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CELEBRATING ASIA'S BEST IN RECRUITMENT The Asia Recruitment Awards 2017 is the only regional awards programme in Asia dedicated to recognising and celebrating the very best recruitment and talent acquisition work. With a stellar jury of 60 senior directors from some of the largest employers in the region, the awards acknowledge companies from across Asia-Pacific leading the way in talent acqusition strategy and execution, raising recruitment standards and inspiring excellence.

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Jan-Mar 2017 « CONTENTS

COVER STORY

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14 Q&A 問與答 Kris Lui, global head of HR sourcing, on C&A’s transformational journey and challenging colleagues to step out of their personal and business comfort zones. C&A全球人力資源招聘主管Kris Lui 探討價值觀在個人生活及商業世界中的角色, 並鼓勵員工走出他們的舒適區。

Features 18 Finding a diamond in the rough 發掘滄海遺珠

From attracting young talent to grooming them into future leaders, four HR heads share with Anthony Wong their ideas on developing tomorrow’s leader. 從吸引年輕人才到栽培他們成為未來領袖,四位人力資源管理負責人與Anthony Wong分享他們對於培養未來領袖的想法。

24 On the move: The business case for female assignees 正在流動:女性國際外派人員商業案例

Laura Fransen explores the facts, figures and first steps for gender-inclusive mobility programmes. Laura Fransen探討性別包容派遣計劃的個案、數字及第一步。

Event Update

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30 Highlights from Workforce Mobility Interactive 人才流動研討會概要

Workforce Mobility Interactive 2017 Hong Kong returned for its second year with the latest in talent mobility and expatriation trends in HR. 美捷香港商用飛機有限公司人力資源管理負責人Connie Wong 談到如何根據四大支柱建立一套成功的人力資源管理策略

Opinion 32 People issues 人事問題

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Laurence Fauchon, co-founder at HelperChoice, on achieving success by building the right team. HelperChoice聯合創辦人Laurence Fauchon通過建立合適的團隊實現成功。

ON THE COVER: Art Direction: Evisu Yip; Photography: Emil Photography

37 Learning and Development 學習與發展 Connie Wong, head of human resources at Metrojet, on how to create a successful HR strategy based on four key pillars. 美捷香港商用飛機有限公司人力資源管理負責人Connie Wong談到如何根據 四大支柱建立一套成功的人力資源管理策略。

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Regulars 3 4 6 8

Ed’s note 編者的話 In the news 新聞 Spacial awareness 特別焦點 Suite talk 管理層訪談

10 HR by numbers

人力資源統計數字

11 Snapshot 快拍 39 Shelf life 閱讀人生

Any suggestions or tip-offs for Human Resources? Email anthonyw@humanresourcesonline.net 對《Human Resources》有任何建議﹖ 請電郵至anthonyw@humanresourcesonline.net。

Q1 2017 « Human Resources Hong Kong «

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EDITOR’S NOTE

HumanResources publisher editor (Hong Kong) journalist regional editor senior journalists bilingual sub-editor sub-editor contributors

Naomi Cranswick Anthony Wong Laura Fransen Aditi Sharma Kalra Jerene Ang Wani Azahar Tracy Chan James Foster Agnes Chan Connie Wong Laurence Fauchon Teresa Chu

regional art director associate art director graphic designer

Shahrom Kamarulzaman Evisu Yip Samson Lam

circulations executive

Deborah Quek

regional director regional sales managers

Yogesh Chandiramani Keiko Ko Zoe Lau Carine Chang Bernadine Reyla

regional marketing manager

Isabel Ho

regional head of production

Sammi Zhang

regional producers

regional head of event services regional finance director managing director group managing director

Angela Leung Francis Lee Sanna Lun Evon Yew Kenneth Neo Nikita Erpini Priya Veeriah Yeo Wei Qi

Evelyn Wong Tony Kelly Justin Randles

Human Resources is published quarterly by Lighthouse Independent Media Pte Ltd. Printed in Hong Kong by Asia One Printing Ltd. Subscription rates are available on request, contact the Circulation Manager by telephone: (65) 6423 0329 or by email to: subscriptions@humanresourcesonline.net COPYRIGHTS AND REPRINTS. All material printed in Human Resources is protected under the copyright act. All rights reserved. No material may be reproduced in part or in whole without the prior written consent of the publisher and the copyright holder. Permission may be requested through the Singapore office. DISCLAIMER: The views and opinions expressed in Human Resources are not necessarily the views of the publisher. Singapore: Lighthouse Independent Media Pte Ltd 100C Pasir Panjang Road, #05-01, See Hoy Chan Hub, 118519 Tel: +65 6423 0329 Fax: +65 6423 0117

Are you prepared for the talent war? 你準備好加入人才戰嗎? Despite a gloomy economic outlook, employers are not looking to save money when it comes to hiring fresh graduates to sustain their talent pipelines. The peak season for hiring graduates is coming soon. In this issue, we explore some of the best management trainee programmes in Hong Kong. HR heads from Towngas, Hong Kong Broadband Network, Pernod Ricard and BDO were invited to share their strategies and best practices in attracting young talent. Management trainee openings are among the most popular choices for university graduates who are eager to move up the career ladder. Very often, career prospects, not compensation, is the most important factor for young talent to consider when making a career choice. These well-informed graduates understand the importance of long-term career planning, which makes it crucial for employers to sell to them a well-structured career path. In this quarter, we invited some of the best minds in talent management in Hong Kong to come together to discuss the latest trends in talent mobility at our Workforce Mobility Interactive 2017. On the day, nearly 100 senior HR practitioners sat down to have round table discussions on the future trends of talent mobility, making use of the latest technology for mobility and other pressing issues related to talent mobility. For more on mobility, journalist Laura Fransen explored the facts, figures and first steps for creating gender-inclusive mobility programmes. Companies are beginning to realise how sending more women on international assignments creates a win-win situation for the business and the employee. On the cover, Fransen spoke to Kris Lui, C&A’s global head of HR, sourcing, about the pride and passion she has for the profession. Do enjoy the issue!

Hong Kong: Lighthouse Independent Media Ltd 2/F Connaught Harbourfront House 35-36 Connaught Road West, Sheung Wan Tel: 852-2861-1882 Fax: 852-2861-1336

To subscribe call: (65) 6423 0329 or email: subscriptions@humanresourcesonline.net

Anthony nthony Wong Editor

編輯

儘管經濟前景不明朗,但在招聘新畢業生來維持人才管 道方面,僱主仍不會節省金錢。 招聘畢業生的旺季即將到來,今期雜誌我們探討了 一些香港最佳的管理見習生計劃。 來自煤氣公司、香港寬頻、保樂力加及立信德豪的 人力資源主管應邀分享他們吸引年輕人才的策略及最 佳實踐方式。 管理見習生計劃是渴望晉升職業階梯的大學畢業 生的最受歡迎選擇。 年輕人才在選擇職業時,最重要的考慮因素往往是 職業前景而非薪酬。這些擁有豐富知識的畢業生了解長 期職業規劃的重要性,因此僱主必須建立良好的職業發 展道路來吸引他們。 在本季度,我們邀請了香港人才管理行業的一些最 佳人才,在我們的「香港人才流動研討會2017」上共同 探討人才流動的最新趨勢。 當日,近100名高級人力資源管理從業員就人才流 動的未來趨勢、運用最新技術處理人才流動、以及其他 與人才流動相關的迫切問題進行圓桌討論。 對於人才流動的問題,記者Laura Fransen探討了 性別包容派遣計劃的個案、數字及步驟。愈來愈企業開 始意識到,更多女性參與國際派遣工作如何能為企業及 員工創造雙贏的局面。 在封面故事中,Fransen訪問了C&A全球人力資 源招聘部門主管Kris Lui,了解她對這個行業的自豪及 熱誠。 請細閱今期雜誌!


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AFTER-HOURS EMAIL LEGISLATION FOR HONG KONG?

As of January 1, 2017, companies in France with more than 50 employees must negotiate with their staff a clear policy on after-hour work emails. The new legislation has started a global discussion on employees’ right to disconnect, and Human Resources magazine spoke to three Hong Kong employment experts about their views on the issue. Scott Thomson, COO of Links International, Willie Cheng, head of people at Asia Miles, and Julia Gorham, partner and head of employment for Asia at DLA Piper, all agreed: There will not be any after-hours email legislation for Hong Kong in the foreseeable future. They cited the city’s free economy, its reputation for long working hours, and the currently more pressing issue of standard working hours, as indicators that Hong Kong is unlikely to follow France’s example.

在港立法禁止下班後收發電郵? 2017年1月1日起,擁有超過50名員工的法國企業必須與員工協商,制定政 策明定員工可以免於收發電子郵件的時間。新法例掀起全球有關員工「離線 權」的討論,《Human Resources》雜誌訪問了三名香港招聘專家,聽聽他 們對這個問題的意見。 Links International營運總裁Scott Thomson、亞洲萬里通人事部負責 人Willie Cheng和DLA Piper亞洲區合作夥伴兼招聘主管Julia Gorham均認 為:在可見的未來,香港都不會就禁止下班後收發電郵立法。 他們指香港實行自由市場經濟,一向以工時長見稱,並以目前更迫切的 標準工時問題為例子,指出香港不太可能跟從法國的步伐。

SHOW THEM THE MONEY

23:56

It’s all about the money for the newest generation of potential employees in Hong Kong. When choosing jobs, undergraduates value salary and benefits the most, with 27% listing it as their top priority. Asked to put a number on it, 56% of them expect their first job to offer a monthly salary of HK$14,000 or more, jobsDB’s annual student survey found. The focus on money is in line with their targets for the first five years after graduation: The number one goal is to buy property. Popular goals aside from buying property are reaching management level, living independently and building a family. While younger generations have acquired a reputation of being jobhoppers, not all of them are constantly searching for greener grass, with 41% of survey respondents looking to stay in their first job for more than three years. Over a quarter of them would like to stay for three to five years.

金錢攻勢 對香港最新一代勞動市場新力軍來說,金錢是最重要的。在選擇工作時,大學畢 業生最重視薪酬及福利,27%的畢業生將其列為首要考慮條件。 問到理想的金額,根據jobsDB的年度學生調查顯示,56%的受訪畢業生期 望第一份工的月薪為14,000港元或以上。對金錢的重視跟他們畢業後首五年的目 標相關:首要目標是買樓。 除了置業之外,熱門目標包括晉升至管理層、獨立生活及建立家庭。 雖然年輕一代普遍被認為經常跳槽,但並非所有人都會不斷轉工。41%的受 訪者希望於第一份工作任職三年以上,超過四分之一的人想留任三至五年。

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WHAT DRIVES HONGKONGERS TO QUIT?

The 2016 Michael Page Greater China Employee Intentions Report revealed that during 2017, two out of three Hongkongers are likely or very likely to change jobs. The team at cpjobs.com shared the top five issues driving Hongkongers to leave for greener pastures. In first place is boredom. While most employees understand that coming to work is not all about having fun, the daily routine work is leaving them uninspired and unmotivated. Second and third are a lack of progression and feeling underappreciated. Employees are eager to progress and take on more responsibility, and with no promotion opportunities they will look elsewhere for a job that can offer a higher title. The last two reasons are tough to control. The start-up culture means more and more people leave to start their own business, and a generation gap can lead employees to feel like the company culture isn’t a good fit.

香港人辭職原因是甚麼? Michael Page「2016 年大中華區員工意向報告」顯示,三分之二的香港人可 能或很可能在2017年轉工。cpjobs.com的團隊分享香港人跳槽的五大原因。 首先是無聊。雖然大多數員工都明白上班並非為了尋開心,但刻板的日常 工作使他們覺得沉悶,失去動力。 第二及第三位原因是缺乏進步及覺得被輕視。員工渴望進步及承擔更多的 責任,若果缺乏晉升機會,他們會在別處尋找能夠提供更高職位的工作。 最後兩個原因是難以控制。初創文化盛行意味著愈來愈多人開始創業,而 代溝可能會令員工覺得不能適應公司的文化。

THE MOST OVERUSED HR JARGON

Much is written about the role of HR professionals in the recruitment process. With such a strong focus on the HR professional as a recruiter, it’s sometimes forgotten those working in HR have career goals and aspirations just like everyone else. For HR professionals looking to move companies or move up, having an up-to-date up to LinkedIn profile is a good place to start. To help you stand out from the crowd, LinkedIn released a list of Hong Kong’s HR professionals’ top 10 buzzwords for 2017. Kong Specialised, leadership, focused, strategic, and experienced take the top five spots. s The list is completed by expert, passionate, responsible, multinational, and ttrack-record. While it’s possible you are in fact a specialised expert passionate about your multinational track-record, try to find a different way to phrase it.

最常濫用的人力資源術語 有很多關於人力資源從業員在招聘過程中所扮演的角色的文章。由於經常 強調人力資源從業員的角色是招聘者,有時會忘記從事人力資源行業的人士 亦跟其他人一樣,有自己的職業目標及期望。 對於希望轉工或得到晉升的人力資源從業員來說,擁有最新的LinkedIn 個人資料是一個好的開始。 為了助你脫穎而出,LinkedIn公布了香港人力資源從業員2017年十大 流行語列表。 「專業」、「管理能力」、「專注」、「策略」及「有經驗」是前五名。 其餘五位是「專家」、「有熱誠」、「負責任」、「跨國」及「良好往績」。 雖然你可能真的是一名具有良好跨國往績的有熱誠專業專家,但請嘗試以另 一種不同的方式來表達。

Q1 2017 « Human Resources Hong Kong «

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WORK LIFE » People 人物

SpacialAwareness HOW MARRIOTT’S APAC HQ PROMOTES WELLBEING AND FLEXIBILITY

萬豪亞太區總部如何提升 工作健康和靈活性

Marriott International APAC’s continental headquarters checked into a new office with a refreshing workplace design in Tai Koo Shing in Hong Kong in 2015. The company was keen to provide a functional and flexible workspace to support the way people work today and in years to come. During the design process, Marriott took a unique approach. Aware that today’s workspaces need to be shared across multiple generations of people, the company was eager to take the different needs of different groups into consideration. To that end, a survey was conducted among all associates to find out more about how they work and what requirements they have for their workplace. “We involved associates in the redesign as part of our TakeCare programme that focuses on associate wellbeing and happiness,” said Regan Taikitsadaporn, chief human resources officer for Asia Pacific at Marriott International. “The programme helps associates live their best life, with a focus on the body, mind and spirit, while building a healthy and secure future, and having a great workspace is integral to these goals. “Our motto is ‘Take care of the associates and they will take care of your customers’. Providing them with a welcoming, comfortable and inspiring workplace is an indispensable part of that.” For Marriott, an office design reflects a company’s overall image, culture and branding, and first impressions count. With that in mind, the spacious reception area has been redesigned to be more welcoming to visitors and associates alike, and the openness of the design allows for greater collaboration and interaction among different departments.

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» Human Resources Hong Kong » Q1 2017

萬豪國際亞太區總部於2015年遷入香港太古城的新辦公室,締造出煥然一新 的工作環境,致力提供一個多功能的靈活工作空間,為現有及未來的員工提供 支持。 在設計過程中,萬豪採取了獨特的方式。鑑於現今的工作空間需容納不同 世代的員工,該公司致力迎合不同群體的不同需求。 有見及此,該公司向所有員工進行了調查,以了解他們的工作方式,以及他 們對工作環境的要求。 萬豪國際集團亞太區首席人力資源官戴經緯說:「作為我們的TakeCare 關懷計劃一部分,我們邀請員工一同重新設計辦公室,重點關注員工的健康和 快樂。」 「該計劃幫助員工過最好的生活,注重身體、精神和心靈健康,同時建立一 個健康安穩的未來,而提供一流的工作空間是實現這些目標的重要元素。」 「我們的座右銘是『照顧好員工,他們便會照顧好你的客戶』。為他們提供 一個溫馨、舒適和具啟發性的工作環境是關鍵。」 對於萬豪來說,辦公室的設計反映了公司的整體形象、文化和品牌理念, 而第一印象是相當重要的。因此,新辦公室重新設計了一個寬敞的接待區,令 訪客和員工更感賓至如歸,而開放式的設計鼓勵更多的合作和不同部門之間 的互動。 萬豪的公共社交空間稱為The Hub。萬豪國際集團亞太區首席營運服務官 兼新辦公室的設計負責人白沛霖說:「我們希望使其成為一個充滿朝氣及人氣 的理想聚會地點,因此我們混合採用不同風格的家具,使空間更靈活,減少刻板 的感覺。」 「這是一個受歡迎的空間,同事們可以聚在一起,互相交流及集思廣益。」


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People 人物 WORK LIFE

SpacialAwareness

Marriott’s public space social zone is named The Hub. “We want it to be a desirable place to be so there’s energy and a buzz about the space. We use a blend of different styles of furniture to create flexibility and reduce uniformity,” said Bart Buiring, chief operations services officer for Asia Pacific at Marriott International and the design leader of the new office. “It’s a popular space where colleagues can come together for networking and brainstorming.” The new office uses space efficiently. Some offices have been combined while other areas benefit from open space. By tearing down physical barriers, the company hopes to spark creativity and innovation. However, there are also plenty of private spaces available, where people can have a quiet conversation or concentrate on highly focused work. Another new feature is the many different types of breakout spaces available, such as single-person phone booths, medium-sized huddle rooms and big conference rooms. Customisation is also key and associates can choose standing or seated desks to boost productivity at work. Marriott provides different types of rooms for fulfilling different needs – from small meeting rooms for group discussions and brainstorming, quiet offices for individual focus time to telephone booths for phone conferences. Making use of the latest office technology, associates can check the availability and make reservations easily through Outlook or smart touch-screen solutions such as the Evoko Room Manager. Placed outside the meeting rooms, the room manager promotes efficiency by allowing associates to book conference rooms instantly on an easy to use screen right then and there. A library, which will be completed in Q1 2017, will give an enclosed focus space that can also offer a location for associates to work quietly in. The space features soft seating, a library table, and indoor greenhouse arrangements. Additionally, it offers a space for visitors to work and is linked through to a meeting room to offer the most flexible set up. Marriott’s APAC headquarters in Hong Kong showcases the company’s commitment to providing a flexible work environment that facilitates how different functions conduct their work. Like many of the best offices today, it’s a hybrid which incorporates a range of spaces that associates can move between throughout the day. “Flexibility is the key. We wanted to configure the space so that associates can move to the right type of environment for whatever task they happen to be working on,” Buiring said. “Additionally, the new office enables Marriott to modernise its office design to be consistent with the overall company direction of creating a culture of innovation.”

新辦公室高效運用空間,將一些辦公室合併,而其他區域則變成開放式空 間。通過移除物理障礙,萬豪希望激發員工創意及創新。 然而,新辦公室亦提供大量的私人空間,可供員工私下交談或專心進行需要 高度集中的工作。 另一個新功能是提供許多不同類型的分支空間,例如單人電話室、中型會議 室和大會議室。迎合個人喜好也是關鍵考慮因素,同事們可以選擇站立式或坐枱 式的辦公桌來提高工作效率。 萬豪新辦公室提供不同類型的房間,以滿足不同的需求,包括用作進行小組 討論和集體構思的小型會議室、供個人專心工作的安靜辦公室、以至用來進行電 話會議的電話室。 利用最新的辦公室技術,員工可以通過Outlook或Evoko Room Manager 等智能輕觸屏幕,輕鬆查看房間的使用情況及進行預訂。房間管理系統設置在會 議室的外面,讓員工可以即場透過輕觸屏幕立即預訂會議室,大大提高效率。 圖書館將於2017年第一季度啟用,將提供一個封閉式的集中空間,為員工 提供另一個可以安靜工作的環境。圖書館設有軟座椅、圖書館桌及室內溫室。此 外,亦為訪客提供了一個工作空間,並連接一個會議室以提供最靈活的設施。 萬豪在香港的亞太區總部展示了該公司致力於提供一個靈活的工作環境, 方便不同部門開展各自的工作。正如現今許多最出色的辦公室,萬豪新辦公室結 合了一系列的空間,讓員工可以靈活穿梭運用。 白沛霖說:「靈活性是關鍵。我們希望妥善分配空間,讓員工無論進行甚麼 任務,都可隨時移師至合適的環境。」 「此外,新辦公室使萬豪的辦公室設計變得現代化,以配合公司創造創新文 化的整體發展方向。」

Q1 2017 « Human Resources Hong Kong «

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WORK LIFE » People 人物 GET INTO THE BOSS’S HEAD 進入老闆的思維

Thatcher Brown President Dream Cruises Thatcher Brown 總裁 星夢郵輪

The cruising business in Hong Kong and Asia is starting to take off. What do you see in the future for this industry? With Genting Hong Kong’s long history in the Asia Pacific, we have seen the phenomenal growth of the cruise market over the past two decades in the region – from nearly nothing in 1993 to almost 1.5 million passengers in the present day. There continues to be an upward trend in the cruise industry in Asia with a growing high-end market segment, which is further supported by the rapid emergence of Asia’s middle and affluent classes, bringing far-reaching economic change. The number of Chinese and Asian cruise vacationers has grown substantially over the past few years and they have developed a more sophisticated understanding of cruise products: they are better able to appreciate the value of a luxury cruise line, such as Dream Cruises. Looking forward, it is projected that by 2020, the number of upper-middle class and affluent households in China alone will double to 100 million and account for 30% of all urban households, compared with 17% today and only 7% in 2010.

甚麼原因驅使你加入郵輪行業?這個行業對你有何 吸引力? 我第一次接觸郵輪行業是我18歲的時候,當時我決定 在升讀大學前休息一年,並在豪華郵輪皇家維京海洋 號擔任學徒。這段經歷激發我對旅遊、飲食的熱情, 以及對不同文化的強烈好奇心,因此我決定投身服務 行業。 從文學院畢業,然後完成酒店管理課程後,我展 開在服務行業的職業生涯。多年來,我不斷在陸地與 郵輪上的職位之間游走。每次我有機會重返郵輪行業 時,我知道自己很喜歡靠近大海。 香港和亞洲的郵輪行業開始起飛,你對這個行業的未 來有何看法? 雲頂香港有限公司在亞太地區擁有悠久的歷史,我們 看到過去二十年這個地區的郵輪市場的驚人增長,乘 客人數從1993年的幾乎零,到今天的將近150萬。 亞洲郵輪行業的增長會持續呈上升趨勢,高端市 場也在增長,亞洲中等和富裕階層的迅速崛起進一步 支持這一趨勢,帶來了深遠的經濟轉變。 中國和亞洲郵輪旅客數目在過去幾年大幅增長, 他們現時對郵輪產品有更深入的了解,能更好地認清 豪華郵輪航線的價值,例如星夢郵輪。 展望未來,預計到了2020年,單計中國,中上階層 和富裕家庭數目將增加一倍,達到一億,佔所有城市家

What are your challenges in recruiting and how do you work with HR to overcome those challenges? With the China and Hong Kong market predominantly the focus of the cruise industry’s attention these days, it comes as no surprise that many of the major cruise brands are developing ships that will be specially created for these markets. Hence, there is a demand on home-grown talent. We have developed a comprehensive talent strategy in talent acquisition, training, development and retention. Impressive remuneration packages and promising career prospects will be offered to attract the right talent. Comprehensive training programmes such as orientation training, on-the-job training and safety training, as well as employee reward and engagement programmes will also serve as a means to retain our talent.

庭的30%,相比目前的17%,以及2010年的7%。 你在招聘過程中遇到甚麼挑戰?如何與人力資源部門 合作克服這些挑戰? 隨著中國和香港市場現時成為郵輪行業的焦點所在, 許多大型郵輪品牌正積極開發專為這些市場而建的船 舶,因此對本地人才有很大需求。 我們在人才招聘、培訓、發展和保留方面制定了全 面的人才策略,將提供具吸引力的薪酬待遇和光明的 職業發展前景,以吸引合適的人才。全面的培訓計劃, 如入職培訓、在職培訓和安全培訓,以及員工獎勵和 參與計劃也是我們挽留人才的方式。 如何形容你的管治風格? 我一向熱衷於從事服務他人的行業,認為這是一種「高 尚的職業」,這使我對旅遊及酒店行業充滿熱誠。 提供領導及指導以推動我的團隊做到最好,令我 深受鼓舞。結果很重要,但過程是最有價值的。

What brought you into the cruise industry? What do you love about it? My first exposure to the cruise industry was when I was 18 years old and decided to take a “gap year” before university and work as an apprentice on a luxury cruise ship. It was after that experience that my passion for travel, food and deep curiosity about different cultures emerged – I knew that I would pursue a career in the hospitality industry. After completing my studies in liberal arts, and then, hotel administration, I began my career in hospitality. Over the years, I switched from land-based to cruise-based positions. Each time I returned to opportunities in the cruise industry, I realised how much I liked being near the sea.

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» Human Resources Hong Kong » Q1 2017

How would you describe your management style? I have always been attracted to what I consider a “noble profession” of service to others, which keeps my passion alive for the travel and hospitality industry. Providing leadership and guidance that motivates my team to deliver their best is what inspires me. Achievements are important in terms of delivering results, but the journey is by far the most rewarding. From a broader career perspective, I am most fulfilled when I am able to directly link a specific behaviour or action of a guest-facing colleague back to a strategic corporate intent. So, when a colleague understands their role in delivering the brand and consistently acts on that promise, it is a joyful moment.

從宏觀的職業角度來看,當我能夠將前線同事的 具體行為或行動直接聯繫至企業策略目標時,我是最 滿足的。所以,當一個同事了解到他們在品牌推廣中 所發揮的作用,並一致地履行承諾,是一個令人快樂 的時刻。


SPONSORED RECRUIT CONTENT HOW TO THIS ARTICLE WAS BROUGHT TO YOU BY KELLY SERVICES HONG KONG

CONTRACT STAFFING: FROM EXPENSE TO STRATEGIC ASSET 2015 and 2016 have been challenging years for businesses worldwide and the headcount quotas have been tighter than ever. To propel their business growth, companies are becoming more flexible in adopting alternative talent acquisition means such as part-time, contract or temporary employees. Helping them make this transition is Kelly Services Hong Kong. While many employers adopt contract and temporary staffing as a means to meet business objectives while keeping headcount and related costs under control, Kelly Services knows there’s more to it. “Strategic employers recognise contract staffing as a growing trend among employees, especially Millennials, and as an integral part of their holistic talent supply chain management,” explained Alan Wong, managing director at Kelly Services Hong Kong. “It’s a strategic way for clients to develop their talent ecosystem to support mid- to long-term business strategies.” “Through the years, companies’ budgets allocated to contract staffing have remained stringent, and it is not unusual for clients to demand agencies to lower their rates,” he said. “Yet, while many agency players choose to cut costs to win new business and maximise profit, Kelly Services remains steadfast in upholding its service quality.” Three key areas in which Kelly Services continues to provide the highest quality are payment processing, valuing contract staff, and training opportunities.

Training opportunities The latest Kelly Global Workforce Index revealed more than 70% of Hong Kong employees are more concerned about their skills being obsolete or outdated than being laid off. Yet only 35% feel their company is investing in training. For contract staff, access to company-provided training is even more unlikely. “Based on feedback from contract staff surveys, Kelly listened to her contract staff and started offering periodic training sessions such as the Kelly presentation skills workshop, and the Kelly PMP certification preparation course,” Lai said. By going the extra mile, Kelly Services has maintained a good reputation and with that a steady stream of referrals from both clients and candidates. As a result, the company took home the gold award for Best Contract Staffing Solution Agency at the Vendors of the Year Awards 2016, Hong Kong. “We are humbled and grateful to wrap up 2016 feeling very reassured,” Wong said of the recognition.

Payment processing Kelly Services takes the on-time payment of staff very seriously. The company knows if payment is not handled properly, it will hurt the contractors’ work morale and harm both the clients’ and the company’s reputation. “That is why we have implemented a streamlined process to ensure payment is made even if our internal standard operating procedure cannot be completed within the planned schedule,” commented Anita Ng, director of commercial staffing for Kelly Services Hong Kong. “Regardless of whether a client’s approved time sheets have been collected and the client has been billed, Kelly ensures that our temporary staff are paid on time, and contractors are paid at a fi xed date each month,” she added. Valuing contract staff Many clients and industry players still consider contract staffing as no more than a company expense and a tactical solution to meeting business needs. Believing that contractors will only offer their best when they know they’re valued, Kelly Services relentlessly advocates staff outsourcing as a strategic way for clients to develop their talent ecosystem. “We ensure our consultants maintain a service standard to candidates as well as clients,” said Regina Lai, director of IT contracting at Kelly Services Hong Kong. “For example, our consultants at Kelly make quarterly personal calls or visits to individual contractors to make sure they are satisfied with their assignments.”

For more information, please email info@kellyservices.com.hk 若要索取更多資料,請發送電郵至info@kellyservices.com.hk。

Q1 2017 « Human Resources Hong Kong «

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WORK LIFE » HR by numbers 人力資源統計數字

What local graduates want Boosting starting salaries and fostering a work culture that appeals to young people could help companies land the newest talent, according to an annual jobsDB student survey.

HK$14,000

The minimum monthly salary 56% of graduates expect to be offered in their first job.

HK$14,685 27%

YEARS

41%

The percentage of graduates who are looking to stay in their first job for more than three years. While younger generations have a reputation of job-hopping, not all of them are constantly searching for greener grass.

The average monthly salary graduates took home in 2016.

The percentage of graduates who list salary and benefits as their top priority when deciding on a job.

香港畢業生想要甚麼

根據jobsDB的年度學生調查顯示,提高起薪點及培養吸引 年輕人的工作文化有助企業吸納應屆畢業生。

14,000港元

56%的受訪畢業生期望第一份工的最低月薪。

14,685港元

應屆畢業生2016年的第一份工平均月薪。

27%

選擇工作時視薪酬及福利為首要考慮因素的畢業生比例。

Source: jobsDB survey on the Employment Status of Hong Kong’s Tertiary Students 2016. 資料來源:jobsDB「2016年大學生就業狀況調查」。

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41%

希望於第一份工作任職三年以上的畢業生 比例。雖然年輕一代普遍被認為經常跳槽, 但並非所有人都會不斷轉工。


»

People 人物 WORK LIFE

snapshot

15 minutes with ... 與...的15分鐘訪談

Jennifer Van Dale Asia Pacific head of employment Eversheds

Jennifer Van Dale

WHERE DID YOUR PASSION FOR EMPLOYMENT LAW ORIGINATE? I have specialised in employment law for most of my career. I was drawn to it at first because my boss provided great training, and because I like the human element.

你對勞工法例的熱情從何而來?

亞太區招聘主管 Eversheds

我從事的大部分職業都專門處理勞工法例。最初被它吸引是因為我的老闆提供 優秀的培訓,此外亦因為我喜歡其人文因素。 作為香港勞工法的專家,你希望未來會有甚麼變化? 香港的勞工法例很家長式,因此我希望看到有更多的彈性,同時能夠繼續保障 僱員。

AS AN EXPERT ON HONG KONG EMPLOYMENT WHICH CHANGE WOULD YOU LIKE TO SEE IN THE FUTURE? Hong Kong employment law can be paternalistic so I would love to see more flexibility, while maintaining protection for employees. I’d also like to see the law catch up with the gig economy and the agile workforce, i.e. the increasingly common practice of using freelance service providers. The law in Hong Kong is very black and white and cannot always accommodate the parties’ intentions.

我亦希望看到法律能追上急速的經濟發展和靈活的勞動力,使聘用自由職 業者變得愈趨普遍。香港的法律非黑即白,往往不能適應各方的需求。 有沒有一個座右銘/心態你認為人力資源專業人士應該摒棄? 要用行動來實現工作目標,而非用標籤。換句話說,人們不會因為你稱他們為「團 隊成員」而感覺自己是團隊的一分子,要用行動來向他們證明。

IS THERE A PHRASE/MENTALITY THAT YOU BELIEVE HR PROFESSIONALS SHOULD DO AWAY WITH? Do not use labels to achieve a goal that should be achieved through real work. In other words, people will not feel part of a team just because you call them a "team member". Show them!

Q1 2017 « Human Resources Hong Kong « 11


WHITE PAPER » Leadership 領導才能

WHY YOU SHOULDN’T BE TOO SELFLESS 你為何不應太無私 Global – Researchers have found that selflessness at work can lead to exhaustion and often hurts the very people you’re trying to help. In an article published in The Harvard Business Review, Wharton professor Adam Grant and Wharton people analytics researcher Reb Rebele described a phenomenon they call “generosity burnout”, which happens when people become overly burdened by helping others. While they agree that generous “givers” tend to be more successful than selfish people, they note that giving without limits isn’t beneficial for anyone. In his book Give and Take, Grant writes how generous people can still offer help while protecting themselves from burnout. He advises to designate times in your schedule for helping others, instead of having people pop in to request help at any moment.

全球 - 研究人員發現,工作時的無私會導致疲憊,並常常傷害到你 全 想 想要幫助的人。 在《哈佛商業評論》發表的一篇文章中,禾頓商學院教授 A Adam Grant及禾頓商學院大眾分析研究員Reb Rebele描述了一 種當人 種當人們因幫助他人而負擔過重時,出現的一種稱為「慷慨激昂」的 現象 現象。 儘 儘管他們都同意慷慨的「給予者」傾向於比自私的人更成功,但他 們指 們指出,無限度地付出對任何人都無益。 Grant在其《Give and Take》書中寫道,慷慨的人仍可在保護自 己免於過度疲憊的前提下,為他人提供幫助。 他建議在日程表中分配指定的時間來幫助他人,而不是任由其他人在 任何時候請求幫助。

THE COST OF MPF OFFSET CHANGES 撤銷強積金對沖的成本

Hong Kong – Proposed changes to the MPF offset mechanism will cost Hong Kong’s affected employers between HK$111 million and HK$147 million in the first year after they take effect. During that year, the government will subsidise 50% of employers’ severance and long service payments. Under the plan, employers will no longer be allowed to use the money they put into employees’ retirement funds to offset severance and long service payments. The estimated additional cost for employers as part of the total wage bill will be 0.01-0.02%, or HK$111 to HK$147 million during the first year. The costs will rise to HK$1.4 to HK$1.9 billion in the fifth year after the changes take effect, and will eventually become an annual extra cost of HK$4 to HK$4.9 billion. After the changes take effect, a 10-year transitional period will allow employers to adjust to the new environment and also to reorientate their own human resources policies if necessary.

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香港 - 強積金對沖機制撤銷建議生效後的首年,受影響的本港僱主將損失1.11億至 1.47億港元。在劃線後的首年間,政府將分擔僱主50%的遣散費或長期服務金開支。 在該計劃下,僱主的強積金供款不能再用以對沖遣散費或長期服務金。 在實施後首年,僱主估計將增加0.01%至0.02%的額外工資總支出,即1.11至 1.47億港元。 修訂生效後第五年,成本將上升至14億至19億港元,最終會成為每年40至49億 港元的額外支出。 修訂生效後將設10年過渡期,讓僱主適應新環境,並在必要時調整其人力資 源政策。


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PROFILE » Kris Lui

Kris Lui C&A’s global head of HR, sourcing C&A全球人力資源招聘主管Kris Lui

By LAURA FRANSEN

Art Direction: Evisu Yip; Photography: Emil Photography

Q Tell me a bit about your background. Where did you grow up and how did you end up in HR? I grew up in Hong Kong and was raised by a great family in terms of the love and values they instilled in me. These values have played a big role in my life as I developed my career in HR. Different to many others in the industry, I have an innate passion for the profession. I didn’t end up in HR simply because I needed a job, or because the company appointed me to take on HR tasks. Even when I was in high school, I knew what I wanted to do. At that time, it was all about marketing. But to me, HR – having a positive impact on people – seemed far more meaningful. Additionally, I felt building organisational capability while delivering business results would be both challenging and rewarding. I feel very proud to be a HR professional, and I think that’s linked to my beliefs. I believe in freedom, trust and integrity – all things I practise in my job on a daily basis.

Q Do you find it hard to maintain that pride when not everyone considers HR to be an integral part of business? Never. First, because I’ve been very lucky to grow as a HR professional within Procter & Gamble, a company very focused on HR. Second, I know it’s about me proactively adding value

to the business, regardless of the business leaders’ views. Some people get upset and will complain that their business leader doesn’t value HR and our contribution to the business. To which I always say: Do you truly understand the needs of the business? It’s also our responsibility to know where our value is. I always tell my team I expect 50% of the work they do to be away from their desks. They should be meeting business partners and visiting stores and factories, talking to their front line employees. That’s how HR really integrates with the business. In an ideal scenario, everyone will see HR as a regular business partner, just one who happens to have really strong organisational expertise!

Q After 18 years at P&G, what prompted your move to C&A, a brand much less known in Asia? The decision to leave P&G was driven by the birth of my first child. My role at P&G involved a lot of relocating. When I became pregnant I initially wanted to keep going, but my husband provided me with a bit of a reality check. He made me realise having a baby is different, and continuing to relocate would make it difficult to offer our child a stable future. At the same time, C&A had just created the role of global head of HR, sourcing, here at their Hong Kong headquarters as they wanted to move

14 » Human Resources Hong Kong » Q1 2017

問:請簡述一下你的背景。你在哪里長大?為何 會選擇人力資源管理行業? 我在香港長大,並在一個充滿愛及向我灌輸許 多正確價值觀的出色家庭成長,這些價值觀對 我發展人力資源管理職業有很大的影響。

VITAL STATS Kris Lui started her career at P&G where she spent 18 years mastering HR strategies and practices in different roles, teams, business categories, and countries. After years of relocating, she settled back into Hong Kong to start a family, and joined C&A in 2015.

與許多其他同業人士不同,我對這個行業 有著與生俱來的熱誠。我選擇人力資源管理行 業並非單純因為需要一份工作,亦並非因為公 司指派我負責人力資源管理職務。 我在高中時已知道自己想做甚麼,當時 人人都追求市場推廣工作。但對我來說,人力 資源管理對人有積極的影響,這份工作似乎 更有意義。此外,我覺得建立組織能力,同時 達成業務成果將會既具挑戰性,又能令我獲 益良多。 能夠成為一位專業的人力資源管理人員, 我感到非常自豪,我認為這與我的信念有關。 我相信自由、信任和誠信,這些都實踐在我的 日常工作之中。 問:並非人人都認為人力資源管理是企業的 一個重要組成部分,你認為要維持這份自豪 感困難嗎? 從不。首先,我非常幸運能夠成為一位在寶潔 公司出身的人力資源管理專家,因為寶潔是一

Kris Lui在寶潔開 展職業生涯,任職 18年間在不同國 家參與過不同的 角色、團隊及業務 範疇,深諳人力資 源管理策略與實 踐之道。經過多年 的外派,她最終重 返香港建立家庭, 並於2015年加入 C&A。

家非常重視人力資源管理的公司。第二,不管 業務管理層有何想法,我一直致力為企業增 值。有些人會不高興,並抱怨他們的業務管理 層不重視人力資源管理和我們對企業的貢獻。 對此我總是說:你真正了解企業的需求嗎? 認識自己的價值所在也是我們的責任。 我總是告訴我的團隊,我期望他們有一半的 工作是在辦公桌以外完成。他們應該會見業 務合作夥伴、巡視商店和工廠、與他們的前線 員工對話。 這就是人力資源管理與業務真正結合的 方式。在理想的情況下,每個人都將視人力資


Kris Lui « PROFILE

Q1 2017 « Human Resources Hong Kong « 15


PROFILE » Kris Lui

源管理部門為一個常規的業務合作夥伴,而這 個合作夥伴剛好具備強大的組織能力! 問:效力寶潔18年,甚麼驅使你轉投C&A這 個在亞洲知名度較低的品牌? 離開寶潔的決定是由於我的第一個孩子出生。 我在寶潔的工作需要經常外派,我剛懷孕的 時候本來想繼續,但我的丈夫向我展示了一 個現實。他讓我明白,有了孩子是不同的,繼 續不停外派將難以為我們的孩子提供一個穩 定的未來。 與此同時,C&A當時剛剛在香港總部開 設一個全球人力資源招聘主管的角色,因為 他們想要建立更具策略性的人力資源管理模 式。老實說,吸引我的並不是品牌的名字。雖 然C&A是歐洲服裝零售業的龍頭之一,在中 國和巴西等國家均設有商店,但我以前從未聽 過C&A的名字。 然而,當我對公司有更多的了解,我意識 到他們是非常獨特的,並且與我自己的價值觀 很吻合。我總是說:這不僅是要找一份工作, 而是要找到一家與我們個人價值觀相符的公 司,就像婚姻一樣。 此外,吸引我的是C&A自2014年展開的 轉型過程。公司重新設計與品牌相關的一切, 從他們的客戶價值主張到人力資源管理。這個 全面的轉型讓我有無限的空間和機會,幫助公 司建立一些實際的東西。 問:你非常強調價值觀,這是你在招聘過程中 最關心的一點嗎?

towards a more strategic HR. In all honesty, what attracted me wasn’t the brand name. Although they’re one of the market leaders in Europe’s clothing retail industry and also have stores in countries such as China and Brazil, I hadn’t heard of C&A before. However, as I learnt more about the company, I realised they were quite unique, with values that align with my own. And I always say: It’s not just about finding a job, it’s about finding a company with values that match our personal ones. That’s the marriage. Additionally, what appealed to me was the transformation journey C&A has been on since 2014. The company was redesigning everything surrounding 16 » Human Resources Hong Kong » Q1 2017

brand-building – from their customer value proposition to HR. Due to the holistic approach, I would have unlimited space and opportunity to really help build something.

Q You place quite a strong emphasis on values. Is that something you really focus on in recruitment? Our values as a company include passion for the customer, pride, integrity and teamwork. With the freedom I was given as part of the ongoing transformation, I started to use these as criteria when it comes to learning and development, performance evaluation and, of course, talent attraction. I find these kinds of values are very

我們公司的價值觀包括對客戶的熱誠、自豪、 誠信和團隊合作。憑藉我在轉型過程中得到 的自由,我開始以此作為學習與發展、績效評 價、當然還有吸引人才的標準。 我發現這些價值觀在招聘人才時非常重 要。你可以用高薪吸引人才,但如果無法適應 企業文化,金錢是無法留住他們的。 此外,我們公司的業務並非甚麼火箭科 學,技術技能是可以教授,但價值觀是我們不 能訓練的,必須從小開始培養。 問:這種做法到目前為止成功了嗎? 在全球方面,招聘對於C&A提升員工參與度 是最重要的。更重要的是,我們看到了巨大的 進步。我們的年度員工參與度調查結果顯示, 在2011年至2015年期間,員工的參與度從61 %上升到70%,成績不錯。但之後在短短一年 間,於2016年從70%上升到82%。


Kris Lui « PROFILE

我覺得很高興,這不僅僅是因為這是我的 工作,主要是因為我認為這表明C&A真正重 視人力資源管理以及他們的員工。所有業務管 理層都非常支持和重視人力資源管理部門,明 白我們是共同建立組織,否則他們不會作出這 麼多的投資,給我這麼多的自由做我需要做的 事,以幫助發展業務。 問:努力實現公司目標可以是一個重要的參 與,你如何確保每個員工都明白他們的日常工 作對公司的貢獻?

important when hiring people. You might be able to attract talent by offering a good salary, but if the cultural fit isn’t there, money won’t be able to make them stay. Additionally, what we do here isn’t rocket science. The technical skills can be taught. But values, those we can’t train. They have to be nurtured from a very young age.

這關係到人力資源管理在企業中的一個關鍵

Q Has this approach been successful

角色:策略發展與部署。很多公司會聘請顧

麼而努力。

so far? Globally, sourcing is number one within C&A when it comes to engagement. More importantly, we’ve seen a huge improvement. The results of our annual employee engagement survey show that engagement went up from 61% to 70% between 2011 and 2015. So that’s not bad at all. But then, over the course of just one year, it increased from 70% to 82% in 2016. I feel very good about this not just because it’s my job, but mainly because I think it shows C&A really values HR as well as their people. All business leaders support and value HR very much and know we build the organisation together. Otherwise they wouldn’t have invested so much and given me so much freedom to do what I need to do to help develop the business.

問:對於其他人力資源專業人士有何建議?

Q Working towards company goals

我強烈鼓勵他們走出自己的舒適區。很多

can be a big part of engagement. How do you ensure every employee knows how their daily work can contribute? This comes down to one of HR’s key roles in the business: strategy development and deployment. A lot of companies bring in a consultant, but at C&A we chose to do it in-house. As a result, our strategy development process is very robust. Once the overall goals for the company have been established, the leadership teams responsible for each part of the business will dissect the key

問,但在C&A,我們選擇由內部負責,因此我 們的策略發展過程非常穩健。 當確立公司的整體目標後,各部門的管 理團隊將向其下屬講解其中的關鍵要素。在目 標更明確之後,他們以有趣的方式傳達至每 位員工,例如在我們年初會議期間討論如何一 同達成目標。 此外,我有一個非常簡單的方法讓員工明 白其工作的目的和價值。每當我帶領人力資源 管理團隊或者我培訓其他管理人員成為出色 的部門經理時,我首先會問他們一個問題:「 你的老闆是誰?」然後員工開始思考:「我是 我的老闆嗎?」 但答案很簡單。你的薪水支票上除了自 己的名字外,還印有甚麼名字?就是公司的名 字。公司為何存在?是為了服務消費者。因此 我希望讓我的員工有勇氣做對正確的事情,不 是為我,而是為消費者。一旦員工明白誰是他 們的真正服務對象,他們便會明白他們為甚

獵頭公司和求職者告訴我,他們經常覺得 人力資源從業者很嚴肅。當然,不同的人 有不同的風格,但我建議大家走出自己的 舒適區,嘗試以不同的方法,更好地配合業 務目標。 此外,我通過經驗學到的是:你應為自己 預留時間。我是一個非常貪婪的人,我想擁有 一切,不僅是一份好的職業,而且成為一名好 母親,並為社會作出貢獻。要實現這一切,唯 一的方法是採用氧氣面罩理念:在照顧別人 之前先照顧好自己。 花時間專注於自我發展,你會成為一個更 出色的人。

elements for their departments. After sharpening the goals, they’re cascaded down to each individual employee in a fun way – for example by discussing how we can deliver them together during our year-beginning meeting. Additionally, I have a very simple way of making people realise the purpose and value of their work. Whenever I lead HR teams or I am teaching other leaders to be great line managers, I ask them one question first: “Who is your boss?” So people start to think. “Am I my boss?” But the answer is very simple. What name is on your pay cheque, besides your own? It’s the company’s name. And why does the company exist? To serve the consumers. So that’s why I want my people to have the courage to do the right thing right. For the consumer, not for me. Once people realise who they’re truly working for, they’ll understand what they’re working towards.

Q Is there any advice you’d like to leave other HR professionals with? I strongly encourage them to step out of their comfort zone. A lot of headhunters and candidates tell me they often find HR practitioners so serious. Of course different people have different styles, but I advise everyone to step outside of their comfort zone and try a different approach to achieve better integration with the business. Additionally, something I’ve learnt through experience is: You should always make time for yourself. I’m a very greedy person, I want to have it all in terms of not only a good career, but also being a good mother and contributing to society. The only way to achieve all that is by using the oxygen mask philosophy: take care of yourself, before taking care of others. By taking time to focus on selfdevelopment, you’ll become a better person for everyone else around you. Q1 2017 « Human Resources Hong Kong « 17


FEATURE » Talent Management

18 » Human Resources Hong Kong » Q1 2017

人才管理


FEATURE » Talent Management

人才管理

Over the years, the programme has successfully produced leaders for Towngas. Today, one of the seven members of the executive committee, the company’s top governing body, was a graduate trainee. More than one third of the company’s senior executive staff members, across functions and locations, were graduate trainees.

Winning graduates over with a human touch Angela Wong, director of human resources at BDO, believes the company’s caring culture is what makes it an employer of choice. From day one, BDO ensures graduates are taken care of through the different stages of their career. To begin with, the new joiners are warmly welcomed into the firm with an induction, an office tour and lunch with senior executives to help them understand BDO’s values, followed with a systematic and well-structured training programme for a few weeks on technical and soft skills development. The company has a buddy system where every new associate is closely taken care of by a buddy who is one or two levels above. The aim of having a buddy is to help the newcomer adapt to the new working environment in a shorter time and in a comfortable way during their first year. After the first year, each associate will start to be coached by a more experienced colleague under a mentoring programme. Through sharing their experiences and insights, the mentors look to inspire the mentee to reach their potential. “Our senior staff members, managers, principals and even directors actively participate in this programme to enrich our talent pool and develop the next generation of leaders,” Wong says. The company enjoys an 80% retention rate, and the majority of the new graduates have successfully moved up the career ladder and some of them have been fast-tracked because of their outstanding performance. For example, some high performing associates have been able to reach the level of senior associate within one and a half years while some have been promoted to manager grade within four and a half years. BDO promises associates diversified job exposure under a flexible structure, which is particularly appealing to young professionals. Notwithstanding a workforce of over 1,000 staff, the teams within BDO are arranged in a flexible structure so members of each team can gain exposure to a wide range of clients from various industries within a short period of time. In their first year, young colleagues have plenty of opportunities to work for clients from a variety of industries and to travel outside of Hong Kong. This initiative is assured by the company’s client work rotation arrangement that allows staff to change to other assurance engagements after participating in a

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Kit Fan decided to put the recruitment of graduate trainees for 2017 in the hands of the 2016 graduate trainees. 范潔儀決定將2017年實習生招聘事宜交到2016年入職 的實習生手上。

以人情味吸引畢業生 香港立信德豪會計師事務所人力資源總監Angela Wong認為,其公司的關愛文化正是其成為理想僱主 的原因。 從入職的第一天起,立信德豪確保畢業生在其職 業生涯的不同階段均得到照顧。首先,公司會為新員工 提供入職導向、辦公室參觀、以及與高級管理人員午 餐,以歡迎他們加入公司,並幫助他們了解立信德豪的 價值觀。隨後,新員工會接受一個為期數星期的有系統 及有組織技術及軟技術發展培訓。 該公司設有一個夥伴機制,由有一名職位高一至兩 級的同事密切照顧每位新員工。這個機制的設計目的, 是幫助新員工在入職第一年以更短的時間輕鬆適應新 的工作環境。 經過第一年後,每位員工將開始在輔導計劃下,由 一名更有經驗的同事為他們提供輔導。通過分享他們的 經驗及見解,導師們致力啟發受訓者發揮他們的潛能。 Wong說:「我們的高級員工、經理、主管、甚至董 事們積極參與這個計劃,致力豐富我們的人才庫,培養 下一代領袖。」 立信德豪承諾在靈活的架構下,為員工提供多元化 的工作機會,這對年輕專業人士尤其吸引。 儘管擁有過千名員工,立信德豪的團隊架構靈活, 因此每個團隊的成員都可以在短時間內接觸各行各業 的不同客戶。 在他們入職的第一年,年輕的同事有很多機會為不 同行業的客戶工作,並可以到香港以外地方工幹。 立信德豪推行客戶工作輪換安排,會安排連續三 年參與指定客戶審計工作的員工轉換其他審計工作。此 外,通過該公司的國際及內部調派安排,進一步拓展員 工的工作經驗。 Wong說:「年輕人喜歡嘗試新事物並汲取新經 驗,通過參與不同客戶的審計工作,為他們提供學習及 拓展視野的絕佳機會。」


Talent Management

以青年發展為先 香港寬頻網絡有限公司選拔年輕精英人才的方式是最 為嚴苛、也是最有成效的方式之一。 2015年,該公司從1,200名申請人當中聘請了七名 見習技術人員(GTT),起薪點為24,000港元,幾乎是 新畢業生就業市場起薪點的兩倍。 香港寬頻人才管理及組織發展助理總監陳振宇表 示,除了令人羨慕的薪酬外,該公司亦致力推動每位見

人才管理

« FEATURE

specified client engagement for three consecutive years. In addition, the staff’s exposure can be further broadened through the company’s International and Internal Secondment arrangements. “Young people like to try new things and gain new experience. This is the perfect chance for them to learn and gain different perspectives through participating in engagements of a diverse client base,” Wong says.

習人員的成長。 為加快年輕人才的成長,高級管理層的支持至關重 要。在為期24個月的計劃期間,該公司的首席技術官及 首席資訊官成為GTT的私人導師。 陳振宇說:「我們的高級管理層在整個招聘及培訓 過程中,與TM(人才管理)部門保持密切聯繫,以確保 部門為他們發掘合適的人才。他們全力支持並理解推動 公司向前邁進所需的一切。」 雖然大部分公司擔心見習人員在完成培訓課程後 可能會另覓其他發展機會,但香港寬頻並不為此擔心。 事實上,如果見習人員希望繼續留在該公司發展事業, 是需要再次通過面試。 「我們有七名見習人員,但只有六個職位空缺。每 位見習人員可以申請三個職位,如果他們面試不合格, 就必須離開公司。」 蔡啟銘是完成GTT實習生計劃後獲聘的六名見習 技術人員之一,他非常感謝管理層對年輕的他的信任。 他說:「我有機會對一個部門的預算模型進行分析 驗證。對於一名新員工來說,能夠參與這樣的高級任務 是一個很難得的機會。」 當談到關心人才時,蔡啟銘認為香港寬頻坐言 起行。 他說:「公司引入『生活工作優次』的理念,這不僅 是一個口號。同事們可以準時下班,我們一同打球及遠 足,對香港寬頻的員工來說,生活絕對優先。」 陳振宇補充表示,留住人才的最佳方式是幫助他們 找到合適的崗位。 他說:「公司的方向會改變,我們的人才優次亦將 會改變。如果我們不能為人才找到一個合適的崗位, 就是他們離開的時候,並非每位員工都滿足於現時的 工作。」 以全球視野培養人才 保樂力加亞洲區域管理培訓計劃的優點之一,是其強 調國際化思維。來自16個亞洲國家的申請人通過在各 自市場的初步遴選後,將飛往該公司在香港的評估中心 進行另一輪甄選。 保樂力加亞洲人力資源及人才發展總監Jenny To 說:「作為一家國際企業,我們的員工必須能夠與不同 文化背景的人士進行交流。每年,我們大約有30名候選 人齊集香港進行評估。」 「完成所有招聘考驗後,我們會帶他們外出吃晚 飯,讓他們體驗保樂力加的文化。」

Putting youth development first The selection process for elite young talent at Hong Kong Broadband Network (HKBN) is one of the most demanding, but also one of the most rewarding. In 2015, seven graduate technical trainees (GTT) were hired out of 1200 applicants. The starting salary was HK$24,000, almost twice the market starting salary for fresh graduates. CY Chan, associate director for talent management and organisation development at HKBN, says besides the handsome rewards, the company is dedicated to accelerating the growth of every trainee. To accelerate the growth of young talent, support from senior management is crucial. The company’s chief technical officer and chief information officer are personal coaches for the GTTs throughout the 24-month programme. “Our senior management is in close contact with the TM (talent management) department throughout the recruitment and training process to ensure the talent that they need is being delivered to them. They totally buy in and understand what it takes for the company to move forward,” Chan says. While most companies are worried their trainees might leave them for other opportunities upon completing their training programme, HKBN has no such concerns. In fact, trainees need to interview again for a job, if they wish to continue to develop their career in the company. “We have seven trainees and six job openings. Each trainee can apply for three jobs, if he or she fails to impress at the interviews, they have to leave the company.” Ming Choi was one of the six graduate technical trainees who was hired after completing the GTT programme. He was grateful that management put a lot of trust in him despite his youth. “I was given the chance to do an analysis to justify a department’s budgeting model. It is a rare chance for a newcomer to be involved in high-level tasks like this,” he says. When it comes to caring for talents, Choi thinks HKBN talks the talk and walks the walk. “The company pitches ‘LIFE-work’ priority; it is not just a slogan. Colleagues are able to leave on time, we play ball and go hiking together, life comes first for HKBN talents,” he says. Chan adds that the best way to retain talent is by helping them find the right match.

Q1 2017 « Human Resources Hong Kong « 21


FEATURE » Talent Management

人才管理

“The direction of the company will change and the priorities of our talents will also change. If we are not able to find a talent a good match, it is time for them to move on. Not everyone in the company can be committed and happy with what they are doing,” he says.

Grooming talent with a global vision One of the highlights of the regional management trainee programme at Pernod Ricard Asia is its emphasis on international mindset. Applicants from 16 countries in Asia were flown into the company’s assessment centre in Hong Kong after passing through the initial selection in their respective markets. “As an international company, it is very important for our employees to be able to interact with people from other cultures. Each year, we have about 30 candidates gather in Hong Kong for assessments,” says Jenny To, HR and talent development director at Pernod Ricard Asia. “After going through all the recruitment exercises of the day, we will take them out to dinner and let them experience the Pernod Ricard culture.” The company hires management trainees for a wide range of business functions, including finance, marketing and HR. Trainees will spend a good proportion of their time with their own chosen function and also rotate to other departments for hands on experience and to understand how the other department works within the company. Every trainee spends three months in the sales department, which will enable them to have direct contact with customers and better understand the market landscape, during the 18-month programme. Pernod Ricard is committed to giving trainees international exposure. To begin with, newly hired trainees will gather in Hong Kong for an induction and then meet up again in another location in Asia for the leadership development programme. Trainees will also go on a three-month overseas assignment in the region. “The trainees will spend time in their own function during their overseas experience. We want them to get international exposure and to see how things could be done differently in another market environment.”

For most organisations, the best way to find leaders for the future is to groom their own.

該公司為不同業務部門聘請見習管理人員,包括財 務、市場推廣及人力資源管理。見習人員大部分的時間 主要是學習他們自選的部門業務,亦會轉到其他部門進 行親身體驗,以了解公司其他部門的運作模式。 在為期18個月的培訓期間,每名見習人員會在銷 售部門工作三個月,讓他們能夠直接接觸客戶,並更好 地了解市場環境。 保樂力加致力為見習人員提供國際工作經驗。首 先,新入職的見習人員將齊集香港接受入職導向,然後 在亞洲另一個地點接受領袖發展培訓。見習人員亦會 在該地區進行為期三個月的海外任務。 「在海外期間,見習人員將在其所屬部門旗下實 習。我們希望他們能夠獲得國際經驗,並了解在另一個 市場環境下如何以不同的方式做事。 個案研究:尋找未來的CXO 香港寬頻於2011年推出未來CXO培訓計劃,並因其 慷慨的薪酬待遇及極其嚴苛的招聘過程而成為全城 熱話。 六年後,經計劃受聘的兩名精英之一曾梓銘回顧其 成長。他當時收到很多薪酬更高的聘書,但他最終決定

Case study: In search of the future CXO When Hong Kong Broadband Network (HKBN) hosted the CXOs of the future programme in 2011, it became the talk of the town because of its generous salary offer and extremely demanding recruitment process. Six years later, Mingo Tsang, one of the two elites hired from the programme, reflects on his growth. He had a number of lucrative offers on the table at that time, but decided to join HKBN because of the company’s commitment towards developing young people.

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加入香港寬頻,全因公司致力於培育年輕人。 他仍然清楚記得,該公司的所有高級管理層成員, 包括當時的主席王維基,都出席在西貢戶外訓練營進 行的最後面試。 香港科技大學經濟及金融學系畢業生曾梓銘回憶 說:「經過36個小時的野外求生後,最後入圍者被帶 到高級管理團隊面前。王維基問大家一個沒有人能夠 回答的IQ題,並要求每人寫下公司應該聘用他或她的 原因。」 曾梓銘猜想,他的自信是其脫穎而出的原因。


Talent Management

對於大多數企業來說,尋找未來領袖的最佳辦法是自 行栽培人才。

曾梓銘說:「王維基被公認為是一個非常有自信的 人,我認為如果我表現出有自信,也會提高我獲得取錄 的機會。所以我告訴Ricky,他是一位出色的企業家,但 我在某方面也非常出色,我在大學的時候是辯論比賽冠 軍。我想我展示出的自信心引起了他的注意,最後他給 了我這份工作。」 作為一名獲得高薪厚職的大學畢業生,曾梓銘親身 體驗到巔覆及創新對推動企業向前發展的重要性。 正如其他公司的管理實習生計劃,他有機會輪流到 公司內部的不同部門實習,但最令他印象深刻的是高級 管理層如何致力幫助他成長。 高級管理層會帶領見習生與投資者會面,向他們 展示做生意的方式,並在他們獲邀發表演說的不同活動 中,預留一些時間讓見習生上台發言。 在21歲的時候,曾梓銘已在過千人面前演講。高級 管理層的幫助加快了見習人員的成長,當中包括給予見 習人員失敗的機會。 曾梓銘表示,他曾走到人才關顧部主管兼財務總監 黎汝傑面前,要求一筆四萬港元的預算來設立大學生轉 介計劃,以吸引更多客戶使用香港寬頻的服務。 他說:「這是一個完全失敗的項目,我損失了所有 資金。NiQ一直知道我會失敗,但他仍願意讓我一試, 因為他希望我能夠從錯誤中成長及學習。我想大多數高 級管理層不會為了員工的未來發展而容許他們冒這麼 大的風險。」 高級管理層的努力現已得到回報,曾梓銘現時是企 業方案的高級銷售經理,帶領一支60人的團隊開拓新 市場。他是該公司最年輕的持股管理人及部門負責人。 他說:「我真的很感謝公司給予我的機會,令我加 快成長。我希望在五年內升到總監級別,最終目標是成 為最高管理層。」

人才管理

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He still remembers very clearly that all senior management members, including then chairman of the company, Ricky Wong Wai-kay, were present for the final interview which took place at an outward bound campsite at Sai Kung. “After 36 hours of surviving in the wild, the finalists were brought before the senior management team. Wong asked everyone an IQ question which nobody could answer and asked everyone to write down on a piece of paper why the company should hire him or her,” recalled Tsang, an economics and finance graduate from the Hong Kong University of Science and Technology. Tsang thought what made him stood out was his confidence. “Ricky Wong is known to be a man who is very confident in himself. I thought it will boost my chances if I show selfconfidence too. So I told Ricky that he is a great entrepreneur, but I am great at something too – I am a champion debater at my university. I guess the self-confidence I displayed caught his attention and he offered me the job,” Tsang says. Coming out of university as a prized young recruit, Tsang experienced first-hand the importance of disruption and innovation in driving an organisation forward. Similar to management trainee programmes in other companies, he was given the opportunity to rotate to different departments within the company, but what stood out was the commitment of senior management in helping him grow. Senior management will take trainees out to meet with investors, show them how to do business and leave a time slot for trainees to speak on stage when they are invited to speak at different events. At age 21, Tsang was already giving presentations for crowds of more than 1000 people; the effort senior management puts in is to accelerate the growth of the trainees and that includes giving trainees the chance to fail. Tsang says he went to NiQ Lai, chief talent and financial officer, to ask for a HK$40,000 budget to set up a university student referral programme to get more customers to use the services of HKBN. “The project was a complete failure and I lost all the money. NiQ knew all along that I would fail, but he let me try because he wanted me to grow and learn from my mistakes. I don’t think many senior management teams would allow their employees to take such a big risk for the sake of their future development,” he says. The effort of senior management has certainly paid off – Tsang is now a senior sales manager for enterprise solutions, leading a 60-man team to explore new markets. He is the youngest co-owner and section head at the company. “I am really thankful for the opportunity the company has given me to accelerate my growth. I hope to move up to a director grade role in five years and the ultimate goal is to reach the C-suite level,” he says. Q1 2017 « Human Resources Hong Kong « 23


FEATURE » Relocation & Mobility 調配及流動

H

uman resource issues are notoriously hard to quantify. They often involve feelings, experiences, intentions, perceptions and other human faculties that are hard to put a number on. Workplace equality isn’t one of those issues. The number of women in any given workplace is a simple, measurable fact; as is the positive contribution they make to business. The same goes for mobility assignments. Companies

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所周知,人力資源管理經常涉及情感、經 驗、意向、觀點及其他人類層面,實在難 以用數字來量化。

但職場平等並不屬於上述範疇。職場上的女性僱

員數目,以及她們能為企業帶來的正面貢獻,是一個 簡單、可衡量的事實。 而崗位流動的情況亦如是。企業可以輕易計算有 多少女性僱員參與外派工作,以及她們佔整體女性僱


Relocation & Mobility

調配及流動

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can easily measure how many women are participating in mobility assignments, and how that relates to the overall amount of women on the payroll. If the percentages don’t add up, you know there’s a problem. While the solution may not be clear cut, the problem is. In 2014, women represented 46.8% of the labour force in Hong Kong, while the global average was 39.6%. In contrast, only 20% of global assignees are women, Jo Hayes, director of pipeline initiatives at The Women’s Foundation, points out referring to The RES Forum Annual Report 2016 and PwC’s 2012 and 2016 global mobility reports. Despite these numbers, companies don’t seem to be too concerned. “We are seeing a real disconnect in many companies, most of whom haven’t applied a gender lens to their mobility assignments,” Hayes says. “Only 22% of companies have aligned their mobility and diversity strategies with talent management and senior leadership development which means that women have fewer opportunities for global assignments.” She adds that even women, who do make it out on international assignments, then don’t see the same longer term benefits such as promotions, compensation increases or repeat assignments as men when they return. Something she puts down to unconscious bias, glass ceilings, and women going to popular rather than priority destinations.

員的比例。若果比例加起来與總數有落差,便表示當

Business case

才短缺,收窄技能差距,加速企業增長。」

中存在問題。 雖然解決方法仍有待商討,但問題顯而易見。 婦女基金會領袖項目總監鍾希斯根據《The RES Forum Annual Report 2016》及羅兵咸永道2012 年及2016年全球流動報告指出,在2014年,女性佔 香港勞動力人口比例的46.8%,而全球平均比例為 39.6%。相反,只有20%的全球外派人員是女性。 儘管有明確的數字,但企業似乎並不太關注。 鍾希斯說:「我們看到許多企業真的與時代脫節, 其中大多數企業沒有在處理派遣工作時採用性別 鏡頭。」 「只有22%企業的崗位流動及多元化戰略與其 人才管理及高級領袖發展是統一的,這意味著較少女 性得到國際派遣機會。」 她補充表示,即使女性能夠得到國際派遣機會, 但回流後的晉升、補償增加或重複指派任務等長期 福利都無法與男性看齊,她歸納當中的原因為無意 識偏見、玻璃天花、以及女性被派遣至普遍而非優先 的目的地。 商業案例 雖然性別平等是鍾希斯最關切的一個議題,但增加女 性派遣人員數目不僅是一個原則問題,而是一個完全 合符商業原則的策略。 鍾希斯總結道:「全球派遣任務有助企業解決人

While gender equality is an issue close to Hayes’ heart, increasing the number of women in mobility assignments isn’t just a matter of principle. It’s a strategy that makes perfect business sense. “Global mobility assignments help organisations address talent shortages, close skill gaps and accelerate growth,” Hayes summarises. Moreover, according to the 2016 global mobility survey by Santa Fe, 90% of business leaders say international assignments are critical to develop successful future leaders. Additionally, 77% of leaders believe international mobility plays an increasing role in the success of their organisations, PwC’s 2016 global mobility report shows. When you consider international assignments are crucial to the development of successful future leaders, the lack of women partaking in those assignments becomes an apparent business problem. After all, companies with the highest representation of women on their boards and senior leadership teams on average outperform those with the lowest, Rebecca Holden, general manager of global services and international HR for Telstra, points out. “Being more gender inclusive in offering mobility within

此外,根據Santa Fe的2016年全球流動調查顯 示,90%的企業領袖表示國際派遣工作對培養未來 成功領袖至關重要。此外,羅兵咸永道2016年全球流 動報告指出,77%的領袖認為,國際派遣工作對其企 業的成功愈來愈重要。 既然國際派遣工作對培養未來成功領袖至 關重要,缺乏女性參與將成為一個顯著的商業 問題。Telstra全球服務及國際人力資源總經理 Rebecca Holden指出,畢竟在董事會及高級管理團 隊中女性比例最高的企業,平均表現較那些比例最 低的優勝。 她解釋說:「企業在崗位流動方面有更高的性別 包容性,有助女性僱員通過體驗更廣泛的角色來建立 自己的事業。從長遠來看,這有助提升企業的性別多 元化,尤其在更高級別的層面。」 障礙 要解決女性僱員及崗位流動的問題,跟解決任何其他 商業問題的方式一樣,最好的策略是在製定行動計劃 之前,先確認要面對甚麼樣的障礙。 鍾希斯說:「根據我們的研究所得,女性僱員在 接受外派工作時,要面對幾種性別特有的障礙。」

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FEATURE » Relocation & Mobility 調配及流動

the organisation helps empower female employees to build their career by experiencing a broader range of roles. In the long run this drives better gender diversity in the organisation, especially at more senior levels,” she explains.

Inhibitors When it comes to tackling the issue of women and mobility, the best strategy is no different to addressing any other business problem. Before devising a plan of action, make sure you know what you’re up against. “We know from our research that women face several gender-specific inhibitors that prevent them from taking on global assignments,” Hayes says. “These range from short lead times and family considerations such as childcare and caring for elderly dependants, to unconscious bias on the part of senior management and global mobility managers making assumptions about women based on their age, seniority and family situation.” Holden adds that women could also be more reluctant to put themselves forward for a mobility assignment if they don’t have all the capabilities and experiences the role requires. “This mirrors the general trend we see in women having less confidence than men to put themselves forward for promotion opportunities if they feel they ‘only’ fit the majority of the requirements for a role and not all,” she says. At an organisational level, the issue is perpetuated mostly through a lack of awareness. Hayes points out that by failing to look at their global mobility programmes through a gender lens most fail to build in flexible and gender-inclusive approaches.

Future leaders At Telstra, women currently make up 28% of the total employee population. Like many companies in the telecom sector, the balance of male-female employees leaves something to be desired. But, with that in mind, the company works hard to ensure those women who do become part of the company get every opportunity to develop, grow and become future leaders. Part of those efforts are reflected in Telstra’s mobility programme. “Within the global enterprise and services business unit, which includes all of our international team, we currently have 74 people participating in mobility assignments, of which 22 (or 30%) are women,” Holden reveals. “A slightly higher percentage than our total employee population.” Tanya Huang is one of the women at Telstra who benefited 26 » Human Resources Hong Kong » Q1 2017

「這包括出發前準備時間太短、子女及長輩照顧 安排等家庭考慮、以及高級管理層及全球外派管理人 員會根據年齡、資歷及家庭情況對女性僱員作出假設 等的無意識偏見。」 Holden補充表示,如果女性僱員不具備崗位所 需的所有能力及經驗,她們也可能更不願意自薦接 受派遣工作。 她說:「這反映了女性僱員的一個普遍趨勢,就 是如果她們認為自己『只是』適合一個崗位的大多數 而非所有要求,她們對於自薦接受晉升機會的信心 比男性低。」 在組織層面上,這個問題的主要成因在於缺乏 意識。鍾希斯指出,由於沒有採用性別鏡頭來審視 其全球崗位流動計劃,因此無法建立靈活及性別包 容的方案。


Relocation & Mobility

from the company’s aim to include more women in its mobility programmes. Together with three other female graduate trainees from the Australian business, she was offered the opportunity to join the international team in Hong Kong for a six-month rotation. “Although our operations are heavily IT and technology focused, I was impressed to see the high ratio of women in the workplace, especially amongst the international graduates,” Huang says. “Telstra is a proud advocate of diversity and inclusion, and I am pleased to say that I was able to experience the support that they provide to women to thrive in the international work space.”

調配及流動

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未來領袖 在Telstra,女性目前佔僱員總人數的28%。跟許多電 訊業公司一樣,男女僱員比例平衡仍有待改進。但考 慮到這一點,該公司致力確保其女性僱員能夠把握每 一個機會,以發展、成長及成為未來領袖,而Telstra 的崗位流動計劃部分反映了該公司在這方面的努力。 Holden透露:「在全球企業及服務業務部門,當 中包括我們的所有國際團隊在內,我們目前有74人參 與派遣工作,其中22(或30%)是女性。」 「比例較我們的員工人數總和略高。」 該公司致力讓更多女性僱員加入其崗位流動計 劃,而Tanya Huang是當中的受惠者之一。聯同其他 三位來自澳洲部門的女畢業實習生,她獲得機會加入

First steps The very first step to increasing the amount of female assignees within your company is to make sure your female employees are aware they have the option. When mobility opportunities arise, ensure they are made known to your entire talent pool, and not just to those individuals who have proactively expressed an interest before, or the ones you’ve pegged as being adventurous. “When there are mobility opportunities, we should eliminate unconscious bias and remove gender out of the equation so as to ensure that female employees are presented with equal opportunities for mobility,” Holden argues. She adds this starts with the whole workplace, where a gender-neutral stance should be adopted to foster a more level playing field. “Having gender balance as a core business strategy is key to enabling women to achieve their full potential,” Hayes agrees, adding that diversity and inclusion strategies, talent management, leadership development and global mobility programmes should all be aligned through their common goal at an organisational level. Apart from getting the message out there, flexibility and small adjustments could go a long way towards including women. Based on its research, The Women’s Foundation suggests organisations include global mobility assignments as part of a long-term development plan for high potential women. Additionally, simply increasing the lead times can encourage more women to apply, as it allows time to address concerns about potential family responsibilities. Finally, perhaps one of the most powerful tools to encourage more women to take up mobility assignments is to have other women show them how it’s done. “It’s important to showcase mobility success stories,” Hayes insists. “If you can see it, you can be it.”

香港的國際團隊,進行為期六個月的交流。 Huang說:「雖然我們的業務主要集中在資訊科 技及技術範疇,但我看到職場的女性比例很高,尤其 在國際畢業生之中,這一點令我覺得很值得欣賞。」 「Telstra是支持多元化及包容性的俵俵者,我很 高興能夠體驗到他們為女性在國際職場中茁壯成長所 提供的支持。」 第一步 要增加企業內部女性外派人員數目的第一步,是確保 女性僱員了解她們擁有選擇權。 當派遣機會出現時,除了那些在此前已積極表達 有意參與、以及你認為具冒險精神的人員外,亦要確 保她們在考慮之列。 Holden認為:「當有崗位流動機會時,我們應該 撇除無意識偏見及性別考慮,以確保女性僱員得到平 等的崗位流動機會。」 她補充指,一切始於在整個職場環境採取性別中 立的立場,以建立一個更公平的競爭環境。 鍾希斯表示同意:「將性別平衡作為核心業務策 略,是讓女性僱員充分發揮潛力的關鍵。」她補充表 示,多元化及包容性戰略、人才管理、領導能力發展及 全球崗位流動計劃都應具有一致的組織層面目標。 除了傳遞訊息外,靈活性及細微的調整可以對增 加女性僱員參與有很大的幫助。 根據其研究,婦女基金會建議企業將全球崗位流 動工作納入高潛力女性僱員長期發展計劃的一部分。 此外,簡單地增加出發前的準備時間,讓她們有更充 裕的時間為家庭問題作出安排,可以鼓勵更多女性申 請流動崗位。 最後,也許是最有效鼓勵更多女性接受外派任務 的方式之一,就是由其他女性僱員向她們作出示範。 「最重要的是展示成功的外派故事。」鍾希斯堅 持說:「如果你能看到,你便可以做到。」

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SPONSORED CONTENT THIS ARTICLE WAS BROUGHT TO YOU BY CUBIKS.COM

Talent management is one of those terms we glibly throw around in HR strategy meetings and boardrooms. We all recognise talent management as the process of recruiting, retaining, and developing our most talented employees, in line with our organisational goals. However, even with this precise definition, we lack a structured methodology to manage and guide our talent decisions. Instead, talent management is more often an application of experience and skill, which is all too often based on personal opinion. So, how can we take a more measured approach and apply greater objectivity to talent management decisions? Can we can achieve more insightful performance assessments, and more accurate indicators of the future potentials in our organisation? One available tool is the 9-box matrix that was developed by McKinsey in the 1970s to help General Electric prioritise investments across business units. It was adapted more recently for HR to bring together performance and potential and identify a course of action to grow an organisation’s talent pool. Categorising employees as “top talent”, “under performer”, or one of seven options in between, this talent matrix provides a structure that is easy to relate to, but lacks meaningful content.

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The big issue with this approach is that most managers through lack of training, guidance and experience don’t have the insight to differentiate between current performance and future potential. As a result, their “top talent” selection is a subjective judgement based on what they see as current performance. A more structured approach of appraisal against KPIs might seem to be a better option, but is often hindered by the dominance of the marginal average score. On a scale of one to five, most employees are appraised as three – marginally above average. Very few are appraised as two or four, and rarely will you see a one or a five with line managers showing great reluctance to award extreme scores. To encourage more divergent rankings, some organisations adopt a “rank-and-yank” approach where managers are forced to assign a specified percentile of top and bottom talent. Unfortunately, the lack of standardisation in this approach creates disparity when comparing performance across an organisation. We need to understand that performance and potential are not the same thing. An employee may not be able to display all aspects of their potential. They may be in a job that doesn’t play to all their strengths, or in an environment that doesn’t cultivate the potential within. To truly manage talent requires a methodology that assesses both critical performance dimensions, and the dynamics of potential. Well known are the many 360 feedback tools that assimilate observations of employees’ line managers along with those of peers, subordinates, and the employees themselves, to provide an assessment that closely represents actual performance. Less well known is the role psychometrics can play thanks to the advancements in the industry. Cubiks, global leaders in assessment and psychometric research, have identified six indicators of potential that are driven by behaviours present in current performance. The Cubiks “talent indicator” includes six dimensions, and 14 underpinning facets that are generally indicative of business orientated performance that can be benchmarked to an organisation’s own “picture” of performance. The talent indicator approach provides insight into employees’ potential, but still only as predicted by current performance. If we can also identify inhibited potential, by understanding what drives an individual in the workplace, we have the opportunity to release and realise it. Here, implementing a high validity work-based psychometric personality questionnaire can play a pivotal role.


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The talent map above shows the application of Cubiks’ personality and preference inventory (PAPI) by a major global professional services organisation. By plotting both current performance and potential against each other we arrive at a full perspective on future performance. We have an assessment of potential drawn from the employee’s behaviours observed in current performance, and we have an assessment of

their potential drawn from the drivers. The highest potential candidates will show strength in both the talent indicators and the talent drivers. What makes the map really powerful is the ability to slice results by department, region, seniority level, or whatever critical aspects you want to view. The map identifies and directs resolutions to talent management issues. It objectively identifies top talent, targets which candidates to develop, and which areas to focus on. It can go even further, for example, determining if a succession plan needs a “build or buy” strategy by identifying if the right talent is rising within the organisation or needs to be externally hired. Early adopters of this methodology were apprehensive about turning people into cold statistics, but the outcomes have convinced both management and employees. Far from being seen as clinical, the approach is recognised to improve fairness and reduce bias. It increases diversity in the talent pool and pinpoints a starting point for individual development plans. It is a means of objective talent measurement and the foundation of a talent management strategy that is tangible and realises real results. After all, what gets measured gets managed!

Cubiks (Hong Kong) Ltd For more information, please email info@cubiks.com 若要索取更多資料,請發送電郵至 info@cubiks.com。

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Held at Hotel ICON, Hong Kong, on 21 February, Workforce Mobility Interactive 2017 Hong Kong returned for its second year with the latest in talent mobility and expatriation trends in HR. The invitation-only interactive event presented a stellar line-up of talent mobility experts from Crown World Mobility, Santa Fe Relocation Services, Knorr-Bremse, Avery Dennison, and more, who shared their insights into some of today’s biggest challenges. Attended by more than 90 professionals, the 30 » Human Resources Hong Kong » Q1 2017

conference was started off by Richard Willeter, director of corporate services for Asia at Crown World Mobility. He provided an overview of the mobility landscape for the year, including issues such as the rise of new-age patriotism and the gig economy. After the first interactive session and a networking break, delegates enjoyed a panel discussion on the topic of immigration and compliance. Human Resources’ Hong Kong editor Anthony Wong was joined on stage by Robert Day, acting head of global immigration, Santa


OPINION » People issues 人事問題

LAURENCE FAUCHON Co-founder, HelperChoice Laurence Fauchon HelperChoice 聯合創辦人

The past decade has seen a blurring of the lines between company profits and social good – something previously left mostly to the likes of NGOs and governments. More than ever, businesses are finding ways to provide solutions to social and environmental problems, often enabled by technology. Unlike NGOs, social impact start-ups must be driven in part by profitability to ensure they are both scalable and sustainable over the long term. This new breed of company requires a different type of workforce, and with that, a slightly different perspective on hiring and building the right team. For a social impact start-up, the ideal employee is driven by more than money and experiences alone. They must also share the same values as your company and its cause, even if they weren’t aware of its existence before. We started HelperChoice five years ago when we realised how the domestic worker hiring chain was heavily stacked against the interests of helpers, who are regularly taken advantage of and swindled out of their hard-earned cash by unscrupulous recruitment agencies. It’s a problem cities such as Hong Kong and Singapore are rife with. HelperChoice is an online platform that allows employers and domestic workers to connect directly – cutting out the middleman and much of the risk of abuse. Just as we didn’t know this issue existed until we decided to hire a helper in Hong Kong, neither did many of the candidates we interviewed. Fortunately, it was a cause that instantly resonated with a lot of applicants. But while shared values are important, experience, skills and motivation are no less essential in the world of social enterprise than in any other industry. We want our platform to be as innovative as possible, providing all the necessary ingredients for employers and helpers to find the right match without actually playing matchmaker ourselves. Although our social mission is strong, employers primarily come to us for our efficient and competitive service, and we strive every day to improve it and make our clients happy. For that, we needed highly skilled and experienced web developers. We also needed full-time staff to service our large and growing user base. As is the case with more traditional businesses, building the right team for our start-up required a rigorous hiring process, which involved countless interviews, and in many cases, competency tests to make sure that applicants for key positions could deliver. The recruitment channels we used are the same as those used by most companies today – with online job portals being an important tool. In Asia, niche job websites serve the start-up community and these have been effective for us. We’ve assembled what we believe is the right team to ensure HelperChoice continues to improve and expand. We’ve also had to learn to deal with one of the unique challenges of managing a workforce in a city such as Hong Kong – staff turnover. This affects big firms and start-ups alike, no matter how loyal your employees may be to your company and its cause.

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社會利益以往主要是非政府組織及政府所關注 的事務,但在過去十年,公司利潤與社會利益之間的界 線逐漸變得模糊。現今的企業比以往更落力尋求解決 社會及環境問題的方法,而科技往往能夠大派用場。 與非政府組織不同,企業盈利也是初創社企的重 要發展動力,以確保其業務的長遠及可持續發展。這類 新型企業需要不同類型的員工團隊,因此要以稍為不 同的方式聘用及建立合適的團隊。 對於初創社企來說,理想員工講求的不只是金錢 及經驗,他們必須在潛意識上與企業及其業務持有相 同的理念。 我們發現在香港及新加坡等城市,家庭佣工在招 聘過程中往往受到嚴重壓榨,中介公司經常肆無忌憚 地剝削及榨取他們辛苦賺來的錢,於是我們在五年前 成立了HelperChoice,以維護外傭的權益。 HelperChoice是一個幫助僱主與外傭直接聯繫 的網上平台,以跳過中介人及避免遭受剝削。 若然不是因為我們決定在香港聘請外傭,我們也 不知道這個問題的存在,而許多受訪的求職者亦然。幸 好一件案件引起許多申請人的共鳴。 儘管相同的價值觀很重要,但相比任何其他行業, 求職者的經驗、技能和動機對社會企業更為重要。 我們盡可能打造最創新的平台,為僱主及外僱提 供所有必要資源,以便輕鬆找到最合適的匹配對象。 儘管我們擁有巨烈的社會使命感,但僱主主要是看重 我們提供的具競爭力高效服務。我們每天致力改進,務 求迎合我們客戶的需求。 因此,我們需要具豐富經驗的熟手網絡開發人 員,亦需要全職員工為我們龐大且不斷增長的用戶提 供服務。 與許多傳統企業一樣,為我們的初創公司建立合 適的團隊需要一套嚴格的招聘流程,當中要經過無數 的面試,而在許多情況下,能力測試可確保申請人能夠 符合重要職位的要求。 我們使用的招聘渠道,與當今大多數企業使用的 大致相同,招聘網站是一個重要的平台。亞洲有小眾 的招聘網站為初創企業社區提供服務,這些網站對我 們很有用。 我們建立了一支我們認為合適的團隊,以確保 HelperChoice能夠不斷進步及擴大業務。而在香港這 樣的城市,我們亦必須學會應對這裡獨特的員工管理 挑戰之一:員工流失。無論你的員工如何忠於你的公司 及業務,員工流失對大公司及初創企業均會造成影響。


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People issues 人事問題 OPINION

A relatively flat hierarchy can go a long way towards team building and moving forward. 相對平等的組織架構有助建立團隊精神,並確保企業不斷進步。

然而,重視社會責任確實更容易吸納及留住人 才。例如,我們看到愈來愈多的前銀行家有意轉行, 從事一些更有意義的工作。現時甚至出現專為這類 人士服務的招聘平台,更有前高級管理人員接觸我 們,表示希望向我們伸出援手,甚至申請我們的全職 職位。 而另一個處理人才流失的策略,就是或多或少地 接受這個現實。只要確保你的核心團隊穩固,可以短 期合約或實習生形式招聘畢業生或其他就業市場新 力軍,因為年輕人一般較有創意,充滿想法,並且經常 關注社會問題,這種做法可為你的公司帶來很大的價 值,尤其是在初創階段。 對於這些短期及長期員工來說,最重要的是建立 一個可以公開分享及認真討論意見的環境。 培養團隊精神及參與對於任何初創社企的成功 至關重要。我們的其中一個做法是每週舉行團隊午 餐,期間每個人都有機會公開討論公司的發展及表達 任何想法。 在相對平等的組織架構下,我們尊重每個人的意 見,共同討論甚麼方法可行及有何改進空間。這有助 建立團隊精神,並確保我們不斷進步。 HelperChoice最近贏得Impact2 World Award香港最佳社會貢獻初創企業大獎的殊榮,為我 們爭奪今年3月在巴黎舉行的全球大獎打了一支強心 針。雖然我們不會著重追求認可及獎勵,但這些獎項 是對團隊多年來的工作及努力的一個肯定。 對於任何初創社企來說,找出需要解決的問題只 是一個開始,而成功的關鍵在於建立合適的團隊,以 及創造積極的企業文化。

However, a strong focus on social impact does make talent acquisition and retention easier. For instance, we see more and more former bankers who want to change their career path to something more meaningful. There are even specialised recruitment platforms dedicated to this group of people, and there were former top executives who reached out to us because they wanted to give us a hand or even apply for a full-time position. Another strategy to deal with turnover is to more or less embrace it. As long as you have your core team firmly in place, hiring graduates or others new to the job market on short-term contracts or as interns can bring a lot of value to your company, particularly in the start-up phase. Young people are generally creative, brimming with ideas, and are often concerned about societal issues. What’s important for both these short-term additions as well as permanent employees is to create an environment in which ideas can be openly shared and rigorously debated. Fostering team spirit and engagement is crucial for any social impact startup’s success. One of the ways we do that is by holding weekly team lunches, during which everyone has a chance to talk openly about the company’s progress and any ideas they may have. With a relatively flat hierarchy in place and each person’s opinion as valued as the other, we discuss what’s working and what could be improved. This has gone a long way towards both team building and making sure we continue to move forward. HelperChoice recently won the Hong Kong edition of the Impact2 World Award for high impact start-ups, paving the way to the global finals in Paris this March. Although we don’t actively pursue recognition and awards, this is an affirmation of the hard work and effort the team has put into the company over the years. Identifying an issue to be tackled is just the start for any social impact start-up – achieving success in this space hinges on building the right team and creating a culture of positivity. Q1 2017 « Human Resources Hong Kong « 33


OPINION » Upwardly mobile 向上流動

AGNES CHAN Director of HR, InterContinental Grand Stanford Hong Kong Agnes Chan 香港海景嘉福洲際 酒店 人力資源總監

Recently, the InterContinental Grand Stanford Hong Kong was

香港海景嘉福洲際酒店最近獲「世界旅遊大獎」頒

recognised as the world’s leading luxury business hotel by the World Travel Awards. The award is an invaluable recognition of the company’s continuous efforts geared towards enhancing the guest experience and enlivening our brand’s core purpose to create “great hotels guests love”. Above all, it’s a recognition of our staff. In the hospitality industry, the guest experience is king. Anyone can provide a bed and a shower, but it is the amiable service and exceptional facilities that add up to a memorable stay for guests. As such, people are a crucial factor for our success, since it’s our staff members who spare no effort to consistently provide our guests with memorable experiences. A number of initiatives help motivate our people to deliver great results. First, the most fundamental factor in motivating our staff is to let them understand our company culture and values through training. During the training journey, all colleagues learn about the company’s ambition – to be the number one hotel company in the world for guests, for owners and for colleagues. A second way in which InterContinental Grand Stanford Hong Kong employees are encouraged to deliver great experiences to our guests, owners and co-workers is through our “Guests Love” recognition programme. Through this monthly staff recognition programme we show appreciation for our people delivering great results to our guests by giving out rewards. Apart from training and recognition, recruitment also plays an important role in bringing in suitable people to the hotel. Our hiring principle is to “hire for attitude and train for skills”. Having a positive attitude, being passionate about customer service and hospitality, and constantly striving for improvement are the key elements we look for in recruitment. With the above key elements, we believe our managers can easily train up potential candidates even when they might not have much prior related experience. This strategy helps InterContinental Grand Stanford Hong Kong to hire those people who have a passion for delivering authentic hospitality, and who endeavour to excel in serving our guests and escalate the service standard to the next level. In addition to a focus on attitude, we aim to hire talent with specific nationalities to cope with our business needs. When away from home, overseas travellers tend to feel more welcomed and relaxed when greeted by staff who speak the same language. To cater for this major market segment, we have staff from countries around the globe, including Germany, Scotland, the United Kingdom, Thailand, India and Japan. By actively recruiting from different nationalities, backgrounds and cultures, we create a hugely varied team. Our “celebrate difference” core value helps all team members embrace these differences and work collaboratively.

贈全球最佳豪華商務酒店獎。該獎項是對酒店不斷致

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力提升客戶體驗,以及實踐我們品牌的核心目標以創 造「受客人歡迎的出色酒店」的寶貴認可。最重要的 是,這是對我們員工的認同。 酒店行業一向以客戶體驗為先。任何人都可以提 供住宿,但親切的服務及卓越的設施可為旅客帶來一 次難忘的住宿體驗。我們的員工不遺餘力地為我們的 客人提供難忘的體驗,因此他們是我們成功的關鍵。 我們制定了許多不同措施,以激勵我們的員工實 現卓越的成果。首先,鼓勵員工的最基本步驟是讓他 們通過培訓了解公司的文化及價值觀。在培訓期間, 所有同事會了解公司的願景— —就是成為旅客、企業 及同事首選的世界一流酒店集團。 鼓勵香港海景嘉福洲際酒店的員工為我們的旅 客、企業及同事提供卓越體驗的第二種方式,是通過 我們的月度「Guests Love」員工認可計劃向員工給 予獎勵,以感謝他們為客人提供的卓越服務。 除了培訓及認可,招聘亦對酒店尋找合適人才非 常重要。我們的招聘原則是「根據態度進行招聘,並 提供技能培訓」。具備積極的態度、對客戶服務及接 待充滿熱誠、並且不斷努力求進是我們招聘人才的關 鍵考慮要素。 具備上述關鍵條件的求職者,即使之前沒有相關 的行業經驗,我們相信我們的經理都可以輕鬆地培訓 潛在候選人。 這項策略有助香港海景嘉福洲際酒店招募那些對 服務行業擁有真正熱誠、努力為客人提供服務、並將 服務水平提升至另一層次的人才。 除了重視態度,我們的目標是聘用不同國藉的人 才,以應付我們的業務需求。身在異鄉的外遊人士, 若能得到同聲同氣的工作人員接待,往往會感到更親 切及放鬆。為迎合這一主要客群,我們聘請了來自世 界各地的工作人員,包括德國、蘇格蘭、英國、泰國、 印度及日本。 通過積極招聘來自不同國籍、背景及文化的人才, 我們建立了一支龐大的多元化團隊,我們的「接受差 異」核心價值觀有助所有團隊成員接受這些差異,並 且互相合作。


SPONSORED RECRUIT CONTENT HOW TO THIS ARTICLE WAS BROUGHT TO YOU BY ACI HR SOLUTIONS

With more hotels set to open in 2017, and low-cost airlines making travel ever more accessible, a shortage of skilled talent is increasingly becoming one of the toughest challenges for Hong Kong’s hospitality and tourism sector. In a competitive market, dedicated recruitment agencies with real industry expertise can make a difference by providing businesses with the human capital they need to succeed. With that in mind, ACI HR Solutions was born. The boutique agency entered the Hong Kong market in 2012 under the expert guidance of founder and CEO Andrew Chan. After a near 10-year stint as CEO at a different specialist firm, Chan felt it was the right time to establish a new venture with a stronger focus on the growing travel, tourism and hospitality industries in Asia Pacific. “Human capital challenges faced by employers across the Asian region have been brewing for some time,” Chan said. And he believes the struggle is not over yet. “The pressure will only intensify as businesses fundamentally change the way they organise themselves to deliver success through human capital at a whole new level.” ACI believes the best way to help businesses achieve this success is to pair them with consultants who understand and appreciate the nuances and macro talent issues that are at play in the industry. That is why every ACI consultant has years of first-hand experience working in the travel, hospitality and/or lifestyle industry before they join the agency. The method guarantees a high level of service, since ACI consultants are genuinely passionate not only about their clients’ and candidates’ success, but about the industry as a whole. An additional benefit to having consultants with first-hand industry experience is the large network they give access to. ACI’s diverse network across the travel,

tourism and hospitality landscape provides clients with a vast pool of talent who are not otherwise easily accessible. By constantly interacting with talented industry professionals across multiple platforms, the agency keeps its talent pipeline filled. Furthermore, forward-thinking and a focus on long-term success helps the company identify those talent who have the potential to outperform all their peers in the industry for many years to come. Similar to the company’s long-term vision for client and candidate success, Chan has a clear focus for the future of ACI. “ACI has a future growth plan that can be broken into five key areas. Continued growth and revenue profitability; continued focus on new technology; franchising and acquisition to expand the brand; employee motivation and training; and finally, customer satisfaction and loyalty.” The overall goal, he said, was simple. “We will continue to strive towards being the market leaders in the travel and hospitality recruitment space.” An additional way in which the company works towards market leadership is by being at the edge of adaptation, which allows for increased efficiency and satisfaction for all end users of ACI’s services. The company boasts an impressive web and social media reach, even when compared with major generalist recruitment firms. To achieve this, ACI takes a straightforward approach. All website content and marketing materials must provide knowledge, and must be interactive. Examples include the Get Da Job mobile game, whiteboard animation videos, and a highly successful monthly networking event called Wine Down Wednesdays. “Think travel, tourism and hospitality recruitment – think ACI HR Solutions.” Above all, that has been ACI’s number one objective during the past four years in Hong Kong. Last year, its approach of employing expert consultants, maintaining a large network and continuous adaptation paid off, as ACI HR Solutions was crowned gold winner of the Best Recruitment Firm – Hospitality category at the Vendors of the Year 2016 awards in Hong Kong.

For more information, please email info@acihr.com. 想了解更多有關「ACI HR Solutions」計劃的詳情,請電郵至info@acihr.com。

Q1 2017 « Human Resources Hong Kong « 35


OPINION » Unconventional wisdom 不一樣的智慧

DR TERESA CHU Founder Association of Retired Elderly 朱靜華博士 退休長者協會 創辦人

Facing global economic uncertainty

面對全球經濟不穩

and a possible downturn in Hong Kong, keeping your eyes wide open to different HR management options may be the key to surviving and even turning adversity into an opportunity.

及香港可能出現的經濟不 景,對不同人力資源管理 選擇持開放態度可能是生 存的關鍵,甚至有可能轉 危為機。

Help retirees to help you If you wish to unlock retirees’ talents, first you have to Hiring retirees is a savvy option to meeting talent demands. 幫助退休人士來幫助自己 help them adapt to a part-time or temporary position. 招聘退休人士是一個能滿足人才需求的明智選擇。 如果要發揮退休人士的才 For example: 能,首先必須幫助他們適應兼職或臨時職位。例如: -Set reasonable working hours and workloads. Retirees can’t take overnight 設定合理的工作時間和工作量:退休人士不能當夜 shifts or work over 48 hours a week. 班或每週工作超過48小時。 -Offer respectful remuneration. Retirees may accept a lower than market 提供合理的薪酬:退休人士可能會接受低於市場的 pay, but not at a level humiliating of their 30 years of skills and experience. 薪酬,但不要侮辱他們30年來所累積的技能和經驗。 -Be patient during the break-in period. It takes time for everyone to transit 在入職期間要有耐心:每個人都需要時間從全職 from working full-time to part-time and from taking an executive role to a 工作過渡至兼職工作、從擔任行政角色過渡至擔任支 supporting one. 援角色。 -Communicate consistently and honestly. Most retirees can be reasoned 一致和誠實地溝通:大多數退休人士很講道理,但 with, but they need to be told the honest facts and modern trends. 必須告知他們事實及現代趨勢。 Who can help in recruitment? Operated by a local charity, Association of Retired Elderly, ARE Wisdom provides a wide range of services such as free business/HR consultancy serviced by volunteer retired business leaders; full recruitment services offered at reasonable commission rates; free case follow-ups; and relationship-building support.

誰能協助招聘?

Success stories Many employers avoid taking up overqualified staff, worrying that they are just marking time while finding a better job. This may not be the case for recruiting overqualified retirees. Story one: Matched by ARE Wisdom, a retired registered nurse and postnatal care tutor joined an elderly products retailer as a part-time shop keeper. With her enthusiasm and wealth of knowledge in medical care, she could readily work independently and outperformed by taking up additional strategic business development tasks. The shop owner said: “This retiree is not only an ordinary shop keeper, but a life teacher and an excellent helper.” Story two: Many charities and corporations’ CSR programmes have limited budgets to hire implementers, and recruitment is particularly difficult for ad hoc positions or unpleasant jobs. Supported by ARE Wisdom, a subvented patient escort project managed to recruit sufficient retirees as escorts, benefiting many ill elderly and patients living alone when they needed to attend follow-up medical consultations. So, why wait? Start to engage retirees to take your business up a notch.

成功故事

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百龍匯智社企計劃由本地慈善團體退休長者協會有限 公司營運,提供廣泛的服務,包括志願退休商界領袖提 供的免費商務/人力資源顧問服務、收取合理佣金的全 面招聘服務、免費個案跟進、以及關係建立支援。

許多僱主避免聘用資歷高於職位要求的人員,擔心成 為他們找到更好工作前的踏腳石。但對於招聘資歷高 於職位要求的退休人士,情況可能就不一樣。 故事一:經百龍匯智社企計劃配對,一名退休註冊護士 兼產後護理導師加入了一家長者產品零售公司擔任兼 職店務員。憑藉她在醫療保健方面的熱誠和豐富知識, 她可以獨立完成工作,並在處理額外策略業務發展任務 方面表現出色。僱主說:「這位退休人士不僅是一位普 通的店務員,更是一位生活導師和一名優秀的助手。」 故事二:許多慈善機構和公司的企業社會責任計 劃預算有限,無法聘請執行者,招聘特別職位或厭惡 性工作的員工尤其困難。在百龍匯智社企計劃支持下, 一項受資助的病人接送計劃成功招募足夠的退休人士 成為護送人員,幫助了許多需要覆診的患病老人和獨 居病人。 還等甚麼?現在就開始聘請退休人士助你業務更 上一層樓。


Learning & development 學習與發展 « OPINION

CONNIE WONG Head of human resources, Metrojet Connie Wong 美捷香港商用飛機有 限公司 人力資源管理負責人

Any HR strategy must be aligned with the company’s vision, mission and goals. In developing it, the HR leader must work closely with the business leaders of the company to understand the characteristics of its industry, determine its competitive edge, and identify key people and processes that can create value for their engagement. When I came to Metrojet, the mission I was given was to make the company an employer of choice and to attract and retain the best-in-class talent to help its continuous growth. The most effective tool to help me achieve that goal was my HR roadmap built around four key pillars.

任何人力資源管理策略必須與企業的願景、

Talent acquisition As our business is international, our talent acquisition strategy embraces cultural diversity. Additionally, we believe good people attract good people. Our talent will strengthen our brand to give Metrojet the edge we continuously enjoy in the market, and in turn, make the company appealing to potential employees.

人才招聘

使命和目標保持一致。在制定策略時,人力資源管理 領袖必須與公司的業務管理層緊密合作,以了解其行 業的特點、確定其競爭優勢、並發掘可作出貢獻的關 鍵人員和流程。 我加入美捷後的任務是讓公司成為求職者首選的僱 主,吸引及留住最好的人才,以助公司持續發展。而幫 助我實現這一目標的最有效工具,就是我的人力資源 管理路線圖。

由於我們的業務國際化,我們的人才招聘策略相當重 視文化多元性。此外,我們相信出色的人才會吸引到出 色的人才,我們的員工將加強我們的品牌形象,使美 捷在市場上一直保持優勢,從而吸納更多人才加入。 人才發展

Talent development Metrojet’s HR strategy ensures that our talent’s skills and knowledge are always up to date to help maintain their competitiveness. At Metrojet, we manage talent through rigorous talent management and development programmes. We have developed an academy training model to provide both technical and business skills training to all staff, together with leadership training necessary to develop Metrojet’s future leaders.

美捷的人力資源管理策略確保我們員工的技能和知識 能夠與時並進,以保持他們的競爭力。 在美捷,我們通過嚴格的人才管理和發展計劃管 理員工。我們制定了一套學院培訓模式,為所有員工提 供技術和業務方面的技能培訓,又配合領導培訓,為 美捷培養未來領袖。 員工參與

Employee engagement Employee engagement is a key pillar in Metrojet’s HR strategy, and we believe in a 360-degree engagement with our people. Acting as an employee champion, our HR department listens and responds to the employees’ needs by creating organisational and HR policies and programmes that build on strengths and improve weaknesses. We are also creative in understanding our people’s needs and developing policies that are at the forefront of the industry.

員工參與是美捷人力資源管理策略的重要支柱,我們 認為必須與員工保持360度的聯繫。作為一名員工大 師,我們的人力資源管理部門會聆聽及回應員工的需 求,定立組織及人力資源管理政策及計劃,以提升優 勢及改進弱點。我們亦以具創意的方式去了解我們員 工的需求,並制定具行業遠見的政策。 人力資源管理技術及卓越運營

HR technology and operational excellence As a strategic partner working to align the HR and business strategy, HR leaders should recognise the value of technology in helping HR practise automation and standardisation, as well as building organisational capabilities and operational excellence. This is particularly important for companies with a multinational footprint aiming to give all employees the same brand experience.

作為協調人力資源管理及業務策略的戰略合作夥伴, 人力資源管理領袖應該認識技術對於幫助人力資源實 踐自動化及標準化、以及建立企業組織能力及卓越運 營方面的價值,這對於擁有跨國業務、旨在為所有員 工提供一致品牌體驗的公司尤其重要。

Q1 2017 « Human Resources Hong Kong « 37


CAREERS » Personal development 個人發展

uptheranks Tracking HR’s industry moves 跟蹤人力資源行業動態 Who: Yu Li From: FleishmanHillard To: FleishmanHillard  Yu Li has been promoted to regional talent development lead for the Asia Pacific region at FleishmanHillard. She previously served as the company’s head of talent development for Greater China. She has been with the company for 12 years. In her new role, she will be tasked with building its talent in the region. She will also lead the region’s performance management, leadership development and recognition, retention and rewards programmes. She will be based in China.

Who: NiQ Lai From: Hong Kong Broadband Network To: Hong Kong Broadband Network  Effective from 1 March, NiQ Lai is the chief operating officer at Hong Kong Broadband Network. He will report directly to CEO and co-owner William Yeung. Formerly the group’s chief talent and financial officer, Lai has been with the company since 2004. In his expanded new role, he will lead the group’s sales and marketing operations for the residential market while he retains executive oversight of his previous chief talent and financial officer responsibilities in finance, legal as well as talent engagement. He will be based in Hong Kong.

人物:余力

人物:黎汝傑

從:福萊國際傳播諮詢

從:香港寬頻

至:福萊國際傳播諮詢

至:香港寬頻

 余力獲擢升為福萊國際傳播諮詢亞太區人才發展主管。她之前擔任該公司的大

 自3月1日起,黎汝傑成為香港寬頻營運總裁,他將直接向行政總裁兼執行董事楊

中華區人才發展負責人。

主光匯報。

她效力福萊國際傳播諮詢12年,在其新職位上,她將負責為該公司建立地區 人才。 她亦將負責該地區的績效管理、領導能力發展及認可、人才保留及獎勵計劃。 她將常駐中國。

黎汝傑於2004年加入香港寬頻,升任新職位前擔任人才關顧部主管兼財務 總監。 在其新職位上,他將領導集團在住宅市場的銷售及市場推廣營運,同時繼續執 行其原來在財務、法律及人才管理方面的職責。他將常駐香港。

personalgrowth THE BEST WAYS TO BUILD YOUR 於今年建立 PERSONAL BRAND THIS YEAR Don’t underestimate the actions that define your career growth. Three industry practitioners share their reputation recipes with Aditi Sharma Kalra.

1. Care about something? Take a stand Phillip Raskin has spent more than 20 years in communications, most recently as the learning and development director for Golin in Asia. His resolution for 2017 – both personally and for his professional brand – is to take a stronger, more public stand on the issues and topics he truly cares about. “In short, I’ll be more real, and more vocal.”

的 你個人品牌的 最好方法 不要低估能夠影響你職業發展的行動。三 位業內人士與 Aditi Sharma Kalra分享他 們建立聲譽的心得。 1.關心一些問題?表明立場 Phillip Raskin從事通訊行業20多年,最近擔任高誠公關的亞洲區學習及發 展總監。無論是其個人還是對於其專業品牌,他的2017年大計都是對他真正

2. Got expertise? Share it Prashant Jain (PJ) is an American citizen residing in Singapore, with more than 25 years of experience in business, technology and education management. The key to his personal brand lies in enabling learning for the community you thrive in. “It begins by sharing our expertise and talent with the community. True personal branding is then achieved when the people we impact are enabled to share the outcomes into their social networks,” he says.

關心的問題及議題採取更鮮明、更公開的立場。「總之,我會更真實,更勇於 發聲。」 2.擁有專業知識?分享開去 Prashant Jain(PJ)是一位居於新加坡的美國公民,在商業、技術及教育管理 方面擁有超過25年的經驗。其建立個人品牌的關鍵在於為你所服務的社區提 供學習機會。他說:「首先是與社區分享我們的專業知識及人才,當受到我們影 響的人能夠將結果分享到他們的社交網絡時,就能建立起真正的個人品牌。」

3. See someone in need? Be a good listener Damian Sim, business development director at Singapore-based tech start-up LDR Technology, subscribes to the idea that EQ outweighs IQ on the road to leadership success. For him, a personal brand is not complete without being a good listener, and working towards mutually beneficial professional relationships.

38 » Human Resources Hong Kong » Q1 2017

3.看到有需要的人?成為一個好的聆聽者 新加坡科技初創公司LDR Technology的業務發展總監Damian Sim認為, 在走向成功領袖之路上,情商比智商更重要。 對他來說,如果不能成為一位好的聆聽者,並努力建立互惠的專業關係, 就不能算是一個完整的個人品牌。


Good reads to improve your business life 提升職業生活的好書

Wiley Jack H. Llewellyn S$ 28 “Who are you today and who do you want to be tomorrow? This is a question that you need to answer every day for both your professional and personal life,” reminds the author of this book, before diving into a knowledgeable and practical approach to mental preparedness. In his book, Jack H. Llewellyn provides a step-by-step guidance, organised conveniently into action-based lessons, aimed at propelling leaders to the upper echelon of excellence. Given that leaders come in many forms,

Great Answers to Tough Questions at Work Capstone Michael Dodd S$ 11.62 We’ve all been there; being asked a really tough question with absolutely no idea on how to answer it. Whether facing an interviewer, client or boss, Great Answers to Tough Questions at Work tackles challenging situations in the workplace. In the book, author and global communications speaker Michael Dodd shares the golden formulae and proven tactics on having the best possible answers when faced with the worst possible situations. He recommends a two-step solution. First, establish the facts. Second, embrace the CARE (concern, action, reassurance, example) formula. Covering each of the points in the formula offers a compassionate approach backed up by actions.

Pick of the quarter

be it professional athletes or company chairmen, he guides potential leaders through the process of self-evaluation to determine if they have the tools to succeed, post which he provides support in developing the necessary skills. Bookmark this! There are many ways to deal with stress, but the first thing we have to realise is that stressors are not necessarily meant to shut your system down. In fact, most of the time, they are meant to be incentives to enable you to become better – page 149.

本書作者提醒,在投入深奧及實用的方法前,要先做好 心理準備:「你今天是誰?你明天想成為誰?這是一個 需要每天回答的職業生涯及個人生活問題。」 Jack H. Llewellyn在其書中提供了一個循序漸進 的引導,編制成簡單實用的行動指南,目的是推動領袖 邁向更高層次。 鑑於領袖有不同的類型,無論是專業運動員還是

金句收藏 處理壓力有許多方法,但我們首先必須明白,壓

公司主席,他通過自我評估過程,指導潛在領袖確定他

力源不一定會對你造成障礙,事實上大多數時

們是否掌握成功的工具,並為發展必要技能提供支持。

候,其目的是鼓勵你變得更好。第149頁。

Bookmark this! While standing, keep both soles firmly planted on the ground – typically shoulder-width apart – or place one foot slightly more forward than the other. Keep your weight spread evenly on both feet. This makes you look and feel properly secure and literally “grounded” – page 140.

我們都遇過一種情況,就是被問到一個完 全不懂回答的難題。無論是面對面試官、客 戶還是老闆,《Great Answers to Tough Questions at Work》一書都能助你解決工 作場合中遇到的一切具挑戰性情況。 作者兼全球通訊講者邁克爾• 多德在本 書中分享了其面對最差的情況時,尋找最佳答案的

金句收藏

秘訣及心得。

站立時,保持兩腳緊貼地面,通常雙腳分開並與肩

他建議採用兩步解決方法:首先要確定事實,然

膀同寛,或一隻腳稍微比另一隻腳踏前。將你身體

後採取CARE(關注、行動、保證、舉例)公式,並提

的重量平均分佈在雙腳上,這使你看起來和感覺

供案例以解釋公式的每一點。

穩重,名符其實的「腳踏實地」。第140頁。

Q1 2017 « Human Resources Hong Kong « 39

Photography: Fauzie Rasid

Commonsense Leadership: No Nonsense Rules for Improving Your Mental Game and Increasing Your Team’s Performance

shelflife 閱讀人生


LAST WORD

Peter Mathieson, the vice-chancellor of the University of Hong Kong (HKU), shocked the city after announcing his resignation in February, writes Anthony Wong.

Mathieson decided to leave two years before his contract with the University of Hong Kong expires to join Scotland’s prestigious Edinburgh University. What’s more shocking is Mathieson took a huge pay cut – from HK$5.8 million a year to about HK$3 million a year. Speculation has suggested the political complexity of the job was too much for him, forcing him to want out as soon as possible. Mathieson said a headhunter approached him for the less lucrative Edinburgh University job. The more interesting story here is how the headhunter convinced him to move to a job with less pay. I spoke to a number of headhunters about this quirky pay ccut situation regarding Mathieson. Adam Johnston, managing director at Robert K Half Hong Kong, pointed out that although money re generally remains the main motivating factor for professiona to change jobs, it is not always the case. professionals “Some professionals can be convinced to change jobs even if they’re offered a lower salary,” he said. “Some “Sometimes the non-financial incentives, job c content or career progression opportunities can be rewar more rewarding than higher remuneration. “Facto “Factors such as lifestyle benefits, more/different responsibilit an attractive relocation, flexible responsibilities, arr working arrangements, lower/higher workload or less stakeholder to manage can be enough to attract stakeholders someone to a lower paying job.” Nick Lambe, La group managing director at Links Internationa said salary would obviously come into International, consideratio when considering a job change. For consideration peopl they would only consider positions that most people, were significantly below their current compensation if other pull fa factors were there. “For ex example, there might be long-term w the new firm or a higher bonus incentives with T position might be in a new industry that potential. The pa they are passionate about, or will give them exposure experie they desire in their careers,” he said. and experience “But it is not a common practice to call candidates with the intention of getting them to take a job at a low lower salary, as we want to create a win-win for both the candidate and client.” Only M Mathieson will know the exact reason why he decided to quit HKU, but all signs seem to point to it being unu unusual for a professional to take a new job p with lower pay.

獵頭公司為其客戶 「爭取」280萬元 的減薪 香港大學校長馬斐森於二月宣布辭職, 消息震撼全港。 Anthony Wong 報導 。 馬斐森決定提早在合約到期前兩年離任,加入蘇格蘭 愛丁堡大學出任校長職務。 更令人震驚的是,馬斐森的薪酬將會大幅削減, 從580萬港元年薪減至每年約300萬港元。 有言論認為,港大校長的工作過於政治複雜,迫 使他想要盡快離開。 馬斐森表示,自己是受獵頭公司邀請接受愛丁堡 大學的職位。令人更感興趣的是,獵頭公司是如何說 服他轉投一份薪酬較低的工作。 《Human Resources》雜誌訪問了多位獵頭公 司人員,請他們評論一下有關馬斐森減薪轉職的奇 怪情況。 Robert Half Hong Kong董事總經理Adam Johnston指出,儘管金錢通常是吸引專業人士轉工的 主要因素,但並非必然。 他說:「即使提供的薪酬較低,一些專業人士仍可 能被說服轉工。」 「有時,非金錢上的福利、工作內容或職業晉升機 會,都可能比高報酬更有吸引力。」 「生活福利、更多/不同的職責範疇、具吸引力的 外派機會、靈活的工作安排、更低/更高的工作量、或 要應付的持份者較少等因素,都足以吸引一些人從事 較低薪的工作。」 Links International集團董事總經理Nick Lambe表示,在考慮轉工時,薪酬顯然是考慮因素之 一。對大多數人來說,除非具備其他吸引因素,否則他 們很少會考慮接受顯著低於目前薪酬的職位。 他說:「例如,可能是新公司提供的長期福利或更 多獎金、可能是他們熱衷的新行業職位、或者新工作 能夠給予他們想要的職業生涯曝光及經驗。」 「但是,推薦候選人接受薪酬較低的工作並非常 見的做法,因為我們希望為候選人及客戶創造雙贏的 局面。」 相信只有馬斐森才知道他決定離開港大的真正原 因,但似乎所有的跡象都顯示,專業人士接受薪酬較 低的新工作是不尋常的現象。

anthonyw@humanresourcesonline.net 40 » Human Resources Hong Kong » Q1 2017

Photography: Evisu Yip

The headhunter who ‘earned’ his client a $2.8 million pay cut


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Human Resources magazine, Hong Kong, Quarter 1, 2017