to gain higher pay and benefits with 47% saying they took roles to gain accelerated career development and improve their skills. Tom Wilkinson, CEO–Global Healthcare Team, AXA stated, "Having an international workforce is critical for businesses that want to capitalise on the huge opportunities available in our global economy.” He continued, “While we read much about economic and political uncertainty in some countries, the reality is that businesses that take a global outlook are able to flex their operations to take advantage of growth markets wherever they may be.” While the Internet and improved communications technology has made it easier for businesses to work globally, the key differentiator remains the talent of the people

27% Staff who do not want to relocate permanently

that organisations employ. Taking a flexible approach to pay and benefits that allows staff to remain connected to family and home while also accelerating their careers and creating commercial value for their employers is vital if international assignments are to succeed. The need to get the right people for international assignments may partly explain why big businesses are willing to be more flexible with staff around how they structure international assignments and pay and benefits packages, but the survey reveals that these postings come at a price for employers. On average, the firms surveyed said it cost them USD 50,267 over and above an employee's base salary for each staff member they have working abroad, with three-fifths of employers saying pressure to manage international assignment costs has increased in the past five years.


AI to replace 10% of jobs this decade

AI is expected to replace nearly 10% of jobs in 10 years. Allegis Group recently surveyed more than 300 HR professionals—senior-manager level and above—who reported mixed feelings about AI and its impact on the future of work. 21% of survey participants saw AI as something to be excited about, while 17% saw it as both disrupting and enabling. This comes as some 8% of HR professionals indicated that AI is not being adopted fast enough. Additional findings indicated that just 9% believe AI will displace most jobs in 10 years. We are still in the early stages of understanding how AI will displace old jobs and create new ones. Without question, it will have a major impact on how companies compete for talent and get work done. Innovations in AI will become more and more integral to business success, impacting strategic priorities, technology adoption and, maybe most importantly, the overall evolution of the workforce. Organisations need to understand the implications and have a plan to capitalise on what will be a disruptive force. HR professionals take stock of AI When asked to identify areas of talent management that will benefit from AI, top responses from HR professionals surveyed included training talent, screening talent and workforce planning. However, the top

roadblocks to adoption included budgets needed to upgrade or maintain AI, a lack of people to build or manage AI and training the AI in and of itself. Overall, findings indicate AI will not replace the need for talented professionals; instead, it will change the nature of what they need to do to succeed. Tanya Axenson, Global Head of Human Resources, Allegis Group commented, “When you speak with a person, you trust that she is listening to you, learning from you and sharing with you out of some level of genuine interest." She continued, "But will you fully trust a machine designed to calculate everything you say toward making a decision? Probably not. That's why people will remain essential to the high-trust aspects of HR—closing deals, solving tough employee issues, building relationships and creating the organisational strategy." Rachel Russell, Head of Corporate Strategy, Allegis Group said, "A variety of AI niche solutions are emerging in the talent tech market. Competitive advantage will come from adopting the right set of solutions to automate, augment and enhance the experience." Additional trends regarding the adoption of AI that expand to the market as a whole include:

• Increased demand for AI skills:  While AI is taking on many skills formerly attributed to humans, new jobs will emerge. Likely candidates include AI ethicists to manage the risks and liabilities associated with AI, as well as transparency requirements. Needs will also emerge for AI trainers, and individuals to support data science and the Internet of Things. • Constraints which influence the pace of innovation: Machine learning-driven AI systems require human guidance and programming, and a shortage of skills to provide this guidance may hinder progress. Also, today's AI systems require deep sets of data and information. While data is abundant, it is not always available in pools that can be used to support an AI application. Other constraints include cost, the need for buy-in and adoption, as well as regulation. • New challenges which influence AI's effectiveness: Can AI be prevented from exploiting vulnerabilities in existing data systems or stopped from acting on low-quality data? While these issues, coupled with the impact of failure, product liability, perpetual obsolescence and malicious use are concerns, the research holds that most of these near-term issues will be solved or mitigated over time.

| 11


HR EVENTS November 2017 Organised by

Organised by

SSON 21 – 22

Shared Services & Outsourcing Week 2017 Location: Marina Bay Sands, Singapore Tel: +65 6722 9388 Email:



How to Nurture Junior Staff by Effective Mentoring Location: Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, Hong Kong Website: Contact: Andy Wong Tel: (852) 2837 3814 Email:

December 2017 Organised by Organised by


Great Leaders Change Everything: A trial session to experience how SL® II can help you becoming a Great Leader Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: Email: Tel: (852) 2837 3881



French Chamber of Commerce and Industry

Build a Great Employee Experience @ Work Location: The French Chamber, 18/F, On Hing Building, 1 On Hing Terrace, Central, Hong Kong Website: Contact: Bernard Coulaty Organised by

Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: Email: Tel: (852) 2837 3882 AmCham

26th Annual Human Resources Conference Location: Ballroom, Level 3, JW Marriott Hotel, One Pacific Place, Hong Kong Website: Email:


Location: Hong Kong Website:

Unwired Ventures

Worktech Location: 5/F, Champion Tower, 3 Garden Road, Central, Hong Kong Website:


Organised by


Artificial Intelligence for Enterprise Asia 2017


Location: Amara Sanctuary Resort Sentosa, Singapore


Managing Directors Remuneration for Companies Listed in Hong Kong

Organised by

Leadership Development - Self-Awareness, Skills & Strategies

Organised by

5 Organised by

Oxford Management Centre


Organised by

The Hong Kong Trade Development Council (HKTDC)

Inno Design Tech Expo


Location: HKCEC, Hong Kong Website: Organised by



The 7 Habits of Highly Effective People® Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: Email:



HR EVENTS December 2017 Organised by


Organised by

11 – 12

Situational Leadership: Building Leaders Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: Email: Tel: (852) 2837 3884 Organised by


Qualitative vs. Quantitative Approach to Manage Staff Performance Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, Hong Kong Website: Email: Tel: (852) 2837-3883


Organised by


Enneagram for Leadership Development Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: upcoming-programmes/event/3485 Email: Tel: (852) 2837 3880




Design Gamification 2.0 for Training & Development Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, Hong Kong Website: Email: Tel: (852) 2837-3884

January 2018 Organised by


Women in Leadership Summit

15 – 16

Location: Kuala Lumpur Website: Tel: +65 6589 0650 Email:

18 Organised by


2018 Global Leadership And Innovation Conference Location: HKCEC, Wanchai, Hong Kong Website: Organised by

19 – 20


Thinkertoys®: Business Innovation and Creativity Workshop


Location: HKIHRM, Suite 1503, 15/F, 68 Yee Wo Street, Causeway Bay, HK Website: Email: Tel: (852) 2837 3885

March 2018 Organised by

marcus evans

HR Summit 2018 Location: RACV Royal Pines Resort, Gold Coast, Australia Website: hranzsummit-more/ Email: Tel: +61 2 9238 7123 Contact: Siti Khadija Jaafar


Recruit, engage & develop talent via gamification + digitisation Key topics: • Gamification and organisational effectiveness • Current & future trends • Behavioural psychology & gamification • Resolving engagement crisis in HR through gamification • Examples of gamification in organisations • Recruitment via gamification and AI • Talent development through gamification • Encouraging innovation at work through gamification • How gamification impacts internal communications— particularly to Millennials • L&D with gamification • Aligning employee behaviour with business goals through gamification Location: Cliftons, Central, Hong Website: Tel: (852) 2736 6339 Email: Fee: FREE ENTRY for HR Magazine subscribers Non-subscribers HKD 1,200

| 13

HR MOVES Anu Ambikaipalan, Senior Employment Counsel, Asia-Pacific, Uber Anu Ambikaipalan has been promoted to Senior Employment Counsel for the APAC region at transport technology company Uber. In this role, she will advise on all of the company’s employment-related legal matters. Prior to her time at Uber, she was a legal counsel at Australian telecommunications provider Telstra for its Southeast Asia operations. There, she provided general legal and regulatory advice to Telstra's business across the region, including enterprise sales (contract drafting and negotiation), HR, privacy and data protection, mergers and acquisitions, and products and marketing.

Marilyn Miller appointed Chief People Officer at Anaplan Anaplan has announced that Marilyn Miller has joined the company as its first Chief People Officer (CPO). Miller is well known as a seasoned and highly reputable executive who has spent her entire career devoted to exceptional human resources delivery. Before joining Anaplan, Miller served at CPO at Alfresco Software, where she led the global HR team and ensured that the organisation was prepared for the future. Prior to that, Miller held leadership positions at Quotient Technology, URS/AECOM, BMC Software, and Cisco Systems Inc. Miller commented, "I'm incredibly delighted to join the Anaplan team to continue building an organisation that inspires customers and partners to join the age of connected planning. I'm thrilled to lead the people function at such a fast-growing and exciting company."

Sam Neo, Founder and Chief People Officer, People Mentality Inc Sam Neo, previously a HR Business Partner at Changi Airport Group, has established People Mentality Inc, a HR gig platform set out to advocate a people-first mindset among leaders and organisations. With over five years of accelerated HR experience in market leading companies such as Keppel Corporation and Changi Airport Group, his burning passion for HR has seen him take on a diverse range of roles in his young career including Talent Management, Business Partnership, Talent Acquisition, Corporate Social Responsibility and Staff Engagement among others. Besides securing the Ministry of Manpower’s (Singapore) National Human Resource Scholarship in 2011, Sam’s contributions to the HR community was also recognised by HRD and in turn, awarded as one of the winners of HRD Rising Star 2016.


HR MOVES Royston Tan, Head of Health & Benefits, Hong Kong and North Asia (excluding China), Willis Towers Watson Royston Tan, joined Willis Towers Watson on 9 October as Head of Health and Benefit to lead the regional strategies of the Health & Benefits business in Hong Kong, Japan, Korea and Taiwan. With 18 years’ experience in employee benefits, Royston brings vast expertise of insured benefits in a range of areas, including client and business development, product development, underwriting and pricing, administration, claims and multinational pooling. Prior to joining Willis Towers Watson, Royston held senior positions at AIA, Mercer and Fullerton Health, roles which included working in a local and regional capacity in locations such as Singapore, Hong Kong and Malaysia. He advised multinational clients in the design, delivery and risk management of their benefits programmes in the Asia Pacific region, as well as managing health and benefits businesses. Royston is a graduate of the University of London and was made Fellow of the Life Management Institute with Distinction by the Life Office Management Association.


Big businesses that say a globally mobile workforce is important AXA, Research Plus Ltd


Hong Kong women who say period pain has affected their ability to work YouGov


People who believe diversity and inclusion offer competitive advantage Deloitte Consulting

USD 50,267

Average extra cost per employee working abroad AXA, Research Plus Ltd


Job seekers who feel put off by an overly lengthy hiring process Randstad Candidate Expectations Survey 2017


HR in NUMBERS Top 5 things

HR managers say make them more likely to pay attention to an application Web Developer


Dear Sir/M a



Resume has been customised to the position

•• Payroll JavaScript managment •• Recruitment C++



Skill sets are listed first on the resume

A cover letter is included

Dear Ms. Jones,

blog: www...




Resume includes a link to the candidate's blog, portfolio or website

Application is addressed to the specific hiring manager



HR managers who believe office politics are a major stressor at work Roffey Park / Profile, Working in Asia: Key HR and Leadership Priorities for 2017


Workers in professional services and finance industries who see LinkedIn growing in importance Cognito, Communications and Marketing Survey 2017/18


Women in Asia who have taken a career break at some point in their lives Robert Walters, Understanding Employers' Attitudes Towards Women Returning to Work

| 17




HR should consider examining how individuals in their organisations work, and restructuring to allow their work to be done in the most effective way. Andrew Warneck, Human Capital Advisory Services Partner, Deloitte commented, “It is becoming more and more important for organisations to think about how they are shaped. From the way that teams interact to the design and layout of the physical space where people work, HR needs to think about how that brings people together and how that fosters new ideas and innovation.” This shouldn’t come as a surprise. In 2017 Global Human Capital Trends, a study by consulting firm Deloitte, researchers found that 88% of businesses believed that transforming their operational structure to better reflect the way that work gets done in the future was a highly important issue. It’s HR’s job to facilitate that transformation.

The first port of call is to look at the organisational hierarchy. Individuals no longer work— and no longer want to work— in a pyramid-shaped hierarchy where each individual labours separately and is directed by instructions from their line manager. A far better structure reorganises employees into small empowered teams. The role of leadership is to assign goals; the role of the teams is to accomplish those goals in the best way possible. Instructions still come from the top, but leadership facilitates work, rather than directing it.

Spotify is a great example of a business which practices this, with developers being placed within ‘squads’ of around 10 individuals, which are organised into ‘tribes’ of anywhere between 4 – 15 squads. While a tribe is as a whole responsible for a particular project, each squad is fully autonomous and accountable for its own features, with results measured through internal reviews and customer feedback. Crucially, each team has the power to make its own decisions. If a team member thinks of a better way to code something, they don’t need approval from a manager—they just do it.

Squads have no formal leadership, encouraging staff members to take the initiative. This not only facilitates creativity within each squad—keeping Spotify's offerings at the top of the market—it improves employee engagement by giving them control over how they respond to challenges. Personal growth is promoted through regular retrospective discussions in which squads identify ways to improve on their work. Staff with similar roles are also organised into ‘chapters’, groups that facilitate skills development, learning and the sharing of best practices, to ensure continuous growth. The organisational structure of Spotify is so effective because it encourages its employees to be pro-active instead of waiting for instructions, limiting interventions from middle management. This offers a further opportunity to make the organisation leaner—with empowered staff, the need for many middle managers melts away.

Leadership – set goals and long term objectives Tribe – works on a project together

Chapters – facilitate skill development and the sharing of best practice Squads – have ownership over assigned tasks and sub-projects

| 19


Warneck identifies decision rights as central to Spotify’s success. He explained, “Their teams have all the power and decision-making authority they need to get things done. What slows people down, and stops them from getting things done, is a lack of decision-making authority." Recognising this, organisations like Netflix and Golin have done away with unnecessary rubber stamping by removing their holiday policy. Staff can take as long as they want; allowing employees and their managers to focus on their work, rather than worry about leave arrangements. In a similar move, Hong Kong Broadband Network recently removed its expenses policy. Staff are given a credit card with a limit and are allowed to spend what they need without getting any approval. The result of ‘no-policy’ policies like these is that decisions are made more quickly, and dynamism and agility begin to rise.


Of course, this doesn't mean that employees should be allowed to run wild with freedom. The leadership of the company must establish clear boundaries, as well as a clearly defined strategy and purpose for each team. Objectives should be set, and employees should be trusted to reach those objectives in the best way possible. Spotify famously spends huge amounts of time aligning and clarifying its objectives before launching into a project, so that teams know what’s expected of them and the scope of their powers. This divides the labour of a project in a highly effective way—a leader’s job is to identify problems; an employee’s job is to solve them. The key is transparency. Goals, results and feedback should be open for all to see. This has the effect of encouraging employees to take ownership of both successes and failures. While success should obviously be celebrated, so too should failure, since it offers a chance to grow. Jeff Bezos, Founder and CEO of Amazon wrote in his very first annual letter in 1997, "Failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it's going to work, it's not an experiment." Tolerance of failure, with an expectation to learn and grow from it, should be baked into the culture of a company.

Re-structuring an organisation doesn’t mean building from the ground up again. Within organisations, people interact in teams every day, many of which are unknown to HR or to leadership. Recognising this, companies such as Microsoft are increasingly using Organisational Network Analysis (ONA) to identify teams, tagging onto existing communication networks, like Outlook, to see who’s talking to whom. ONAs that can access data from diary and calendar systems can go even further, identifying how much time people are spending together, and which employees are the most sought after. When Cisco completed an analysis of its organisation, it found over 30,000 teams that it didn’t previously know about. Knowledge of existing teams informs HR and allows them to make small but effective changes to organisational structure. For instance, a new project could be facilitated by expanding the scope of an existing team or legitimising an informal team that has been identified, rather than creating a new one. Decision rights can also be more effectively assigned. Individuals who are constantly having to go through a manager to get approval for their actions could be given the power to act by themselves, increasing organisational efficiency. By supplementing the work that already gets done within an organisation, speed and efficiency can be attained without drastically changing the nature of what employees already do.


HR also needs to think about whether the physical space where employees are based really provides the best way for employees to work. For example, in industries where collaboration is encouraged and teams are frequently created and reformed, is a divided office the most effective layout? Workspace analysis has for some time suggested that employees tend to work better when they have a degree of control over where and how they work and companies such as Deloitte and Société Générale have acted on this by implementing flexi-working models. For example, both companies have recently taken the opportunity to redevelop their offices in Hong Kong to accommodate hotelling, which better reflects their agile working style. Tony Jasper, Partner, Deloitte commented, “We wanted to provide a new generation workspace which responded to the changes in our employee base. This wasn’t just about how the environment looked and felt, but was primarily driven by a desire to achieve flexibility. Instead of a series of offices, we now have a wide variety of discussion rooms, quiet zones and open lounge spaces, so that employees can choose a place to work that allows them to get the most out of their time.” Flexible working also tends to include the option to telecommute, with the ultimate decision as to how frequently an employee works from home being agreed upon by the employee and their manager. It’s important to consider the value of coming into the office regularly. Employees who stay at home too often might miss out on team building opportunities, or struggle to develop contacts within their organisations. At Société Générale, telecommuting is limited to once per week, and employees can only begin telecommuting after they have spent six months at the firm building up their internal network.

By implementing flexi-working, employees are able to meet a wider range of their colleagues, and barriers to working with different people are removed. If a cross-functional group of

employees has an idea, they are able to easily find the space they need to act on it. Jasper believes that hotelling in particular has had a positive impact on creativity and innovation. He enthused, "You find people are talking more, exploring different ways of doing things and finding different perspectives." Employees are also better able to work as individuals and can find workspaces that reflect their own work needs. Team rooms can be booked for group projects; quiet rooms can be booked when a little more focus is needed. As much as all of us in HR sometimes wish were otherwise, members of staff know themselves best and will choose to work in a way that allows them to get the most work done. Flexi-working also further enhances engagement. Employees enjoy working in a space that suits them, whether that’s in a

common area or at home. Flexible spaces also offer opportunities to help build a stronger sense of community—in Deloitte’s new atrium they’ve held birthday parties, talent shows, wellness sessions and blood donation drives. Of course, effective use of office space is also a consideration. Hotelling reduces the number of empty offices, which lowers the cost of rent, and also reduces environmental impacts. With a smaller space, there is no need for so much furniture and so much energy consumption—it's easier to control the temperature of a small office after all. Flexi-working is also future-proof. With more and more businesses relying on contingency workers, those with workspaces that are better able to quickly accommodate the ebbs and flows of employees are going to be the organisations that reap the most benefits.

| 21


The backbone of any flexible working arrangement is IT. Société Générale brought in a host of new IT systems, including digitising staff telephones and creating a WiFi network that employee devices automatically connect to. Deloitte uses a programme that allows staff to book workspaces up to two weeks in advance directly through an online system. Naturally, both companies still rely heavily on smartphones and laptops, so further enhancing the digital infrastructure for those existing devices was also crucial. Matthew Clowry, Regional Head of Human Resources, Asia Pacific, Société Générale advised, “HR should work closely with IT to provide the proper IT set-up. Whether an employee is working from home or from the office, there should be no disruption to the delivery of services to both your clients and your colleagues.” He added, “IT has to ensure that the employee experience is smooth, regardless of where they are, because the job of an employee is not about figuring out technology, it’s about performing day to day activities.” Ensuring that employees are able to work effectively has always been an evolving process




Inside Deloitte’s office in Montreal, Canada for HR, and ensuring that employees can work flexibly is no different. HR can play a huge role in this, facilitating training or collaborating with IT to make sure that staff have the support that they need. Société Générale implemented ‘Coffee 2.0’, where IT staff are set up in pantry areas during lunchtime or mid-afternoon. This provides an opportunity for IT to touch base with employees during their breaks and make sure that they don’t have any issues with the new systems.

Change is always a challenge for any organisation, and resistance to new ways of working is inevitable. To minimise negativity, Jasper recommended that organisations include the workforce as a whole in the re-design process. Not only does this create a positive atmosphere for change, but it also gives opportunities for concerns to be addressed at an early stage and for staff to achieve the workplace dynamic that they want. For example, staff members who enjoy having their own office can be given the opportunity to book out workspaces for medium or long-term periods. The space that is saved by reducing the number of offices can also be used to improve the quality of the work environment—a bigger and better fridge, art, plants or even open spaces in themselves can make a workplace all the more pleasant to be in. Of course, all this flexibility does come at a small price; personal effects like photos or mugs are no longer kept on desks but are stowed away in lockers at the end of the day. However, Jasper sees this as a positive, and observed, “Employees might not be able to see pictures of their family, but they’ll get to see families a whole lot more.”


Better brand... better talent A golden opportunity to increase employee engagement, attract and retain top talent and even improve financial performance— could there be such a thing? Formalising an organisation’s EVP can do all of the above, and lead to productivity breakthroughs.



According to recent research by Willis Towers Watson in Change and Communications Global ROI, a significant number of companies do not have a long-term plan for allowing their Employee Value Proposition (EVP) to reach its full potential. This means missing out on defining the unique set of benefits which an employee receives in return for the skills, capabilities and experience they bring to the organisation. Richard Veal, Line of Business Leader, Willis Towers Watson commented on the findings, “The employee value proposition is one of the best tools available for companies to engage employees, as well as attract and retain top

talent.” Yet in many organisations, EVP remains something that is unrefined and underutilised. Companies do not always know what they are missing out on. Veal noted, “The EVP defines the employment deal. It’s a promise to help employees meet their needs in exchange for their daily efforts to help the business succeed.” The research laid bare the characteristics of low and high EVP effectiveness. It revealed companies with strong EVPs go further by discussing how they meet their employees’ expectations and, in return, what behaviours they expect from staff in order to help the business succeed.

| 25


Importantly, the survey noted that an effective EVP successfully highlights culture, mission, values, rewards and people. Employers looking to polish their EVP should develop a clear road map that targets these areas and lay down some milestones to get the ball rolling. Senior leadership should be encouraged to lead the charge, and effort should be made to invigorate the culture of the organisation. Care must be taken when considering how to actually measure the success of any EVP project— different sections of an organisation will have different markers of success, particularly when measuring different employee groups. One size does not fit all.

Willis Towers Watson advised that HR Departments create cross-functional taskforces when developing new EVPs. While HR is the driving force behind such change, drawing from marketing, corporate communications, as well as line executives and managers brings a broad spectrum of experience that will firmly set the EVP in the context of an overall organisation-level business strategy.

Ask the right questions

Communicate the message

To develop a strong, realistic EVP, employers must understand what perceptions existing staff and potential employees have about their company brand and culture. To do this, information can be gathered through employee surveys, focus groups and exit interviews, as well as through feedback from former employees and job applicants. This is a valuable exercise, but organisations must remember to try and actively comprehend the data generated. Only by understanding the perceptions of your organisation from all angles can a quality EVP be created.

Even though it may not be formalised, all companies have some form of EVP. Turning the EVP into an official mandate that is deliberate and aligned with the business reaffirms the company’s brand and how the employer wants to be identified. Once your EVP has been defined, HR must then find creative and relevant ways to communicate it to the people you are trying to attract.

Questions that HR professionals should ask themselves: • Why are potential employees attracted to our company? • Why do existing employees think our company is unique? • What do people value most about working here? • Why do they stay? • Why do they leave?


Through embracing all important factors— such as mission and purpose, the competitive environment and the grand plan for human capital—the taskforce can define the EVP of an organisation.

Conveying the message through all hiring channels, such as company websites, advertising and the interview process, makes for a good start. Prospective talent can quickly determine early on in the hiring process if they would make a good fit for your business. Consistently communicating a compelling EVP through branding, public relations and marketing will also help the passive labour market form a positive perception about the value of working for your company—widening the pool of talent from which an organisation can draw. Creating an EVP is an ongoing process, and developing one that is well-aligned with the company takes time. Acknowledging that it is a journey and that the right route may not

necessarily be immediately visible is a big step. If there is a setback, it is not a failure, but rather a sign to try a new, stronger approach. Frequent dialogue between stakeholders to get feedback and gauge opinion, as well as clear milestones for checking progress, are necessary.

Ways in which EVP can be monitored: • Conducting regular engagement surveys • Gathering feedback from recently recruited employees • Analysing employee productivity



• Tracking the financial performance of the company as a whole • Using new measures, such as an Employee Net Promotor Score Having a defined EVP is crucial in the war for the best talent, especially as the job market becomes increasingly globalised. A strong value proposition is beneficial for employer and employee alike. It forms a critical part of the workplace and as such, companies that embrace a holistic approach to reward strategy that includes a well-planned EVP can realise significantly stronger results in terms of talent management and financial performance.









HR COMMUNITY Doable tips for employee engagement

SAMANTHA TAM Human Resource Director, United Technologies

Making minor changes at the office is sometimes all it takes to lift the spirits of demoralised and unengaged staff. Samantha Tam, Human Resource Director, United Technologies took to the floor to walk through some savvy and effective initiatives that have really made the difference within her workspace.

Other initiatives included the picture wall. The new United Technologies office was quite plain and composed of white corridors. A space was therefore allocated as a picture wall. Imagine social media, but in real life. Photos of staff activities and get-togethers were put up on the wall for display.

Tam kicked off, “Gardening! Is it possible to do some gardening in your office?” Open office spaces often mean that employees no longer have a fixed work area and therefore the workspace becomes depersonalised. To reintroduce personalisation, Tam continued, “We allocated a small space for staff to place potted plants. Though it does not sound like a lot, it became a hub for the office. It gave a homey feeling to the surroundings and provided a natural thoroughfare where staff liked to get together, therefore enhancing team cohesion.“

Figuring out what approach to take is the challenge, as ever. As HR professionals it means there can be a disconnect between what you think employees want and what they actually want. Tam joked, “HR may need some spies, as the sincerest comments come from daily conversation rather than employee surveys.” This is where HR should be getting their ideas for cost savvy engagement initiatives. Tam concluded, “Engagement is inexpensive, and disengagement is costly!”

Role of retirement benefits in retaining the world’s best talent: what HR needs to do Retirement may be a long way off for most of us, but is a key concern for employees, as evidenced by studies done by HR consultancy firms. Jack Mak, Product and Customer Proposition Head, Pensions HSBC suggested, “It plays a crucial role in how employees value their overall benefits package.” This is particularly the case when retirement schemes in Hong Kong are predominantly Defined Contribution (DC) schemes, which are more visible to employees and encourage ownership of decision. A well-run retirement scheme can earn ‘brownie points’ from employees, who often see it as pro-actively addressing their concerns about their lives after work. Mak advised that, on top of a fit-for-purpose benefit design, such as the use of a vesting scale, tenure-related contribution scale and employer-matching contributions to assist with talent retention, employers should not overlook the importance of a good retirement scheme provider that can partner the employer to implement the benefit design. Mak further highlighted some

key areas that an employer should consider when selecting a provider, including track records on investment and services provided to employees and employers. Some practical tips were then given to enable employers performing their own high-level health check of their own retirement scheme provider. Concluding, Mak advised, “HR should review their MPF providers regularly, perhaps every two or three years, to ensure that their providers continue to meet the expectation of the organisation and its employees”.

JACK MAK Product and Customer Proposition Head, Pensions, HSBC

| 29


From retention to engagement: the new era of employee experience Employee experience is the new buzzword in HR, and it is important to understand both its definition and its limits. As Bernard Coulaty, Founder & CEO, MOST Engaged Consulting explained, “People say engagement is dead, and it’s all about experience now, but that is not quite true.” In reality, there is interplay between employee experience and employee engagement, and to encourage optimum growth in a company it is critical for HR to address both aspects. Nowadays, there is an emphasis on bringing work practices into the future through implementing flexible times, locations, devices and even career ladders—in other words, improving the employee experience. Coulaty defined, “There are three areas of focus that fall under the experience umbrella: the cultural environment, physical environment and technological environment at the office.” These can be concisely summed up as the feelings, space and tools an employee associates with the work environment.


But while flexible hours may satisfy employees, they will not guarantee true engagement, which is defined by employees demonstrating an emotional connection, ownership and belief in the company’s goals and values. Coulaty detailed, “There are different types of employees in an organisation. Some employees are under-engaged and low-effort, some are over-engaged and at risk of burning out, and others are satisfied with the environment and yet still not engaged.” Since experience is not enough to guarantee engagement, the HR value chain must be re-examined. HR must become truly employee-centric, working to understand the individual differences in engagement levels and effectively targeting interventions to address them. As Coulaty concluded, “Managers cannot just hand out a survey every two years. They must remain in touch with their employee engagement levels at all times, and respond to these differences effectively.”

BERNARD COULATY Founder & CEO, MOST Engaged Consulting

HR COMMUNITY Flawless HR planning & execution strategies for volume & specialist recruitment at Standard Chartered Bank Addressing HR professionals who handle high volume recruitment, Robert Mostert, Former Global Head Human Resources, Standard Chartered Bank offered, “It’s important to think of every employee in your organisation as talent. While in practice you might not be able to afford it, we all want to hire the brightest people to build a competitive advantage.”

market and your organisational goals. From there, analyse your talent demand and the talent supply and think of ways that you can close the gap between the two within a medium-term time frame—two to three years. This forms the basis of your HR strategy, and shows where there is a need to build, bind, buy or borrow talent.

A great way to start is to build a strategic workforce plan. Begin by looking at the labour

Another key aspect of successful high volume recruitment is having a strong employee value proposition model that can be maintained throughout the employee life cycle. Mostert commented, “You need to think about your brand and you need to think about your values.” Honesty is critical, and during the application process, candidates should be able to gain clear

ROBERT MOSTERT Former Head Human Resources, ITO-GBS, Standard Chartered Bank

insight into an organisation—the good, the bad and the ugly.” As Mostert put it, “Presenting your company as something it isn’t will backfire and send you right back to square one.”

Engaging and empowering leaders to develop world-class talent Attracting the right team requires the right mindset and strong principles. Kris Lui, HR Director, North Asia (Food), The Dairy Farm Company, Limited shared her advice on how to develop world-class teams. Lui first recommended three principles for empowering business partners to hire the best talent. She enumerated, “Recruitment must start with the business, and end with the business. Recruitment practices across business units should be as common as possible, and as different as needed. HR must lead, but the business should own.” The process for hiring must always start with a business need and take into account the organisation’s capacity for supporting new talent. Recruitment strategies, interviews and offers should be standardised but not be so rigid that customisation is impossible. Finally, the immersion programme with human touch —how the new employee will transition into the organisation—must be owned by your business partners. Attracting with a sense of pride is crucial too. Lui clarified, “This means everything from the company’s purpose, proving you help people grow, to talking about L&D, to ensuring work life effectiveness as well as appropriate compensation and benefits.”

Lui also delineated five components of her mindset for attracting great talent to the team. The first is thinking about whether to promote from within or ‘build and buy’. Lui mentioned, “If you always promote from within, people may become too internally focused. If you only build your team from outside the organisation, then culture integration becomes more difficult.” It is also important to hire team members for both their cultural fit and professional beliefs, all to ensure smooth integration. Lui concluded by stating, “You should always hire talents better than yourself, and try to hire talents different from yourself too.” This will ensure that your team is skilled and diversified, and as Lui joked, “Having great employees makes your life easier too!” Along with the importance of principles and the right mindset, the role of HR must be clarified within an organisation. Lui defines HR’s role as four different things: strategic partner, change agent, foundation builder and employee champion. When everyone is on the same page about what HR needs to do and what it is looking for in order to do it, a stronger team can be built.

KRIS LUI HR Director, North Asia (Food), The Dairy Farm Company, Limited

| 31

HR COMMUNITY 9-11% increase in health care costs in 2018. In the war between employers and health care providers, the providers are winning.”

BOB CHARLES Managing Director, Hong Kong, CXA Group

HR Newsflash Employee healthcare costs are on the up. Bob Charles, Managing Director, Hong Kong, CXA Group commented, “We’re expecting to see a

Carrie Lam announced future plans to implement a Voluntary Health Insurance scheme, an initiative to take the strain off the public health service. As an incentive, the government will offer tax relief for those who take out a policy under the VHI scheme. Charles emphasised, “It will change the healthcare landscape in Hong Kong for employer and employee alike. Watch this space.” In terms of wellness programmes, employers are witnessing a misalignment between ‘high

PANEL DISCUSSION HR needs to look for high growth potential, even if the natural response is to feel defensive. Bob Charles, Managing Director Hong Kong, CXA Group commented, “HR has to reward good behaviour, in this case that means rewarding positive actions that grow the business. We have to reward the people who bring in the stars, not just the stars themselves.” Robert Mostert, Former Global Head of Human Resources, Standard Chartered Bank added, “The best results come when you give people with the potential to outgrow you, the power to outgrow you.” Even in cases where employees leave an organisation to grow their skills elsewhere, ensuring a positive off-boarding experience is valuable. A strong alumni network was highlighted as an excellent way to keep in touch with highly skilled and experienced individuals. The panel also emphasised that being a Millennial has become less about a person’s age and more about their mindset. The business benefits of corporate social responsibility (CSR) are no longer limited to attracting young people who want to change the world, but have increasingly become central to how organisations define themselves. Sue Toomey, Executive Director, HandsOn Hong Kong stated, “People want to work for a company they can be proud of. They want to share their lives and ask themselves, ‘is this a company that I want to share on my social media feeds?’.”


Kris Lui, HR Director, North Asia (Food), The Dairy Farm Company Limited commented, “Everyone these days has a strong sense of mission—we want to change the world. That’s why my organisation donates and contributes to society without feeling the need to use our company name—it matters to employees.” Charles advised, “It’s important to build CSR on a company-wide scale, but HR also needs to celebrate the impact of CSR on smaller teams and individuals. Show prospective employees how they can make an impact— on a more practical level, it’s a valuable thing for them to know.” But how can companies hire the best people in the first place? Cherry Tsang, Regional HR–APAC, CEB, now Gartner explained, “We use CEB Talent Assessment solutions including personality & cognitive ability tests to determine what skills we need, which in turn defines the job profile that we are looking for. This is then passed over to a talent acquisition team who uses this to find the talent. We’ve found that by defining job profile, we minimise the risk of hiring the wrong candidate.” Mostert added to this, warning that organisations shouldn’t rely too heavily on external hiring. “If you hire internally, it leads to a better skilled workforce in the long term, even if internal hiring leaves openings in other areas. It gives employees a reason to stay and care about their work.”

risk’ (in terms of health) employees and those who actually attend and participate in the programmes. HR teams need to rethink about how they offer these programmes and how they are marketed to employees so that they start reaching and appealing to those members who would most benefit from them. Lastly, the days of mega employee surveys are numbered. Taking their place are pulse surveys, which are better at evaluating live data than grand surveys which often take months to produce results. When measuring sentiments, a blend of pulse surveys and good old-fashioned focus groups give the most accurate insights.

The panel: • Kris Lui, HR Director, North Asia (Food), The Dairy Farm Company, Limited • Robert Mostert, Former Global Head Human Resources, ITO-GBS, Standard Chartered Bank • Cherry Tsang, Regional HR-APAC, CEB, now Gartner • Sue Toomey, Executive Director, HandsOn Hong Kong • Bob Charles, Managing Director, Hong Kong, CXA Group Moderator: Paul Arkwright, Editor-in-Chief, HR Magazine

HR COMMUNITY Making recruitment interactive and engaging to attract the world's best talent One way to guarantee a company’s continued success is by recruiting tomorrow’s managers today. Janet Poon, General Manager–Human Resources, Hang Lung Properties Limited discussed the Management Trainee Programme targeted at her organisation’s rising stars. She commented, “We are focusing on recruiting Millennials. They don’t like the hierarchical setting and want ownership of their career and life.” So naturally the traditional way of recruiting went straight out the window. The process took a substantial shift, and the first example of this was the requirement for candidates to submit a three minute video of themselves to show off their stuff. Poon mused, "There were 1,700 income applications, myself and my colleagues went through all the submitted videos." Of these, 200 were invited to take part in the organisation’s ‘TEAMS DAY’—a melee

of marketing, operations observation, presenting and teamwork challenges, with each task representing a part of the organisation. Under close supervision and observation of senior staff and previous successful graduates of the Management Trainee Programme, the candidates who shine the brightest are picked for a comprehensive 18-month course. Hang Lung’s success at choosing the best candidates is largely based on a comprehensive interview process that allows thorough judgement and selection of well-rounded and high-potential candidates. Poon concluded with her top tips for exceptional recruiting, “Know your target group, and what their characteristics are. Design a journey for them based on their calibre. Make use of all touch points. Finally, reach the target group through as many different channels as you can.”

JANET POON General Manager— Human Resources, Hang Lung Properties Limited

| 33



Above all other things Pfizer values a strong, positive attitude during the recruitment process. Delivering the keynote speech, Stephen Leung, Country Manager, Pfizer commented, “Central to our recruitment philosophy is that we hire for attitude and train for skills. When I look at a candidate, I personally don’t care what their background is.” He added, “To me, attitude is everything.”

A. Attitude B. Bravery C. Creativity D. Determination E. Enthusiasm F. Flexibility G. Growth

Leung looks at the small things to determine the attitude of a candidate—for example, he can often tell how seriously a person is taking their application by how they dress and by the level of preparation they have put into their interview. By looking at attitude first, Leung is able to assess candidates beyond the words written on their CVs. He told the audience, “Let me give you two ways to tell that someone has a poor attitude. Firstly, they’re dressed too casually. Appearance is key—it’s not what you say but how you look!” He went on, “Secondly, candidates need to know something about the company they’re applying for. I’ve seen some candidates who don’t even know how to pronounce the company name!” Geraldine Wai, Head of HR, Pfizer echoed Leung’s sentiments, commenting, “We’re looking for people who want to learn and grow with us, and to us that involves being proactive, confident and prepared. In practical terms, make sure you have a sleek resume—if recruiters haven’t picked up all the important information in 30 seconds, it needs work.”

| 35


to information becomes easier. The healthcare industry needs people who are able to deliver medical education programmes to patients. Communication skills are vital.”

The strongest employee value proposition for the healthcare industry is that it offers unlimited opportunities to young people at the beginning of their careers. So thinks Elaine Chan, Chief Health Officer, Zurich Insurance (Hong Kong), who shared, “The demand for healthcare is going to increase because of demographic changes. It’s our job to innovate and bring in different aspects of healthcare to make sure that all these people get the services they need.” The attractiveness of working between industry areas was also espoused by Yuman Chan, Country Manager, Cigna Hong Kong who added, “The lines between areas both within industries and between industries are blurring.” HR in healthcare must therefore

The day rounded up with a sharing session where attendees communicated that they were especially receptive to opportunities to build up their skill sets. Driven by awareness that flexibility would be key to future success, communication skills, initiative and maintaining a positive mindset were particularly valued. Enrichment projects, stretch opportunities and training were all highlighted as areas where HR could improve their offering and increase the attractiveness of their organisations to new graduates.


be on the lookout for candidates who are able to spread their focus across multiple disciplines, because these are the people best able to take advantage of the convergence of healthcare services. Recognising that not everyone wants to work in a corporate setting, Prof. George Woo, Director, PolyVision took a different angle, highlighting that healthcare is filled with opportunities to work more intimately—which requires candidates show their soft skills. He commented, “For me the best thing about my job is that it’s all about people.” Rebecca Luk, Medical Director, Pfizer affirmed Woo’s sentiments, focusing on the value of strong people skills within an organisation. She commented, “Patient empowerment is going to be a big thing in the coming years as access

Faced with such a wide range of choices in the healthcare field, it’s natural for candidates to want to keep their options open. However, Geraldine Wai, Head of HR, Pfizer, advised job-seekers, “Cast a net, but not too widely. Everyone needs some focus— don’t just apply to jobs because they’re there, be selective.” To help find focus, Wai emphasised the importance of internships and volunteering roles. Candidates that already had some tangible work experience were seen as being more highly driven and having a better sense of what their career goals would be. Organisations can help by looking at their existing work experience programmes and evaluating if more can be done to engage and build skills in candidates before the graduate hiring process. Anecdotally, students who build on their experiences and apply to positions with focused career objectives are more likely to be successful in their careers. Yuman Chan in particular warned applicants, “Don’t just look at gaps in the market and think ‘oh, I could fill that gap’,” suggesting that HR should identify the best candidates by looking for applications that demonstrate real passion.

Main Sponsor


Responding to changing employee learning patterns, especially those amongst Millennials, offers great opportunities for innovative HR professionals. Apps in particular tap into the way that Millennials use technology. A great example of this is the Smart Learning app by Chow Tai Fook, which provides a multifunction platform to engage and train staff. As part of a company-wide shift to create a well-defined culture of learning, Wong Siu-kee Kent, Managing Director, Chow Tai Fook spearheaded the creation of the app to unify and streamline the learning process across Hong Kong and Mainland China.

The app, which can be accessed from any smart device with an internet connection, provides courses that are taught through e-video channels. The app also synchronises with face-to-face lessons, and allows students to vote and offer opinions during traditional training events. As of print, the app offers more than 70 different courses to around 30,000 staff across Greater China—demonstrating the breadth of its reach. The success of the app highlights the qualities that next-generation training resources need in order to thrive. Chief among these is flexibility. Training through an app is quick, and can be done at any time in any location. This has a clear advantage over traditional methods of learning, such as classroom lessons, which require large blocks of an employee’s time and have to be planned far in advance to avoid schedule conflicts. As younger employees


Screen captures from Chow Tai Fook's training app.

are increasingly likely to leave jobs, training through an app offers a far better ROI to HR managers who may view the costs of traditional training as prohibitive, given the short employee lifespan. A centralised training app also creates benefits for HR managers. Materials provided on an app can be updated instantly, and information can be taught just once for all app users rather than scheduling and teaching multiple classes.But in order for apps to be a successful training tool, employees must be engaged. The Smart Learning app addresses this by offering staff a platform to share opinions, receive feedback and take an active role in the business. The app also integrates with other Chow Tai Fook business functions, such as sales and marketing, to intelligently predict and

suggest what employees want to learn. This, combined with a simple design and clean interface, has resulted in a strong employee uptake, allowing the company to maximise its training potential.

Key considerations when app building 1. Provide flexibility 2. Give reasons for employees to use the app 3. Ensure app is easy to use

Quality training and development, needs more than just a trainer. Centrally located at Hutchison House, with light-filled seminar rooms, Cliftons Hong Kong offers a premium training environment and an exceptional experience for your attendees.

Speak to Jacob Feenstra, General Manager - Hong Kong about how we can assist with your next seminar. Jacob Feenstra

Room 508-520, Hutchison House 10 Harcourt Rd, Central

Phone +852 2159 9935 Mobile +852 9869 7545


n o i t u l o v Tech

The HR



HR is undergoing a change. Not just a small one, but a fundamental seismic shift. Traditional HR is being replaced by a new skilled and tech savvy one, with an appetite for change. This is a result of an increasingly Millennial workforce, which influences how social media, technology and distributed workspaces are changing attitudes to training, hiring and retention.

| 41


The future of HR pivots on its ability to evolve. HR must understand that Millennials behave differently to previous generations and require different kinds of support. Further, HR as an industry is transitioning into a true business partner—rather than one just playing a transactional role within an organisation— and becoming a transformational leader. HR is increasingly connected with core business operations, and understands how they function. Being more in touch with the heart of organisations, HR can more strategically manage human capital needs. Nisha Raghavan, Founder & Host, India HR LIVE commented, “Human capital is one of the top three challenges for CEO’s globally. HR professionals who have phenomenal knowledge of what is happening at the bottom level can manage human capital based on business needs.”

Business leaders want HR to be specialists who have in-depth knowledge of data analysis, and who know how to assess talent.


Trends in HR

Technology the enabler

HR is becoming highly data driven. Using big data and analytics, HR is making more accurate predictions and taking decisions to lead change within organisations, with great success. Raghavan emphasised, “One of the key competencies for HR is the ability to analyse data effectively, find answers to key business questions and then manage people accordingly.”

The increasing prevalence of integrated tech insights is a boon for HR professionals aiming to keep up to date with trends. Platforms such as LinkedIn give HR a great top-down view of their organisations, helping them quickly recognise shifts or patterns. Raghavan commented, “[It] is really crucial going forward for HR to be able to make decisions and manage human capital.” From identifying talent to handling the employee lifecycle, maintaining workforce data to analysing talent trends and finally facilitating online training, tech has shown itself to be indispensible. That being said, tech cannot in of itself replace human HR professionals. When it comes to one-on-one interaction between parties or conflict resolution computers are still unable to show the very human trait of empathy.

Using People Analytics as a tool to manage human capital decisions was an alien concept until very recently. Google led the charge, and now more and more organisations are using analytics to predict their future needs. Questions about future talent shortages, necessary skills and whether to promote internally or externally are now answerable, giving HR more time to respond effectively to these challenges. HR is also becoming more specialised. Roles such as recruitment marketing, employer branding and data analytics are all replacing the HR officers or HR Managers of yesterday. Raghavan noted, “Business leaders want HR to be specialists who have in-depth knowledge of data analysis, and who know how to assess talent.” An example of this can be found in It’s Time to Redesign HR by Bersin by Deloitte, which concluded that ‘more than five times [HR’s] value comes from its role in supporting, developing and indentifying leaders’. This incredible statistic shows how HR specialists have direct impacts on key organisational markers—like developing tomorrow’s leaders.

Social media—a multipurpose tech tool Social media is a boon to any organisation that utilises it properly. A competitive advantage is achieved by building a compelling, authentic and genuine employer brand to interact with talent. Raghavan discussed, “The greatest impact that I see right now is organisations having some control over how they are perceived as a work place, through providing content on social media.” For example, a tweet that talks about how happy someone is to get up for work this morning, to an employee sharing a photograph of their work desk, or sharing images of a recent workplace charity event.


Zappos, a US based clothing and shoes online retailer has a separate twitter account—@InsideZappos—for their employer branding. While many organisations keep their communications internal, Zappos throws it all out in the open. They engage with weekly tweet-chats where Zappos employees are able to talk to everyone, and the audience can really get a feel of what it is like to work for the organisation, as well as paths and possibilities they are exploring. Potential talent can interact with the HR department and existing employees directly.

Raghavan cautioned though, “Let me make it clear, social media is not just a tool to broadcast. Use it as a way to engage your audience—it’s a two-way communication.” The use of social and digital will continue to evolve; HR will have to collaborate with marketing and develop compelling and out of the box recruitment marketing techniques. Making that employer branding message reach the target audience is where marketing’s knowledge can be very valuable. Companies are also utilising social media to identify if candidates are a good cultural fit. Spending time looking at social profiles can

give recruiters the ‘feel’ of a person, which can be useful in determining soft qualities like personality, confidence and openness. Further, the vast amount of data on specialised work networks is invaluable to the recruitment process. Analytics only works when there is plenty of data to go on. Social media is a fountain of data that can hone the recruitment process and allow for predictive recruitment.

Future preparations Raghavan noted, “One of the top talent issues that is keeping business leaders up at night is the widening skills gap among HR professionals.” Organisations should

have professional development or career advancement programmes across all functions—HR included! She continued, “I really want to shout out to all the HR leaders to have a professional development programme for your HR team in order to prepare them for the competencies that are going to be required in the future.” HR is standing at the intersection of business, strategy and technology. Keeping a finger on the pulse and learning from the respective functions and applying it to HR in a relevant and methodical manner can ensure future success.

| 43


Temporary Hong Konger For organisations that depend heavily on foreign workers, or international companies that offer secondments in Hong Kong, finding accommodation need not be difficult. There are a host of short-term or flexible-stay options available for workers who need a place to catch a breather after their relocation. Serviced apartments in particular are a popular choice with HR professionals looking to help their employees settle down before moving them on to more permanent accommodation. To help HR find the best serviced apartment providers, here is a look at a selection to suit all types of international workers, from C-suite executives to trainees looking to gain global experience.



Dash Suites Affordable serviced apartments in the heart of Hong Kong

In what is billed as the most unaffordable housing market on the planet, cheaper accommodation options are a welcome alternative for those with a budget to stick to. This combined with housing allowances shrinking, presented an opportunity for Hong Kong entrepreneur Aaron Lee to provide high quality accommodation at a low price. By refurbishing the interior of heritage buildings into stylish serviced apartments with a young, dynamic twist. Dash Suites offers safe, affordable & all-inclusive accommodation to small businesses and university students. At the high end of the affordable scale is the Dash Queen, the most spacious serviced suites. These apartments range in size from 200 to 500 square feet, and are well-appointed with large wardrobes and convertible smart beds. Each suite is furnished with a queen

bed and linens—custom made by bedding expert, Casablanca, 39” plasma TV equipped with Apple TV and Now TV, and walk-in showers with hotel amenities and toiletries. A fully stocked kitchen complete with fridge and stove top provides more than adequate cooking facilities for those who would occasionally enjoy their own cooking. Complementary WiFi connects residents with the world and with the kinds of entertainment that could be found online. Also included are, housekeeping service, gym pass, shared office space, 24HR customer service, and 24HR security & CCTV. Dash Suites is located centrally throughout the busiest districts of Hong Kong. Renting is hassle-free and hi-tech. Rent for a Dash Queen Suite runs from HKD 18,000 to HKD 20,000 per month, while the smaller Dash Standard Suites—from 150-250 square feet—runs from HKD 13,000 to HKD 16,000 per month.


Four Seasons Place for immediate use, including in-room home entertainment systems, as well as fully-equipped and modern kitchenettes complete with washer-dryer, microwave and other electrical appliances. Adjoining the Four Seasons hotel, the suites offer attentive services including 24-hour concierge and in-room dining options, daily housekeeping (except Sundays and Public Holidays), and bed linen changes three times per week. Guests of Four Seasons Place can enjoy complimentary access to recreational facilities including a heated rooftop pool, Jacuzzi, gymnasium, reading room and children’s playroom. Guests are also able to book a multi-purpose function room for family gatherings. With suites ranging from studios to luxurious penthouses, Four Seasons Place boasts world-class facilities and convenient access to Hong Kong’s Central business district. Located within the ifc complex, guests can enjoy an array of fine dining and retail options in the ifc mall, as well as direct access to the Airport Express

terminal at Hong Kong station. The transport connections are exceptional, with ferry, bus and taxi services only moments away. The interiors of each room are designed by the award-winning designers Yabu Pushelberg and Bilkey Llinas Design. All suites are equipped

Four Seasons Place offers flexible arrangements for short and long-term stays, with contract terms ranging from 1 to 12 months. Prices per month start from HKD 52,000.


The HarbourView Place Located on the 50th-70th floors of The Cullinan II, the views from The HarbourView Place are unsurpassed. With direct access to the airport express link at Kowloon station, as well as the upcoming Guangzhou-Shenzhen-Hong Kong high speed rail link, the location of The HarbourView Place is perfect for discerning business clientele with busy travelling schedules. Suites range from 464 square feet for studios to 1,623 square feet for three-bedrooms, comfortably accommodating individual guests or families. The stylishly-appointed suites are furnished with comprehensive home entertainment systems, modern fixtures, and king size Sealy mattresses with a choice of pillows. Each suite comes with a fully-equipped kitchenette, including state-of-the-art appliances, kitchenware, and a washing and drying unit. The HarbourView Place offers a 24-hour concierge service, and daily housekeeping service with linen changes three times per week (except Sundays and public holidays).

A team of Guest Liaison Specialists are on hand to help guests settle into the city, ensuring a memorable experience in Hong Kong.

the 76th floor, the 24-hour well-equipped gymnasium and sauna, or unwind in the tranquil lounge which includes a reading room.

An array of fine dining and entertainment options are at the doorstep, including the luxury Elements shopping mall and Hong Kong’s highest bar, Ozone. Guests can also enjoy the heated rooftop pool and Jacuzzi on

The HarbourView Place offers flexible terms for short and long stays. Prices per month range from HKD 36,000 to HKD 143,000. Personal storage spaces and car parking are available upon request.


Kailash Apartments entering the building, meaning that nobody can enter the property by using a stolen security code or access control card.

With prices per month ranging from HKD 40,000 to HKD 55,000 for three bedrooms, Kailash Apartments sits comfortably in the middle of the market. Situated at Jardine’s Lookout, just a three minute ride away from Causeway Bay MTR station, the location of Kailash Apartments offers convenience to employees working in Quarry Bay or North Point.

The 22 apartments offered by Kailash are perfect for employees with families and are characterised by highly attentive service, with a pledge that all maintenance matters will be responded to within one working day. Safety is taken extremely seriously, with a “no electronics” security policy in all Kailash Apartment areas. Under this arrangement, all visitors must present themselves to staff before

The apartments themselves are each around 780 square feet, with large, open windows that let in natural sunlight. Within each unit, Kailash provides a fully equipped kitchen with capacity for laundry as well as two full-sized bathrooms complete with bathtubs. Kailash offers its apartments in two variants—Type A comes additionally fitted with a maid’s room and washroom, whereas Type B comes with an additional oven in the kitchen. All apartments also feature high quality interiors, which include German oiled oak timber flooring and luxury Slumberland mattresses. Outside of the apartments, Kailash also offers a gymnasium complete with exercise machines and free weights. Additionally, a party floor is available if residents want to hold larger events.


Vega Suites Located atop the MTR Tseung Kwan O Station, Vega Suites offers 176 serviced suites ranging in size from 372 to 1,560 square feet, set within an integrated development complex with international hotels and a trendy shopping mall in East Kowloon. Upon arrival, new guests are presented with a welcome package, and a modern suite furnished with comprehensive in-room facilities. A fully equipped pantry with a range of electrical appliances and utensils allows guests to cook and enjoy meals at home. Each suite offers a king-size Sealy mattress and a choice of pillows. An in-room washing and drying unit is also provided (with the exception of studio rooms). Additional in-room facilities include a sofa bed in the living room (Studio Deluxe, One-bedroom and One-bedroom Deluxe), iHome system, wide screen LCD TV and Blu-ray player.

Guests may book a VIP area on the Green Terrace for private functions. Guests may also use the fitness centre and swimming pool at the neighbouring Crowne Plaza Hong Kong Kowloon East. Car parking spaces are also available upon request.

Monthly rates range from HKD 21,000 for a studio to HKD 76,400 for a three-bedroom suite. Services include a 24-hour multilingual concierge service, housekeeping service providing towel and bed linen changes, wireless broadband internet service and limousine pick-up service.


APAC companies must reassess how data is stored The General Data Protection Regulation (GDPR) will come into force across the EU from 25 May 2018, applying to every company that handles data that enters or leaves the EU. Crucially, the GDPR applies to all EU data, regardless of where that data is kept—meaning that companies in APAC still need to comply if they handle EU data. Johnny Choi, Partner, DLA Piper recommended that organisations assess their exposure to EU data and assign a representative with the responsibility of bringing the data protection policies of the organisation up to the new standard. The GDPR is stricter than its predecessors and carries with it a much higher penalty for breaches, with a maximum fine of EUR 20,000,000 or 4% of global annual turnover.



The Regulation • Creates a new principle of data minimalisation, whereby only a minimum of data should be processed. • Re-defines consent so that only a freely given, specific, informed and unambiguous agreement is sufficient. Note that consent as part of an employment contract, or where consent is assumed, will no longer be sufficient. • Expands the definition of personal data to include biometric data. • Allows individuals to object to decisions that directly impact them as a result of their profiles being assessed automatically. For example, a person has the right to object if their data is used to screen them when applying for a job. Automated decisions are still allowed where permitted by the law or based on an individual’s consent.

• Enhances the level of transparency required when informing an individual about how their data will be used. Organisations must communicate such information in a concise, clear, easily accessible notice written in plain language. • Grants individuals the right to erase their data when no longer required, and the right to receive a copy of their data. • Makes it mandatory for breaches to be reported to regulators within 72 hours. • Provides for a new principle of accountability—requiring organisations that control data to demonstrate active compliance with their new responsibilities.

To comply with the new regulation, organisations should: •

Maintain a clear written record of all data operations which can be inspected by a regulator on demand. Implement mechanisms and procedures for monitoring and verifying compliance. Design measures to enhance awareness of data protection issues in the organisation up to senior managerial level. Adopt a principle of privacy by design— ensuring data protection is taken into account in the early stages of developing new systems.

• Appoint a Data Protection Officer if: • The organisation is processing personal data as a public entity. • The core activities of the organisation require the regular monitoring of data subjects on a large scale. • The core activities of the organisation consist of the processing of sensitive data on a large scale.

| 51


China relaxes regime for employing foreign graduates China has relaxed the rules on foreign graduates working in China. While previously work permits were only granted to foreigners with at least two years of post-graduate experience, a work permit may now be granted to fresh graduates. The new rules are subject to quotas, which are set on a local level, and only apply to foreigners who have obtained a master's degree or higher. The new scheme is applicable to all graduates of master's degrees provided that they fulfil the following criteria: • • • • • • • •

At least 18 and in good health No prior criminal record Grades averaging or above 80% or B No record of misconduct at Chinese universities Qualifications are relevant to the job offered Employer has been confirmed Salary offered is at or above the average local salary Valid travel documents

Expatriates in Hong Kong entitled to dependent visas through same-sex partners A recent ruling in the Hong Kong Court of Appeal has held that expatriates that have legally entered into same sex marriages, or the equivalent, outside of Hong Kong are entitled to dependent spousal visas. In this case, a female, named only as QT, was granted a spousal visa. This sets a precedent for the city, which may see more same-sex spousal visas issued in the future, however the waters remain murky and the judgement is expected to be challenged. Andrea Randall, Partner, Gall commented, “This ruling now puts significant pressure on the Hong Kong government to conform


to international norms to enact legislation to protect LGBT rights.” Tara Joseph, President, American Chamber of Commerce, lauded the judgement by commenting, “This decision widens the talent pool, and it allows people to think of Hong Kong as a competitive place to do business.” She continued, “Attracting, retaining and engaging in a competitive talent pool is a key priority for companies operating in Hong Kong. The current immigration policy has the potential to be a significant obstacle in achieving this.”


2017 Human Resources Conference

Innovative growth, global mindset: is Hong Kong’s workforce ready, willing and able? December 8

As companies large and small in Asia are gearing up for growth, the limiting factor for capturing this opportunity is talent. The 2017 AmCham Hong Kong Human Resources Conference will address key challenges that Hong Kong is facing in delivering a workforce that can help companies capture this opportunity in Asia and China. Date & Time: December 8 (8:00am - 2:30pm)

Venue: JW Marriott Hotel, Salons 1-4, Level 3, One Pacific Place, Queensway, HK

SPEAKERS Keynotes: Kate Bravery Global Solutions Leader Talent Business Mercer Wai-Kwong Seck CEO-Asia Pacific State Street Bank Will Ross CEO Lazada Cross Boarder

Panelists: Bernard Coulaty, Founder & CEO, MOST Engaged Consulting Gautam Dev, Regional Director, Human Resources - Talent and Leadership, Prudential Corporation Asia Don Duquette, Executive Vice President, Learning Solutions, GP Strategies Adam Gregory, Country Manager, APAC Talent Solutions, LinkedIn Brad Hall, Senior Advisor to the CHRO, Huawei Lale Kesebi, Chief Communications Officer & Head of Strategic Engagement, Li & Fung Rosaline Koo, Founder & CEO, CXA Jane Morgan, Managing Director, HK, GOLIN Lee Quane, Regional Director-Asia, ECA International … more to be announced

PROGRAM HIGHLIGHTS Morning Keynote – Creating a Thriving Workforce: The Path to Making Hong Kong a Global Talent Leader Lunch Keynote CEO Panel – Are the Business and HR Aligned to Capture Growth? CONCURRENT BREAKOUT SESSIONS (sessions I & II run twice; sessions III & IV run once) Session I: Creating the DNA That Fuels Sustainable Growth – An Innovation Culture Session II: The march of the robots – is your workforce prepared for Artificial Intelligence? Session III: Global Mindset, Building a Workforce That Can Deliver Beyond Hong Kong Session IV: The Evolving Role of the Expat in the Hong Kong Workforce TITLE SPONSOR



Sponsorship: Villy Leung, Director of Events & Marketing, For registration and more details



Discover the Secret to Getting Through to Absolutely Anyone by Mark Goulston Executives often feel frustrated when trying to communicate their ideas. They sometimes experience resistance from the people they need cooperation from and this resistance can slow down their progress. Just Listen tells how listening skills can break down resistance. It also outlines how the brain works, and what really happens when two people talk. The book reveals the secrets of listening effectively, the steps one must take to develop those skills and the benefits those skills can bring to those who have mastered them. Just Listen gives nine core rules of getting through to anyone and shows how to use them. It explains how logic is often not enough to foster cooperation and how being interested is more interesting than ‘being interesting’. The book also reminds the reader to be sure that people understand clearly what he or she really means. Backed by the latest scientific research, simple but powerful techniques that can turn frustration and anger into engagement are explained. Featured frequently in major media such as The Wall Street Journal, Fortune, Newsweek and Time, Mark Goulston is also author of several books and is a blogger for the Harvard Business Review and Business Insider among other publications.

Dual Transformation

How to Reposition Today’s Business while Creating the Future By Scott D. Anthony, Clark G. Gilbert & Mark W. Johnson In Dual Transformation, the authors propose a practical and sustainable approach to one of the greatest challenges facing leaders today: transforming business in the face of imminent disruption. Dual Transformation illustrates the inevitable rise and fall of companies in the age of technological change. But, more importantly, it discusses how companies can come out of a market shift stronger and more profitable. Anthony, Gilbert and Johnson build upon the lessons of Xerox, Apple, Barnes & Noble and a case study from Gilbert’s first-hand experience transforming his own media and publishing company to describe the process of successfully weathering the digital age by adapting a current business model to the new marketplace. The book offers critical insight on responding to disruptive shock with three value propositions: repositioning today’s business to maximise resilience, creating a new growth engine and taking advantage of assets to result in creative new markets. With great change comes great opportunity, and this book seeks to aid leaders and HR in exploiting it.

Creative Change

Why We Resist It... How We Can Embrace It By Jennifer Mueller, PhD Humans naturally say they want change, but in practice do little to embrace it. In Creative Change, Mueller discusses real life examples of just how often people will stick to their guns and avoid change. Her research reveals that it’s not just CEOs, but educators, scientists and many others who often struggle to accept new and creative ideas—even when they desire to do so. Mueller parses the tough questions that these findings raise. The book diagnoses this hidden innovation barrier and provides solutions, including a four-step process to self-disrupt your current mindset and recognise creative opportunity, and an idea-pitching framework aimed at helping you overcome other peoples' sticky preference for the status quo. Mueller points out key organisational levers to disrupt the cultural beliefs holding your company back and finally gives tips on how to more accurately recognise creative leaders who can take organisations in productive new directions. Jennifer Mueller earned her PhD in Social and Developmental Psychology at Brandeis University, and has been on the faculty of multiple business schools throughout the US. Mueller’s work has been featured in WSJ, NPR, CNN, HBR, The Atlantic, Fortune, Forbes and Fast Company. Mueller, a native Californian, is currently an Associate Professor at the University of San Diego.



Annual membership packages Step 1. Choose membership package

tick one






(25 STAFF)




1 x two-hour professional English communication skills workshop. Over 10 programmes to select from—for full details, refer to ‘Business English made easy’ brochure on our website (25 staff)

Complimentary access to our quarterly HR Magazine Conferences

Complimentary access to our quarterly HR Magazine Conferences

Complimentary invitation to HR Breakfast Briefings and other events

Complimentary invitation to HR Breakfast Briefings and other events

Complimentary access to our quarterly HR Magazine Conferences (4 HR staff)

Access HR whitepapers & speaker PPTs

Access HR whitepapers & speaker PowerPoints

Access HR whitepapers & speaker PPTs

HR Magazine delivered to your desk every quarter

HR Magazine delivered to your desk every quarter

1 year access to our daily online news, stats & data

1 year access to our daily online news, stats & data

Complimentary invitation to HR Breakfast Briefings and other events HR Magazine delivered to your desk every quarter (4 HR staff)

Post HR job vacancies on HR Magazine’s website for free

1 year access to our daily online news, stats & data (4 HR staff)

Member rates for listings in HR Classifieds

Post HR job vacancies on HR Magazine’s website for free Member rates for listings in HR Classifieds



7,200 Step 2. Choose payment method



tick one

Cheque Made payable to Excel Media Group Limited and mailed to: Excel Media Group Limited, 101, Fourseas Building, 208-212 Nathan Road, Jordan, Kowloon, Hong Kong Bank transfer Made to the following account with all banking fees to be borne by client SWIFT Code: HASEHKHH Account Number: 775 021405 883 Account Name: Excel Media Group Limited Bank: Hang Seng Bank Limited,83 Des Voeux Road Central, Hong Kong (Please fax transfer slip to (852) 3764 3366 or email to:

Credit card / PayPal Subscribe online via:

Subscriber Name Mr / Ms ................................................................. Job Title ............................................................................................... Company Name ...................................................................................... Mailing Address ...................................................................................... .............................................................................................................. .............................................................................................................. Country ............................................................................................... Phone No. Country Code ( ) Area Code ( ) ................................................ Email ..................................................................................................... Please complete details, sign and fax to: (852) 3764 3366 or scan + email to: Enquiries Tel: (852) 2736 6339

Bill me later Please send the invoice to me at my address opposite


Signed _______________






FOREWORD Message from James Thompson GBS Chairman The Hong Kong Management Association More and more organisations believe that sustainability is the cornerstone of their future success. To be a truly sustainable organisation, it is not just about a change in the organisation structure and systems but, more importantly, it involves a shift in the organisation culture, which fosters the integration of sustainability into the day-to-day operations and drives long term business growth. People are key to put this concept into practice. In its 27th year, the HKMA Award for Excellence in Training and Development has continuously advocated the importance of people development. Having recognised over 400 training and development programmes and trainers, the Award winners over the years exemplified the best practice of training and development through their dedication, expertise and commitment to the field. This has made a substantial contribution to the Award’s benchmarking of the industry. On behalf of the Association, may I extend my sincerest gratitude to the Panel of Adjudicators. I would like to thank the Board of Examiners and all members of the Organising Committee, especially its Chairman, Mr Anthony Rushton. Their support and dedication to the Award has earned much deserved admiration. My salutation also goes to all the Sponsors for their generous support. Finally, I wish to thank Mr Matthias Li, Chief Executive, Ocean Park Corporation for sharing his invaluable insights at the Final Presentation Seminar.

Message from Dr Victor Lee FRSA Executive Director The Hong Kong Management Association In the digital era, technology brings disruption and opportunities to all walks of lives. Training and HR professionals play a vital role to transform their organisations and to equip their employees to stay ahead of the fast-moving technological change. Over 27 years, the Award for Excellence in Training and Development offers HRD professionals to have their efforts well recognized by their organisations and the community. It has been a prestigious business accolade that acknowledges exemplary organisations, no matter large or small, and individuals in the field of training and development. On behalf of the Association, I would like to express my deepest gratitude to the Panel of Adjudicators as well as Mr Anthony Rushton, Chairman of the Awards Organising Committee and his fellow members of the Board of Examiners for dedicating their time and efforts to bringing success of the Award. My heartfelt gratitude goes to the Lead Sponsors, Main Sponsors, Sponsors, and Media sponsors for their generous support. I am also immensely grateful to Mr Matthias Li, Chief Executive, Ocean Park Corporation for being the Keynote Speaker of the Final Presentation Seminar. Last but not least, may I take this opportunity to thank all Award entrants this year. The Award proudly witnesses their great work and dedication to the training and development industry. Their effortless devotion to the profession brings to their future success.

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

The 2017 HKMA Award for Excellence in Training and Development has once more attracted participants from an impressive range of organisations. Anthony Rushton, Chairman, Training & Development Awards Organising Committee sat down with HR Magazine to share the major trends that his committee has witnessed in L&D in Hong Kong. He also shares advice on what it takes to be the best in L&D and win one of the coveted HKMA T&D Awards.

HKMA T&D Award 2018 Briefing Session Date: Time: Venue:

Friday, 12 January 2018 9:30am – 11:00am The Hong Kong Management Association CYMA Charity Fund Management Development Centre Room 201, 2/F, PICO Tower, 66 Gloucester Road, Wan Chai, HONG KONG

Registration / Enquiries Ms Nichola Wong Tel: 2826 0521 Email:

Ms Ellis Yeung Tel: 2826 0532 Email:


HR Magazine •

Today’s L&D: blended, mobile & gamified In terms of the continued move away from traditional training in corporate L&D programmes, Rushton noted the most obvious trend has been the move towards blended training programmes. Gone are the days of traditional single intervention programmes such as cooping up participants in classrooms for five days of leadership lectures. He explained, “In today’s forward-thinking organisations, blended training programmes are much more effective as they usually comprise multiple elements, are more sustained over much longer times, and utilise both traditional and technological modes of instruction.” Alternative delivery channels—such as digitising learning—are a key aspect of this trend. Rushton added, “These days, our mobile phones are permanently in our hands, so alternative delivery channels that leverage this mobile technology are very efficient.” Rushton highlighted the importance of embracing digital delivery for L&D as in the modern work environment neither individuals nor their organisations look favourably upon taking several days out of any work week for training. With work routines being busier than ever, staff being away from the desk for several days of training can prove disruptive. Rushton explained, “Digitising training not only makes things more efficient in terms of actually delivering training to those who need it, but it removes stress from employees who previously would have had work backlogs due to the time away from their desks while attending traditional L&D programmes.”

Rushton has seen some gamification elements in L&D being showcased by some of the entrants in this year’s HKMA T&D Awards, and expects this trend to increase in the coming years. He added, “Gamification is a highly impactful way of delivering learning. When it’s well-designed, it’s stimulating and engaging, and enables an organisation to make positive changes extremely quickly.” Greater diversity of entrants Rushton has seen an increase in the number of SMEs entering the Awards. He anticipates a continued increase in this trend, with competition rising among the SMEs. There has also been a widening in terms of the variety of industry types applying to the HKMA T&D Awards compared to previous years. He enthused, “We’re seeing completely new industry sectors joining the Awards this year for the first time.” The trainers themselves are also changing and are significantly different from those who used to apply for the Awards in the past. Rushton noted, “Trainers now come from extremely diverse backgrounds and are often armed with a plethora of external qualifications. However, rather than simply lecturing as subject matter experts, today’s trainers are also acutely aware of the need for them to effectively stimulate ideas and thought processes among participants.” According to Rushton, another important aspect of being a successful trainer today is having prime consulting skills. He added, “Trainers must be totally in touch with what the business needs are and also able to recognise when training is not actually the best solution.” Citing an example of an organisation where trainers discovered that the problem was not in fact a lack of skill sets among employees, but simply the amount of work they were being given, he highlighted, “In this case, all the training in the world would

not be able to fix the problem. The trainers, however, acting as consultants, were able to help identify causations of existing challenges and suggest meaningful courses of action to help create positive outcomes.” Advice to entrants Rushton noted that at their heart, all L&D programmes must address a business issue or an organisational need. To stand out at the Awards is mostly a matter of ample preparation. He noted, “Our evaluation process is objective and transparent, but trainers must really understand it. Preparation for the HKMA T&D Awards is daunting, but doable. Breaking it down and getting ready in a timely way is key to success.” Rushton added, “Performance quality must not be overlooked. When trainers are put in the spotlight, it’s easy to tell which ones are truly passionate, and which ones are just going through the motions. At the HKMA T&D Awards it is the prepared and the passionate who will be victorious.” To be compelling, it is also important for trainers to tell a comprehensive story—one that can make the audience really understand what the organisation has accomplished. While trainers live their programmes day in, day out over a long period, the audience and judges only have a few minutes to understand the full scope of what the training programme has achieved. Impact of Awards Rushton is well versed with L&D with close to two decades of experience in HSBC’s L&D Department. Chairing the Organising Committee for the HKMA T&D Awards has now exposed him to an extremely diverse range of L&D programmes. He remarked, “Being a part of the HKMA T&D Awards has meant seeing the perspectives of many different industries and many different individuals. It has truly broadened my insight into what L&D means across all industries.”

Being a part of the HKMA T&D Awards has meant seeing the perspectives of many different industries and many different individuals. It has truly broadened my insight into what L&D means across all industries.

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





Asia Pacific Heart Rhythm Society and Abbott Laboratories APHRS Asia Physician Programme


he Asia Pacific Heart Rhythm Society (APHRS) is the first regional society in APAC to promote advancement in the diagnosis and treatment of patients with heart rhythm disorders. A key objective of APHRS includes facilitating the exchange of scientific, medical and technological information between its members and members of other local and international organisations by hosting annual APHRS scientific sessions and other related symposia. The number of cardiac devices implanted in Asia is far less than that in Western countries. The low number of implantations in Asia is partly due to the lack of specialist doctors and consequently there is a great need to train more physicians. This training not only helps upskill Asian doctors to implant cardiac devices, but also helps them better understand the implications and benefits of using these life-saving devices. Previously, in Asia, there had been no structured courses for cardiac device implantation for heart rhythm disorders. Since 2010, the organisation has been running physician training programmes in support of the development of junior physicians throughout Asia. Through the APHRS Asia Physician Programme, the organisation has been able to further develop the technical skills and elevate the level of confidence among physicians in the area of device implantation. Professor Chu-Pak Lau, Course Director, APHRS Physician Education Programme (Device Therapy), commented, “To help junior physicians develop

these skills effectively, we have designed a series of innovative hands-on activities to bridge the gap between knowledge and clinical practice. For example, the cutting edge virtual reality simulations allow junior physicians to practice what they have learnt.” Since its inception and up until the end of 2016, 286 physicians, from across APAC, have attended the programme. The training has provided the opportunity for junior physicians to enhance their skills and address their lack of practice regarding the management of heart rhythm disorders. On developing a winning education programme, Professor Lau concluded that, “The key to success is providing learners with opportunities to actually practice the skills.”

Key to success is providing learners with opportunities to actually practice the skills.

— Professor Chu-Pak Lau Course Director APHRS Physician Education Programme (Device Therapy)

Practice • Practice • Practice HR Magazine •





Alice Ip, Executive

Director, Sino Grou p

Sino Group

STAR Service


ith ‘Continuous Improvement’ being a core value of Sino Group, training and development is strongly rooted within the organisation’s mindset. Senior management demonstrate strong commitment and support for the development of their 12,000 employees. To meet the training needs of this talent pool, the organisation has established various curriculums across 11 academies to aid functional and skills development. Alice Ip, Executive Director of Sino Group emphasised, “The learning culture is deeply rooted in the company culture at all levels of the organisation, and senior management’s commitment runs all the way down to frontline employees.”

best to deal with customers in such situations. The performers in the videos are all actual members of the organisation, which further adds to the authenticity and effectiveness of the training materials.

At this year’s HKMA T&D Awards, Sino Group showcase their STAR Service programme, which helps further upskill talent to empower them to provide exceptional service to every customer. The programme focuses on the 5,500 frontline staff of the organisation. Setting the programme apart is the emphasis on easily comprehensible content with the use of visual materials to help deliver messages more effusively. Staff can access on-demand videos giving in-depth information on relevant topics. The videos explore real-life scenarios that staff commonly encounter, and help model ‘textbook interactions’ on how

With the course development process involving members from every level of the organisation— frontline through to senior management—all stakeholders are able to contribute to the development of the curriculum. In this way, the training has become extremely comprehensive and covers almost everything employees need to know. Ip added, “Once the L&D programme has been developed, communicating the value of the innovative elements of the programme and creating an effective post-training environment is vital to sustainability.”

Creating an effective post-training environment is vital to sustainability.

Innovation • Passion • Partnership HR Magazine •

— Alice Ip Executive Director Sino Group





th from right) and line ector, MTR Corporation (7 Dir s rce ou Res n ma Hu , Margaret Cheng ovate!” Programme. support on the “Let’s Inn departments show their

MTR Corporation

‘Let’s Innovate’ - Unleashing Innovative Potential of ‘raiLOvators®’


ith the imminent growth across Hong Kong and internationally in recent years, MTR Corporation (MTR) has been facing various business challenges such as network expansion, continuous rising customer expectations and intense competition in the transportation industry. The Let’s Innovate! – Unleashing Innovative Potential of raiLOvators® was launched to further upskill capabilities of frontline staff in adopting innovative and smarter ways of approaching work—an effective direction to cope with such challenges.

The programme has three core objectives. Firstly, to equip staff with an innovative mindset in creating new ways of striving for continuous improvement. Secondly, to develop the skills and knowledge of staff in generating innovative ideas. Thirdly, to foster the sharing and execution of innovative ideas to support core business strategies. More than 4,500 frontline staff were invited to join the programme and become raiLOvators®. The term raiLOvators® is used to denote innovators in the railway industry, and this term has been registered as a trademark. Margaret Cheng, Human Resources Director, MTR explained, “The programme adopts a blended-learning approach to leverage different learning methodologies, on top of classroom training, in facilitating learning transfer, reinforcement and application.” Gamified learning was one of the key methodologies used to maximise engagement and programme effectiveness. One example of how gamified learning was used with great success was in a secret room escape game, where teams collaborated to find a solution to escape from a locked room. This helped foster innovative thinking and boosted the collaborative problem solving skills of the participants. The MTR has also implemented

raiLOvation Jam sessions in which a marathon 72-consecutive-hour discussion session was held to explore and generate ideas to help address imminent challenges faced by the organisation. Such sessions have been extremely effective in providing an abundance of fresh ideas which are ultimately helping pave a new path for the organisation moving forwards. A couple of the many innovations arising from the jam sessions have included: implementing the use of drones for high-risk work and developing child-friendly ticket gates at the Disneyland Resort Station. “With the support of Senior Management and Line Departments, this programme has played an important role to widen colleagues’ horizons and inspire them to strive for continuous improvement at work. I believe the ‘Let’s Innovate!’ spirit will remain a strong pillar in building MTR’s future success” Cheng emphasised.

Innovation is a journey rather than a destination. To realise MTR’s Vision to connect and grow communities with caring services, we strive to cultivate a culture that staff can always challenge the status quo, and generate ideas to enhance the operational efficiency and contribute to business growth. — Margaret Cheng Human Resources Director MTR Corporation

Commitment • Impact • Engagement HR Magazine •






i Fook Jewel

ner, Chow Ta

, Trai n Lap Shuen Dunson Cha mited Company Li

Chow Tai Fook Jewellery Company Limited Hearts On Fire®—The World’s Most Perfectly Cut Diamond®


n 2014, Chow Tai Fook acquired the U.S. premium diamond brand Hearts On Fire®—The World’s Most Perfectly Cut Diamond®. Subsequently, the Chow Tai Fook Academy founded the Hearts On Fire® Training Team to specifically focus on the structuring, delivery and evaluation of the training programmes for Hearts On Fire® for jewellery consultants at Chow Tai Fook.

The training includes content on diamond cutting knowledge, certification knowledge, appreciation methods and demonstration skills—all delivered in an interactive, experiential style to make the entire learning process fun. The programme objective is to emphasise the unique product features of Hearts On Fire® and to study the buying behaviours and preferences of customers in Hong Kong. Dunson Chan, Trainer at Chow Tai Fook expressed, “The Programme focuses on providing in-depth knowledge about how to demonstrate our diamonds’ extraordinary beauty and brilliance to the customer.” In the training, consultants start by studying basic diamond cutting craftsmanship; then they learn how and why the sparkles of Hearts On Fire® are different from other diamonds. Finally, consultants learn a specially designed method for how to exhibit diamonds to customers. On top of using an iPad to aid consultants with demonstrations, they also learn how to use a special device, provided by the American Gem Society (AGS), that allows consultants to directly and instantly examine the cutting of diamonds, and compare the Hearts On Fire® cut quality and brilliance with other diamonds. The training team has endeavoured to make the programme effective, experiential and fun. All elements of

the training, from brand history and product knowledge, to product collections and selling skills contain a diverse range of activities. Chan noted, “This approach ensures that at the same time as achieving training objectives, consultants also enjoy the whole training journey which then translates into proactive attitudes and passion.” The training started in early 2015 and by 2016, over 200 consultants had already been trained. After training, consultants come away with an in-depth knowledge of diamond cutting, more confidence in the brand and the ability to be more persuasive when demonstrating Hearts On Fire® diamonds to customers. The return on investment is easily evident in consultants’ enhanced ability to present Hearts On Fire® diamonds, resulting in a boost in sales performance from those who have completed the programme.

At the same time as achieving training objectives, consultants also enjoy the whole training journey which then translates into proactive attitudes and passion.

Effective • Experiential • Fun HR Magazine •

— Dunson Chan Lap Shuen Trainer Chow Tai Fook Jewellery Company Limited





Tony Sung, Assistan t Vice President, Di stribution Training Development, Manu & life (International) Limited

Manulife (International) Limited Mission Extraordinary: Connect People and Performance


ith an agency force of over 6,800 professional financial advisors, Manulife (International) Limited has their work cut out when it comes to promoting dynamic L&D across the organisation. Building a robust culture of sharing is how the organisation has managed to become an industry leader in the L&D sphere—maintaining a healthy interchange of knowledge and wisdom among financial advisors. Tony Sung, Assistant Vice President, Distribution Training & Development, Manulife (International) Limited emphasised, “Experienced advisors are championed with transferring their knowledge and experience on to new advisors, sharing success stories and offering winning tips.” He added, “We view this as passing the torch of learning from one generation to the next.” Manulife showcases their Mission Extraordinary: Connect People and Performance at this year’s HKMA T&D Awards. This L&D programme is largely focused on new talent entering the organisation’s agency force. What makes the programme unique is its dual approach­—in addition to teaching talent key hard skills such as effective use of financial instruments, it also helps advisors develop their soft skills. So far the programme has seen 800 enrolments in the interactive learning experience. The low student-to-teacher ratio helps facilitate candidate experience sharing, realistic role plays and ample opportunity for attendees to learn through their mistakes.

Sung stressed the importance with any L&D programme, is to be able to demonstrate a return on investment. He added, “It’s vital to know what benefits a training programme can bring to the company and how this ties in with the business strategy. Evaluating the actual success of a programme is a key phase, and while it is great to have happy and engaged advisors, something also actually needs to be learnt. This, in turn, should then build professional knowledge and generate business results.”

It’s vital to know what benefits a training programme can bring to the company and how this ties in with the business strategy.

Integrity • Trust • Expertise HR Magazine •

— Tony Sung Assistant Vice President, Distribution Training & Development Manulife (International) Limited





Human Resources ung, Senior Manager, Ch Iris ht) rig to left (From r Manager, Cable Car Wong Chan Man, Senio , Cable Car Planning & Corporate Service; Services; Virginia Tang ce an en int Ma d an Operations 0 Limited nager, Ngong Ping 36 and Development Ma

Ngong Ping 360 Limited Diploma in Cable Car Technology


ith a small but passionate workforce, Ngong Ping 360 is leading the way in Cable Car innovation, not only in Hong Kong but in all of Asia. Hong Kong is facing a significant shortage in skilled engineers and talents. At Ngong Ping 360, realising this shortfall, they have put their foot to the pedal to train up industryready talent. Virginia Tang, Cable Car Planning and Development Manager, Ngong Ping 360 commented, “With many of the talent coming from a low education background, the management pledged to upskill with a comprehensive training programme that was not only appropriate but also sustainable.”

Ngong Ping offers participants of the programme the opportunity to achieve a Diploma in Cable Car Technology, the first of its kind in Asia. This Diploma is awarded by the Hong Kong Qualification Frameworks. It is the first cable car Diploma qualification recognised by the Hong Kong Government. In addition to the hard skills necessary for such a technical job, the training goes above and beyond to enrich candidates with supervisor skills, creative thinking and other soft skills. These blend together to develop well-rounded candidates who excel. Tang mentioned, “With a more rounded outlook, staff can develop better methods and more effective solutions. Our training programme feeds the craving for knowledge that our staff have.”

Coming up to the programme’s second wave of graduates—scheduled later this year—the programme is going from strength to strength. With the continuing waves of new students graduating every year, the future career prospects of the engineers in Hong Kong looks bright, thanks to Ngong Ping 360’s inclusive and robust training programme. Tang concluded, “Listen to your staff so you can understand their needs, but at the same time strike a balance between what staff would like and what the business needs. It must be beneficial to both parties.”

Our training programme feeds the craving for knowledge that our staff have.

— Virginia Tang Cable Car Planning and Development Manager Ngong Ping 360 Limited

Commitment • Culture • Communication HR Magazine •

Exclu 獨家 siv eE 體 xp







Stanley Yau, Directo r, Human Resource s& Administration, Ho ng Kong Airlines Lim ited

Hong Kong Airlines Limited

Flying Beyond Your Career (Engineering License Trainee) ELT


ong Kong Airlines Limited currently employs 3,700 staff within Hong Kong and 300 globally. Many of these employees are engineers and given the fact that working with planes is a high-stakes game, professional knowledge and technical ability are paramount. The success of L&D programmes throughout the airline is largely due to comprehensive support from the senior management who have given a very high priority to L&D as it significantly impacts both short- and long-term business strategies. The airline now offers candidates an industry first L&D programme that combines technical training with business management skills. Stanley Yau, Director, Human Resources & Administration, Hong Kong Airlines Limited articulated, “Undergoing rigorous external and internal training, trainees are enriched in the latest aircraft technologies and project management skills, meanwhile gaining the skills of an experienced technician.” The programme, which started out as the brainchild of frontline engineers, was subsequently developed by line managers and maintenance professionals and is now being rolled out at all levels across the organisation. In terms of what has made the programme so successful, Yau emphasised the importance of cross-team collaboration during the

development and rollout phases. He explained, “When you are planning and designing an L&D programme, you have to think win-win. In this way, when we design programmes that are directly linked to business needs and engage business leaders to help hone the training content, the content is extremely effective. When we help staff to develop their full potential in the areas that matter most, we can at the same time also help the airline reach even greater heights of professionalism in the future.”

When you are planning and designing an L&D programme, you have to think win-win.

People • Planning • Future HR Magazine •

—Stanley Yau Director, Human Resources & Administration Hong Kong Airlines Limited





Cathay Pacific Airways Ground Time Optimisation Project at HKIA


athay Pacific Airways is a brand known worldwide, and to compliment this it runs worldclass learning and development programmes. High standards are paramount throughout the organisation, and this means holding external suppliers— as well as those within the company—to the same rigorous standards. Assessing opportunities for further development, the airline has focused on making aircraft turnaround times even more streamlined­—smashing previous target times for completing such turnarounds.

The Ground Time Optimisation Project at HKIA initially set about opening dialogue between different business units and teams. Maria Tong, Learning and Development Manager—Airports, Cathay Pacific Airways commented, “Staff were sometimes only focusing on their own area of operations with little idea of what other business units were doing, so we set about changing that.” Trimming down processes, making staff more aware of each other and developing leaders were the major focuses of the programme, all with the end goal of achieving better precision timing. Around 120 Turnaround Coordinators were upskilled with leadership abilities to direct the turnaround of aircraft. Meanwhile, 1,900 staff were involved in open discussions in Service Leadership Forums. Explaining the forums, Tong noted, “A deepened understanding of individual roles, responsibilities and precision timing schedules helped all business units better collaborate with each other in delivering shorter and more reliable turnarounds.” The programme blended a mixture of open forums, classroom training and e-learning to maximise delivery

effectiveness. On top of this, external suppliers and contractors were also included in the training to help unify everyone under one banner of working towards achieving operational excellence. To date, this has saved the organisation countless man hours and cut the amount of financial burdens on the organisation by reducing missed flights, airplane parking fees and disruptions to service fines. Furthermore, previous goals for turnaround times have been met and exceeded.

A deepened understanding of individual roles, responsibilities and precision timing schedules helped all business units better collaborate with each other in delivering shorter and more reliable turnarounds.

—Maria Tong Learning and Development Manager – Airports Cathay Pacific Airways

Streamlined • Precise • Team-oriented HR Magazine •

HR Bible

The complete HR lifecycle... The HR Bible provides a comprehenisve reference source of best practices and real HR case studies to equip and support HR professionals in their day-to-day HR duties and strategic roles. Learn best practices from leading HR figures, study cases from the world’s leading organisations and gain invaluable knowledge on how to deliver the most effective HR solutions to your own organisation.

Inside... • Exclusive interviews conducted by HR Magazine featuring prominent HR figureheads and HR influencers from around the globe • Yearly trends and projections from trusted independent sources • Research and findings on HR-related issues • Comprehensive service listing for HR-related providers in the region

Order Form |

Simply complete this form and fax back to (852) 3764 3366. Title

Quantity Price

HR Bible

HKD 295

Special rate for HKMA members Special rate for HR Magazine subscribers

HKD 265.5

Total Name:

HKD 195

Payment method Crossed cheques should be made payable to: Excel Media Group Limited Price includes delivery via mail within Hong Kong Bulk discounts available for more than 10 copies Enquiries Tel: (852) 2736 6339 Email:

Title: Company: Address:

Address 101 Fourseas Building, 208-212 Nathan Road Jordan, Kowloon, Hong Kong. Web:

Telephone: Email:

@Copyright 2017 Excel Media Group Limited. All rights reserved.






ad ager, FTLife Ac

Senior Man larence Lau,


FTLife Insurance Company Limited

Mobile Learning for Mobile Sales Force



TLife Insurance Company Limited is one of Hong Kong’s largest life insurance companies, employing over 2,800 insurance agents and employees in the region. The organisation takes pride in its workforce—agents regularly demonstrate a willingness to learn and develop and offer a large degree of flexibility to meet each of their clients’ needs. To provide significantly more L&D opportunities for agents with busy work schedules, in 2015, FTLife has introduced an innovative online training platform which is already yielding encouraging results.

Having conducted a recent company wide survey, it became apparent that most agents within the organisation preferred learning on-line. On meeting the need for flexible online L&D delivery, Clarence Lau, Senior Manager, FTLife Academy commented, “We implemented a training portal called ‘Mobile Learning’ which enables us to integrate mobile technology and preferred learning styles.” The portal enables the workforce to access training at a time most convenient to them and specific to their individual training needs. ‘Transforming for the future’ is the strategy being adopted by FTLife Academy to help talent maximise their potential by constantly evolving agents’ development strategies in line with current trends in L&D. Lau explained what sets FTLife apart from

other companies in terms of agent engagement, “We use top performers from within the organisation to produce learning materials and share relevant on-the-job experiences on the learning portal. This method also echoes the preferred learning style of our workforce and provides them with the flexibility of learning as they can access training wherever, whenever on their mobile devices.” The selection process for the HKMA T&D Awards has also provided FTLife with an opportunity to review their current training programme, reassess how it adds value to the workforce and achieve the strategic goal of transforming for the future.

‘Mobile Learning’ enables us to integrate mobile technology and preferred learning styles.

Pragmatism • Versatility • Agility HR Magazine •

— Clarence Lau Senior Manager FTLife Academy












Shweta Mehrotra, Senior Vice Preside nt, Head of Talent & Diversity – Asia Pacific, Citi Ho ng Kong

Citi Hong Kong My Career


ver the past few years at Citi there has been a notable shift in the mindset of business leaders who aim to encourage broader thinking within the organisation in terms of professional development. Established over two centuries ago, Citi is now spread over 160 markets globally employing 230,000 staff globally with over 4,500 based in Hong Kong. Citi provides a platform for talent to grow by enabling individuals to gain diverse experiences whilst learning in the process. The My Career Programme has been established to transform L&D delivery, staff engagement and cross-team collaboration throughout the Bank. The Programme makes use of a social platform to help foster active participation and dialogue among talent throughout the organisation. The platform has allowed L&D delivery to be digitised so that gamified assessments and a host of self-development resources can be delivered to talent on devices of their choosing, at times best-suited to their schedules. Components of My Career such as My Career Chats—sharing bite-sized information exchanges—and video resources available via the My Career platform, have all helped further engage talent, particularly Millennials. Shweta Mehrotra, Senior Vice President, Head of Talent & Diversity – Asia Pacific explained, “My Career’s user-driven experience puts employees firmly in the driving seat of their own careers. The platform guides them towards relevant selfdevelopment resources and helps steer them towards a career direction they would most like to pursue.” To help them further develop skill sets, talent at the Bank is also encouraged to move between business units, such as moving between institutional roles

and consumer roles. Mehrotra explained, “The experiences that individuals gain through lateral job rotations, together with insights from the My Career platform, supplemented with classroom learning, are fundamental ingredients in developing talent with all-round knowhow and better aligning them with the organisation’s goals.” She added, “Professional development is an ongoing process which is a confluence of experience, education and exposure— with HR playing the role of an enabler.”

Professional development is an ongoing process which is a confluence of experience, education and exposure—with HR playing the role of an enabler. —Shweta Mehrotra Senior Vice President, Head of Talent & Diversity – Asia Pacific Citi Hong Kong

Forward-looking • Networking • Digitally enabled HR Magazine •





The Hong Kong Jockey Club With CORE in our Hearts, We Transform

Gilbert Cheng, Head of Retail, The Hong Kong Jockey Club


he Hong Kong Jockey Club (HKJC) – Retail Department, with 500 full-time and 4,000 contract and part-time employees, takes pride in its robust L&D culture. As Gilbert Cheng, Head of Retail, HKJC explained, “Our multiple communication channels and staff engagement programmes foster an open communication culture where employees confidently speak their minds and share their ideas.” This includes elements such as Town Hall meetings where employees can transparently engage in retail planning, experiential workshops encouraging bottom-up communication and setting a ‘voyage’ dashboard for each branch where staff members set collective targets and work to achieve them. The L&D Programme being entered into this year’s HKMA T&D Awards is entitled With CORE in our Hearts, We Transform. This is a blended L&D programme aimed at fostering a CORE mindset comprising: Competency, Openness, Recognition and Effectiveness. Cheng elaborated, “Our programme encompasses everything from experiential learning activities, to learning-in-action competitions with excellent rewards, to an effective e-learning platform with videos and quiz games.” The ultimate focus of these activities is to foster openness amongst staff, nurture encouragement towards teammates and ensure everyone is well informed on organisational innovations and industry best practices. Cheng believes that HKJC’s programme stands out due to its excellence in four areas: prioritisation, stakeholder engagement, effective resource management and

sustainability. Cheng summarised, “We prioritise the most important training content first and pilot our programmes to all supervisory staff before mass rollout. Stakeholders from all levels are involved in the planning. We also build a competent pool of in-house cross-functional trainers who ensure the programme is sustainable.” Staff stay engaged throughout the programme because it is tailored to meet their needs, engages all levels of employees and promotes a culture of continuous learning and enhancement. Cheng summarised, “It is crucial to ensure your L&D programme objectives are in line with your organisation’s strategic role and foster the CORE mindset. You must not only be driven to make changes, but also to sustain that transformational success.”

You must not only be driven to make changes, but also to sustain that transformational success.

—Gilbert Cheng Head of Retail The Hong Kong Jockey Club

Engaging • Customer-centric • Sustainable HR Magazine •





Margaret Cheng, Human Resources Director, MTR Corporation

MTR Corporation The Ride to a Great Career


ngaging talent at a young age is one of the key factors that contributes to the success of the MTR Corporation’s Graduate Trainee (GT) Programme - The Ride to a Great Career. In fact, the process of engaging talent starts before university, with the Corporation laying the foundations by building its employer brand and core values through a series of experience sharings and mentoring programmes conducted by MTR ambassadors with students at secondary school. The MTR receives over 3,000 applicants to join The Ride to a Great Career every year and only the cream of the crop are successfully accepted on it, in which they then embark on a threeyear learning and career development journey. The programme is modelled around the MTR’s strong culture of continuous learning and development and provides staff with opportunities to enhance themselves and develop their careers through a range of holistic training programmes that help upskill graduates, who already have Bachelor’s degrees, with professional development and management and other soft skills. Margaret Cheng, Human Resources Director, MTR emphasised, “A mindset of continuous learning is ingrained into our culture. To achieve this, the programme contains not only on-the-job experience but also a total experience outside the job.” Besides job rotation, the programme offers classroom training, action learning projects, community events, and corporate events to enrich trainees’ exposure. All of these help ones’ personal development and enhance the future career prospects. She added, “Another thing that sets the Corporation apart—in terms of staff development opportunities—is their openness to

examine things at a global level.” As such, candidates are given overseas postings so they may further develop themselves and gain insight into the diverse business around the world. The programme blends on-the-job training, informal learning and traditional classroom teaching, in a ratio of 70:20:10 respectively. In terms of measuring the success of the programme, Cheng explained, “Taking a pipeline perspective, we examine the retention rate— which currently stands at over 90%. This demonstrates a great return on our investment and that the vast majority of the candidates are now contributing back to the company. A job at MTR is often a career for life.”

With a mission to inspire, engage and develop our staff, we offer a range of continuous development and career opportunities for our staff. A job at MTR is often a career for life.

Learn • Share • Excel HR Magazine •

—Margaret Cheng Human Resources Director MTR Corporation




2017 INDIVIDUAL AWARDS WINNERS Distinguished Trainer Award Winners Mr Bruce Au Learning and Development Manager Group Human Resources (Asia) A.S. Watson Group

Mr Roy Choy Regional Manager Prudential Hong Kong Limited

I am humbled to receive such a prestigious Award from the HKMA. My heartfelt thanks go to my leaders at A.S. Watson Group for their trust and nomination. I have enjoyed every bit of the process because it gave me the opportunity to reflect on what I have done over the years and how I have made a difference.

Winning the ‘Distinguished Trainer Award’ is a milestone in my career and an unforgettable experience that I will always be proud of. Participating in the Awards not only sharpened my professional training skills, but also gave me exposure to peers from other companies and their training experiences.

Mr David Chan Assistant Training Manager Maxim’s Group - Japanese Chain Restaurants It is my great honour to receive the ‘Distinguished Trainer Award’ from the HKMA. This Award motivates me to continue deploying myself in nurturing and developing working buddies. I would like to express my sincere thanks to Maxim’s Group - Japanese Chain Restaurants, especially to my managers for their enormous support and guidance.

Mr Harry Ng Director, Skills Transfer Consulting Infocan Training Limited It is a great honour to receive this Award. I would like to take this opportunity to thank my team and trainees. It would not have been possible to receive the award without their support. The selection process provided an opportunity to reflect on my role and responsibility of being a part of the IT training and development industry, as well as a chance to bring new and innovative ideas to the community.

Outstanding New Trainer Award Winners Mr Derek Au Learning Manager GP Strategies Corporation It is my great honour to receive the ‘Outstanding New Trainer Award’. I would like to express my sincerest gratitude to the HKMA, the judging panel, my company, GP Strategies, managers and teammates for their support and encouragement. I will continuously strive to contribute to this profession with passion and belief.

Mr Alpha Cheng Unit Manager Prudential Hong Kong Limited Being awarded the ‘Outstanding New Trainer Award’ is a prestigious recognition of my training and management professionalism. It is a great opportunity to challenge myself. I would like to express my heartfelt gratitude to my company, Prudential Hong Kong Limited, and the Academy of Financial Services team, which support me at all times.

Ms Aing Fan Officer (Training and Development) Midland Holdings Limited ‘People-oriented and peoplenurturing’ are the core values of Midland Holdings Limited, which also express my commitment to pursuing excellence in training and development. Receiving the ‘Outstanding New Trainer Award’ from the HKMA has affirmed my efforts to be a training professional. My heartfelt gratitude goes to my department head and team members for their continuous support and encouragement. Moving forward, I will continue to devote myself to providing high quality training and to nurturing more talents.

Ms Bonnie Lau Senior Training Officer Maxim’s Group - Japanese Chain Restaurants It is my honour to receive the ‘Outstanding New Trainer Award’ from the HKMA. The Award not only gives me great recognition and motivation, but also enhances my exposure to the profession. I would like to extend my sincere gratitude to my company, team head and team members for giving me unlimited support and encouragement throughout my journey as a training professional.

Mr Dickson Lau Training Engineer CLP Power Hong Kong Limited It is a great honour to receive the ‘Outstanding New Trainer Award’ from the HKMA in recognizing my efforts for continuously developing power expertise and profession in CLP Power Hong Kong Limited. I would like to express my heartfelt gratitude to the HKMA in organising this meaningful event, also to my supervisors and fellow colleagues for their endless support and encouragement.

Mr Kenneth Lau Officer (Training and Development) Midland Holdings Limited It is my deep honour to be awarded the ‘Outstanding New Trainer Award’. It is a key milestone and a big recognition of my career. I would also like to express my sincerest gratitude to Midland Holdings Limited, my department head and my colleagues for their full support and encouragement.

Mr Tim Lau Training Officer HKT Limited It is my great honour to receive the ‘Outstanding New Trainer Award’. I would like to take this opportunity to express my heartfelt thanks to my company, HKT Limited, my supervisor and teammates for their continuous support and encouragement. It is a very good beginning to my training journey and I will keep moving to reach new heights.

Mr Daniel Lee Senior Training Officer Prudential Hong Kong Limited It is my great honour to be awarded the ‘Outstanding New Trainer Award’, which marks a tremendous milestone in my career path. I would like to take this opportunity to express my heartfelt gratitude to the HKMA, Prudential Hong Kong Limited and my supervisors and teammates who gave me support and encouragement on this journey.

Mr Jameson Lee Facilitator FedEx Express ‘Training is an investment for the future of your business!’The HKMA T&D Awards solidifies the importance of this message and recognises efforts in training success. To be awarded the ‘Outstanding New Trainer Award’ will definitely bring me to the next level in my career path. I would like to thank my company FedEx Express for all the development and my team members for their continuous support and encouragement.

Mr Ricky Li Training Officer Prudential Hong Kong Limited It is a great honour to receive the ‘Outstanding New Trainer Award’. The experience has been invaluable and it will definitely inspire me to develop more and better training programmes in the future. I would like to express my heartfelt thanks to my company Prudential and my colleagues from Academy of Financial Services for their continued support and encouragement.

Ms Carmen Lo Organisational Development Executive Jebsen & Co Ltd It is my great honour to receive the ‘Outstanding New Trainer Award’ from the HKMA. This opportunity has sharpened my skills and inspired me to further develop my career in the learning and development field. I would like to say a big thank you to Jebsen & Co Ltd, my managers, Bianca, Sara and Patricia, and my team. The guidance and support I have received has brightened my career and professional life.

Ms Grace Ma Human Resources Development Officer MTR Corporation Receiving the ‘Outstanding New Trainer Award’ from the HKMA is a distinct honour for me. The road to it has been a rewarding learning journey, and all of that would have been impossible without my company, my managers and peers for their unremitting support and encouragement. The recognition definitely reaffirmed my efforts in training and development. I will continue to inspire and to be inspired!

Mr Sunny Wong Assistant Learning and Development Manager BOC Group Life Assurance Company Limited I am honoured and happy to receive the ‘Outstanding New Trainer Award’. I would like to thank BOC Group Life Assurance Company Limited for giving me the opportunity to participate in this Award. I am especially grateful for the support from my manager and Department Head. Learning is a never-ending process. This Award is just the beginning of my career.




Trainer of the Year: Mr Tolar Ng, Ralph Lauren Asia Pacific Limited Distinguished Trainer Awardees: Ms Vivian Ling, Citibank (Hong Kong) Limited Mr Tolar Ng, Ralph Lauren Asia Pacific Limited Mr Edmond Poon, Pricerite Stores Limited Ms Julia Wong, Synergis Management Services Limited Outstanding New Trainer Awardees: Mr Lawson Chan, Midland Realty Mr Cyrus Chau, Maxim’s Caterers Limited Ms Hester Cheng, Maxim’s Caterers Limited Mr Cheng Kam Hong, CLP Power Hong Kong Limited Ms Vanessa Chou, New World Development Company Limited Ms Edna Chow, DFS Group Limited Ms Selina Li, Hong Kong Express Airways Limited Mr Chris Tsang, New World Development Company Limited Mr Gary Wong, McDonald’s Restaurants (Hong Kong) Limited Ms Kamy Wong, Sheraton Hong Kong Hotel & Towers Ms Miriam Yang, Standard Chartered Bank (Hong Kong) Limited

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

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

2015 Trainer of the Year: Mr Alan Leung, DFS Group Limited Distinguished Trainer Awardees: Mr Alan Leung, DFS Group Limited Mr Desmond Mok, Maxim’s Caterers Limited Ms Dorothy Wong, ICC Limited Ms Elsa Wong, Bank Of China (Hong Kong) Limited Outstanding New Trainer Awardees: Mr King Chan, McDonald’s Restaurants (Hong Kong) Limited Ms Eliza Cheng, CLP Power Hong Kong Limited Mr Keith Chu, McDonald’s Restaurants (Hong Kong) Limited Ms Becky Chung, Standard Chartered Bank (Hong Kong) Limited Mr Lynn Lai, China Life Insurance (Overseas) Co Ltd Mr Charles Tang, MTR Corporation Limited Ms Amy Tong, G2000 (Apparel) Limited Mr Penny Tsang, Pure International (HK) Ltd Ms Stephanie Wong, HSBC Life (International) Limited Mr Kim Wu, Maxim’s Group—Starbucks Hong Kong Ms Psyche Yau, MTR Corporation Limited Ms Willy Yuen, BOC Group Life Assurance Company Limited

2014 Trainer of the Year: Ms Yvonne Yam, RS Components Limited Distinguished Trainer Awardees: Ms Maggie Chan, Bank of China (Hong Kong) Limited Mr Leo Lee, CSL Limited Ms Amy Leung, DFS Group Limited Ms Jasmine Lok, Maxim’s Caterers Limited Ms Maria Tong, Cathay Pacific Airways Mr Vincent Woo, Maxim’s Caterers Limited Ms Yvonne Yam, RS Components Limited Ms Snowy Zheng, Australia and New Zealand Banking Group Limited Outstanding New Trainer Awardees: Mr David Chan, Maxim’s Caterers Limited Mr Max Cheng, DFS Group Limited Ms Novem Chung, Midland Holdings Limited Ms Kathy Kwong, New World Development Company Limited Mr Kenny Lai, Bank of China (Hong Kong) Limited Ms Rebecca Leung, Maxim’s Caterers Limited Ms Jacqueline Ng, Maxim’s Caterers Limited Mr Jovi Yan, The Hong Kong Jockey Club Ms Karin Yeung, MTR Corporation

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

2011 Trainer of the Year: Ms Prudence Sze, CLP Power Hong Kong Limited Distinguished Trainer Awardees: Ms Sonia Lui, Civil Service Training And Development Institute, Civil Service Bureau, HKSAR Ms Prudence Sze, CLP Power Hong Kong Limited Mr Bob Xie, The Hong Kong & China Gas Company Limited Outstanding New Trainer Awardees: Mr Nicky Lam , Island Shangri-La, Hong Kong Ms Amy Law, HSBC Mr Lee Chee King, The Hong Kong Jockey Club Ms Priscilla Lim , HSBC Ms Katherine Lo, American International Assurance Company Limited Mr Kelvin Lo, The Hong Kong Jockey Club Ms Amy Yu, HSBC

2010 Trainer of the Year: Ms Natalie Lee, HSBC Distinguished Trainer Awardees: Ms Astor Lau , Ageas Insurance Company (Asia) Limited Ms Natalie Lee, HSBC Ms Jacqueline Moyse, Mandarin Oriental Hotel Group Mr Bradley Wadsworth, PACNET Outstanding New Trainer Awardees: Mr Jason Furness, HSBC Ms Angelina Lee, CLP Power Hong Kong Limited Mr Lawrence Luk, General Mills Hong Kong Limited

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

2007 Trainer of the Year: Ms Carroll Chu, Island Shangri-La, Hong Kong Distinguished Trainer Awardees: Ms Carroll Chu, Island Shangri-La, Hong Kong Ms Selina Kam, HSBC Mr Kenny Mak, HSBC Ms Shirley Ng, Hong Kong Disneyland Resort Outstanding New Trainer Awardees: Mr Mark Chan, HSBC Mr Peter Cheung, Hong Kong Disneyland Resort Mr Desmond Ho, HSBC Mr Badhri Nath Rama Iyer, HSBC

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

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

HKMA Award for Excellence in Training & Development • 2017


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







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




Skills Training Category Gold Award: Cordis, Hong Kong Silver Award: MTR Corporation & Sports Federation & Olympic Committee of Hong Kong, China Bronze Award: TAL Apparel Limited Excellence Awards: Fuji Xerox (Hong Kong) Limited Hong Kong Sheng Kung Hui Welfare Council Limited The Great Eagle Properties Management Company Limited

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

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


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

Development Category Gold Award: Prudential Hong Kong Limited Silver Award: Esquel Group Bronze Award: Manulife (International) Limited Excellence Awards: Bank of China (Hong Kong) Limited Wallem Group Zurich Insurance (Hong Kong)

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

2009 2015 Skills Training Category Gold Award: Cathay Pacific Airways Limited Silver Award: Synergis Management Services Limited Bronze Award: Maxim’s Caterers Limited Excellence Awards: DBS Bank (Hong Kong) Limited Federal Express (Hong Kong) Limited Sun Life Hong Kong Limited Development Category Gold Award: The Hong Kong Society for the Aged Silver Award: DBS Bank (Hong Kong) Limited Bronze Award: McDonald’s Restaurants (Hong Kong) Limited Excellence Awards: CLP Power Hong Kong Limited Midland Holdings Limited Shangri-La Hotels and Resorts

2014 Skills Training Category Gold Award: Hong Kong Broadband Network Limited Silver Award: Synergis Management Services Limited Bronze Award: RS Components Limited Excellence Awards: Chow Tai Fook Jewellery Company Limited Hotel ICON Ma Belle Jewellery Company Limited Development Category Gold Award: Crystal Group Silver Award: DFS Group Limited Bronze Award: Bank of China (Hong Kong) Limited Excellence Awards: Fuji Xerox (Hong Kong) Limited Hotel ICON Shun Tak – China Travel Ship Management Limited

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

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

2008 Gold Prize: CLP Power Hong Kong Limited Silver Prize: Maxim’s Caterers Limited and Hospital Authority Bronze Prize: The Hong Kong Jockey Club Certificates of Excellence: Canossa Hospital (Caritas) Hong Kong CSL Limited InterContinental Hong Kong

2007 Gold Prize: Tao Heung Group Limited Silver Prize: Kowloon-Canton Railway Corporation Bronze Prize: The Hong Kong Jockey Club Certificates of Excellence: Kowloon Shangri-La Hotel Li & Fung (Trading) Limited PCCW Limited

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


1999 Gold Prize: Hang Seng Bank Limited Silver Prize: CLP Power Hong Kong Limited Bronze Prize: Hang Seng Bank Limited Certificates of Merit: Goodwell Property Management Limited The Jockey Club Kau Sai Chau Public Golf Course Limited Kowloon-Canton Railway Corporation

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

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

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

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

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




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

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



Skills Training Category Gold Prize: The Hong Kong Jockey Club Silver Prize: DHL Express (HK) Limited Bronze Prize: CLP Power Hong Kong Limited Excellence Awards: Hong Kong Air Cargo Terminals Limited Hong Kong Broadband Network Limited Shanghai Feng Cheng Property Management Company Limited — Subsidary of Shui On Land (HK & China)

Gold Prize: Cathay Pacific Airways Limited Silver Prize: Circle K Convenience Stores (HK) Limited Bronze Prize: HSBC Certificates of Merit: Canossa Hospital (Caritas) Kai Shing Management Services Limited Sun Hung Kai Properties Limited

Development Category Gold Prize: The Hong Kong Society for the Aged Silver Prize: Hip Hing Construction Company Limited Bronze Prize: MTR Corporation Limited Excellence Awards: Civil Service Training and Development Institute, Civil Service Bureau The Dow Chemical Company HSBC


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

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

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

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

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

Get an HR six pack for 2018

HKD 7,200 1



3 HR ONLINE (daily updates)






Choose any one workshop from:


• Spoken Business English • Written Business English • Cross-cultural training • Customer service skills • Negotiation skills

• Telephone skills • Presentation skills • Report writing • Proposal writing • Minute writing

In conjunction with

(Est. 1997)

Call Terry Logan on (852) 2736 6339 or email




ORGANISING COMMITTEE* Mr Anthony Rushton (Chairman) Regional Head of Learning, Asia Pacific Human Resources HSBC

Ms Joyce Chow Managing Director, Learning and Development International Fedex Express

Ms Connie Chan Head of Human Resources, Hong Kong Yahoo! Hong Kong Limited

Mr Ian Choy Senior Director - People Resources McDonald’s Hong Kong

Dr Salina Chan Regional Learning and Development Director Human Resources - Asia Pacific Fossil (East) Limited

Ms Mimi Fu Director, Learning and Development Ocean Park Corporation

Mr Vicmond Chan Human Resources and Administration Director Dragages Hong Kong Limited

Mrs Claudia Hodges Director of Agency Training Agency Administration Prudential Hong Kong Limited

Ms Winnie Chiu Member Training and Development Awards Organising Committee

Mr Collin Lam Regional Director, Human Resources and Administration Fantastic Natural Cosmetics Limited

Ms Kyon Chow Head of Human Resources, Asia Johnson Electric

Ms Ivy Lau Executive Director Bliss & Bless International Limited

Ms Ivy Leung Head of Human Resources and Administration Octopus Holdings Limited Ms Felicity Sam Senior Director, Learning and Development Ralph Lauren Asia Pacific Limited Ms Bianca Wong Regional HR Head Asia Hilti Hong Kong Limited Mr Stanley Yau Member, Training and Development Awards Organising Committee Mr Albert Yeung Partner DDI Transitionsasia Limited

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


MANAGEMENT COMMITTEE Mr Stephen Leung (Chairman) Country Manager Pfizer Corporation Hong Kong Limited

Mr Ellis Ku* Head of Learning and Organisation Development Maxim’s Caterers Limited

Mr Morison Chan* Member, Human Resources Development Management Committee

Mr Steve Lawrence* Member, Human Resources Development Management Committee

Ms Catherine Chau* Head of Human Resources Hongkong Land Limited

Ms Maylie Lee* Chief Human Resources Officer Human Resources AIA International Limited

Ms Ivy Cheng* Head of Human Resources AMOREPACIFIC Hong Kong Company Limited Ms Kit Fan* Head of Corporate HR The Hong Kong & China Gas Company Limited Ms Judy Feng* Head of Organisational Development The Hong Kong Jockey Club Mr Barry Ip* Senior Director, Division Learning and Development / Principal, Jabil Employee Development International Institute Jabil Circuit, Inc.

* Also members of the Board of Examiners

HR Magazine •

Mr Teddy Liu* General Manager - Corporate and Talent Development New World Development Company Limited Mr Anthony Mak* Principal Assistant Secretary (Civil Service) Training and Development Civil Service Training and Development Institute Civil Service Bureau Ms Eliza Ng* Director, Human Resources Fuji Xerox (Hong Kong) Limited Mr Anthony Rushton* Regional Head of Learning, Asia Pacific Human Resources HSBC

Ms Carmen Ting* Head of Talent People, Performance and Culture KPMG Mr Chester Tsang* Head of Management Training and Organisation Development MTR Corporation Mr Kenneth Wai* Director of Human Resources Island Shangri-La Hotel Ms Bianca Wong* Regional HR Head Asia Hilti Hong Kong Limited

MANAGEMENT COMMITTEE Ms Margaret Cheng (Chairman) Human Resources Director MTR Corporation

Mr C K Lee* Managing Director C K Lee & Associates

Mr Thomas Ng Human Resources Advisor The Hong Kong Jockey Club

Ms Florence Chow* Head of Group Human Resources HKT Limited

Ms Carrie Leung* Chief Executive Officer The Hong Kong Institute of Bankers

Professor Wong Chi Sum Department of Management The Chinese University of Hong Kong

Ms Connie Lam* Human Resources Director CLP Power Hong Kong Limited

Ms Christina Leung* Director, Human Resources and Administration Guardforce Group

Mr Albert Wong* Group Head - Labour and Community Affairs Cathay Pacific Airways

Ms Nita Law* Regional Head, Human Resources, Greater China and North Asia Standard Chartered Bank (Hong Kong) Limited

Ms Janet Yeung* Director of Human Resources Cordis, Hong Kong

Mr Peter Leung* Senior Human Resources Manager Hospital Authority

* Also members of the Board of Examiners

PANEL OF ADJUDICATORS SKILLS TRAINING CATEGORY Ms Vicki Au Managing Director Estée Lauder (Hong Kong) Limited

Mr Herbert Hui Managing Director Fuji Xerox (Hong Kong) Limited

Mr Peter Mobbs Group Chief Executive Officer Scentia

Ms Loretta Fong Partner, Assurance PwC

Dr Victor Lee Executive Director The Hong Kong Management Association

Dr Leo Yang General Manager Hilti Hong Kong Limited

DEVELOPMENT CATEGORY Mr Abraham Chan Founder, Chairman, Chief Executive Officer and Executive Director Purapharm International (Hong Kong) Limited Mr Stephen Ho Chief Executive Officer Citic Telecom International CPC Limited Ms Fion Ipp Founder and Managing Director AMOREPACIFIC Hong Kong Company Limited

Dr Victor Lee Executive Director The Hong Kong Management Association Mr Stephen Leung Country Manager Pfizer Corporation Hong Kong Limited

Mr Raymond Tong Chief Operating Officer (Headquarters and Branded Products) Maxim’s Group Mr Terence Yap Group Chief Executive Officer Guardforce Group

Mr Paul Poon Vice Chancellor - CLP Power Academy CLP Power Hong Kong Limited

HKMA Award for Excellence in Training & Development • 2017


2016/2017 PEOPLE



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

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

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

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

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

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

Tel: (852) 2598 5234 Fax: (852) 2598 7500

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

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

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

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

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

Tel: (852) 3589 8899 Fax: (852) 3589 8555

Tel: (852) 2980 1888 Fax: (852) 2861 0285

EDUCATION / CORPORATE TRAINING As a trusted international organisation and a global leader in English training, the British Council has over 70 years’ experience in English assessment. We develop and deliver English language programmes for businesses in Hong Kong. Aptis, British Council’s English testing tool, is a robust four skills test used by corporate businesses, government organisations and educational institutions. It provides an accurate and affordable way to benchmark language levels of employees for recruitment or career advancement purposes. With results available in as little as 24 hours, Aptis assesses ability in the areas that HR want to focus on – in individual skills or combinations of speaking, writing, listing or reading. Dew-Point International Ltd. is a leading provider of training and management consulting services throughout Asia. We assess the specific needs of our clients and respond with customised, practical training programs and consulting services. Established in 1973, we combine in-depth knowledge with genuine enthusiasm and highly dynamic training techniques to create productive and effective learning experiences. Dew-Point enhances organisational and individual effectiveness by building the capacity within organisations without the need of continued outside help. Through assessment, skills training, team facilitation and executive coaching, we have ensured the long-term success of countless clients. Our areas of expertise: leadership, performance management, communication and teamwork, sales, process and productivity improvement, customer satisfaction, continuous improvement.


British Council 3 Supreme Court Road, Admiralty, Hong Kong Tel: (852) 2913 5100

Dew-Point International Ltd. 21/F., Ritz Plaza, 122 Austin Road, Tsimshatsui, Kowloon, Hong Kong Tel: (852) 2730 1151 Fax: (852) 2730 0164


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

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

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

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

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

Tel: (852) 2815 9880

Tel: (852) 3511 9288

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

The Vocational Language Programme Office aims at offering quality vocational English, Chinese and Putonghua training for working adults to meet their language needs at work. We have run various courses for public organisations and private corporations before, such as HKSAR Water Supplies Department, Hospital Authority and Pizza Hut Hong Kong Management Limited. With the support from the Language Fund, the QF-recognised Vocational English Enhancement Programme is on offer for enhancing the practical English skills of the Hong Kong workforce. Individual corporations can enjoy great flexibility by having the VEEP courses operated at their training venues and preferred schedule. On completion of the course, learners can receive 60% of the course fee reimbursement and obtain certificates issued by the Vocational Training Council and LCCI.

Vocational Language Programme Office, Vocational Training Council Room 437, 4/F, Academic Block, 30 Shing Tai Road, Chai Wan, Hong Kong Tel: (852) 2595 8119

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

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

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

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

Tel: (852) 3651-8835 Fax: (852) 3651-8840

Tel: (852) 2586 0731 Fax: (852) 2915 7770

HR CONSULTING Based in Hong Kong and with overseas partners, we operate internationally. HRA provide human resource consultancy & recruitment support to construction, engineering, manufacturing and the oil & gas sectors. Our human resource consultancy services encompass the full range of HR functions including training, HR audits and outsourced HR support.

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

| 91

HR CLASSIFIEDS HR TECHNOLOGY SOLUTIONS COL, an IT services subsidiary of Wharf T&T, is a leading IT services company in Hong Kong with over 40 years of experience and has been crowned Excellent HR Information System Provider of HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management. COL offers a full range of IT infrastructure, application development and implementation services including Business Process Outsourcing (BPO). With domain expertise in business applications, we deliver 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 key application in our HCM product portfolio to securely manage HR related documents including employees P-file, appraisal records, training materials, etc.

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

COL is a Cisco Gold partner, an EMC Velocity Partner, a Juniper Networks Elite Partner, an Oracle Gold 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

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

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

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

Tel: (852) 3529 4123 Fax: (852) 3007 1424

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

HRM Essentials System Consulting Limited 23/F, Weswick Commercial Building 147 – 151 Queen’s Road East Wanchai, Hong Kong

• Unlike other solutions which are either too complicated or lack of focus. Our solutions are easy-to-use and powerful. • We invite users to participate in our development process. Users are happy and excited to see every release with the new features they requested. • We commit to provide excellent after-sales services. • Our solutions are budget-friendly. • Most importantly, we serve our customers by HEART.

Tel: (852) 3695 5133

Tel: (852) 2111 2980 Fax: (852) 8209 3800

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

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

SuccessFactors 35/F, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, Hong Kong Tel: (852) 2539 1800 Fax: (852) 2539 1818

LEADERSHIP DEVELOPMENT IECL has been training professional coaches and inspiring leaders throughout Australasia since 1999. We have had a permanent presence in Hong Kong since 2009, Shanghai since 2011, and established our first footprint in Singapore in 2015. Our vision is to develop the next generation of exceptional leaders. Everything we do focuses on people, development and measurable business results. IECL’s expert team are at the forefront of reshaping leadership development for the 21st century. We know leadership is no longer an individual activity—a leader’s success depends on others succeeding. This knowledge underpins IECL’s service to you: • Training and accrediting coaches • Enabling leaders through focused programmes • Providing expert coaches and facilitators


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

HR CLASSIFIEDS For over 20 years MDS has been the market leader in leadership development, sales training and executive coaching, producing great results for global companies. We are also the certification centre and distributor for leading assessment tools including the MBTI® and FIRO® for personality, Leadership Effectiveness Analysis (LEA 360™) and GMI® for leadership, Strong Interest Inventory® for career planning, SPA™ for sales, and TKI® for negotiation skills. We have a vast collection of leadership and sales programmes including the leading edge Miller Heiman products. From our offices in Hong Kong, Beijing, Shanghai and Taipei we manage a team of excellent international leadership trainers, sales trainers and executive coaches. They deliver around the region in English, Mandarin, Cantonese, Korean and Japanese. In 2016, MDS launched the Smith-MDS partnership with the Robert H. Smith School of Business (University of Maryland), one of the world’s foremost business schools. The Smith-MDS partnership draws on a world-class faculty, facilitators and executive coaches to deliver leading edge executive development solutions.

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

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

Excel Global Company Information Level 8, Two Exchange Square, 2 Connaught Road, Central, Hong Kong

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

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

Our Global Expatriate Service specialists advise on expatriate issues relating to corporate tax, personal tax, social security matters and process consulting across Asia. Our expertise therefore enables us to identify assignment related risks at an early stage and optimise tax and social security payments for companies and their employees while keeping the administrative burden to a minimum. In conjuction with our international network, we can assist you in almost 100 locations worldwide.

Tel: (852) 2846 1888 Fax: (852) 2297 2289

Tel: (852) 2528 1229 Fax: (852) 2541 1411

MANAGEMENT CONSULTING atrain is a premium consultancy in leadership assessment, talent management and organisation development. Headquartered in Germany, we have offices in Europe, United States, South America and Asia. 90% of our consultants are business psychologists; we bring together the best of business strategies and the psychological approach to develop solutions tailor-made to your requirements. We explore and research on innovative concepts, and help you to cultivate the company culture you envisage.

atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan Tel: (852) 2522 9018

Our international presence and culturally diverse teams enable partnerships with multi-national corporate clients for their business growth and success. Put us to the challenge—you will not be disappointed.

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

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

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

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

• • • • • • •

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

Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000

Tel: (852) 2980 1027 Fax: (852) 2262 7596

| 93


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

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

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

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

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

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

Tel: (852) 3606 8888 Fax: (852) 3606 8889

Tel: (852) 2159 9999

Tel: (853) 8798 9699 Fax: (853) 2872 7123

RECRUITMENT / EXECUTIVE SEARCH Headquartered in Switzerland, Adecco is a Fortune Global 500 company with around 5,000 offices in over 60 countries and territories around the world. We possess the skills and global intelligence to develop human resource strategy for the highest levels, yet remain close to clients, local markets and needs. Adecco Hong Kong has over 30 years of experience in the region, with a comprehensive service offering that includes permanent placement, temporary & contract staffing, recruitment process outsourcing, HR consulting & assessment services, employment contract services, recruiting projects & overseas search, payroll outsourcing & administration services, and training.

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

Established in 1996, Frazer Jones is a Human Resources Recruitment Consultancy. Contact us to find out how we can assist you in your next Human Resources hire or if you are looking for a change in your HR career. As part of The SR Group, Frazer Jones has wholly owned offices in Singapore, Sydney, Melbourne, Dubai, London, Düsseldorf and Munich and has access to the best HR talent around the world.

Frazer Jones 1918 Hutchison House, 10 Harcourt Road, Central, Hong Kong

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

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

Tricor Executive Resources has for the past 28 years built an unrivalled reputation for integrity and professionalism in the executive search business. Our team of specialist consultants and researchers provide a range of practical and innovative solutions to help you search for the right talent to meet your business needs. We utilize in-depth research, intense resourcing and a highly focused approach in the identification of qualified candidates in the appropriate industry sector. Our clients consists of multinationals, publicly listed and private companies as well as family-owned and start-up companies.

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

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


Tel: (852) 2895 2616 Fax: 2895 3571

Tel: (852) 2973 6737

Tel: (852) 2232 3408

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

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

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

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

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

Tel: (852) 2528 1384 Fax: (852) 2529 7443

Tel: (852) 2636 8388

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

Four Seasons Place 8 Finance Street, Central, Hong Kong

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

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

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

at the ICC megalopolis

Tel: (852) 3196 8228 Fax: (852) 3196 8628

Tel: (852) 3973 3388 Fax: (852) 2861 3020

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

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

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

Tel: (852) 3718 8000 Fax: (852) 3718 8008

Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street, Tseung Kwan O Hong Kong Tel: (852) 3963 7888 Fax: (852) 39637889

| 95

HR CLASSIFIEDS V is a collection of award-winning hotels, serviced apartments and private residences in Hong Kong. Bringing our philosophy of eat, shop, live easy, each V is nestled in a plethora of restaurants, amidst excellent shopping hubs and surrounded by an extensive transportation network. V Wanchai and V Wanchai2 are minutes walk from HKCEC, whilst the Lodge connects to 5 railway systems. Each V is urban, contemporary, but calm and quiet. Our two Causeway Bay properties host penthouse and terraced apartments for families and elegance entertaining, whilst V Happy Valley features an outdoor water garden.

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

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 Located at EMAX Kowloon Bay, BOUNCE is a spring-loaded urban playground with more than 80 interconnected trampolines housed within 22,000 square feet space. The whole space is available to explore – from Performance Trampolines for aspiring athletes, to the Big Bag for people who like to play hard but land soft. Function room, F&B and parking is also available. Whether it’s team building, end of season events, family fun days or just as an awesome way to bring your team together, BOUNCE can offer something different and truly memorable. Jump outside the square for your next event!

Bounce Inc EMAX, KITEC 1 Trademart Drive, Kowloon Bay, Hong Kong Tel: (852) 2556 9555

Mybenefits is the premier employee benefits specialist helping companies achieve their strategic employee benefits objectives. As the most comprehensive and strategically focused employee benefits organization, Mybenefits provides international companies with a one-stop solution and has quickly become the preferred partner of human resources professionals in Asia. By working with 98% of the local and international market, Mybenefits helps companies achieve an average of 25% savings on their group health and life insurance premiums. In addition, Mybenefits is able to complement existing programs with additional services and benefits such as employee engagement strategies, online benefit portals and wellness programs.

Mybenefits 22/F OVEST, 77 Wing Lok Street, Sheung Wan, Hong Kong Contact person: Pauline Williams Tel: (852) 2891 8915

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

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

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

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

Korn Ferry is the preeminent global people and organizational advisory firm. We help leaders, organizations and societies succeed by releasing the full power and potential of people. Our nearly 7,000 colleagues deliver services through Korn Ferry and our Hay Group and Futurestep divisions. At Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single source for leadership and talent consulting services to empower businesses and leaders to reach their goals.

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

Tel: 800 905 486 Fax: 800 968 822


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.


Tel: (852) 2971 2700 Fax: (852) 2810 1632 General inquiry: Leadership and Talent Consulting:

HR Magazine - 2017 Winter  

The way people work

HR Magazine - 2017 Winter  

The way people work