In this feature, Tracy Chan talks to spokespersons from the SPCA and Hugill & Ip Solicitors, along with a practical case study from H Properties, to explore what employers should consider when welcoming our ‘fur-tastic’ friends into the work environment.
FEATURE
Umairah Nasir speaks with five global leaders on how employee engagement and rewards strategies have evolved to centre on a culture of trust, recognition, and purpose – with people firmly at the heart of it all.
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The one-day conference gathered more than 200 HR professionals to explore how to transform challenges into opportunities and unlock the full potential of talent.
OPINION
WHY HIRING MANAGERS NEED TO TREAT RECRUITMENT INTERVIEWS MORE SERIOUSLY
Meet the winners of the Employee Experience Awards 2025, Hong Kong.
A PAW-SITIVE OUTLOOK ON WORK
Dear readers,
Every now and then, we put together an edition that reflects the rapidly evolving spirit of the workplace through more dimensions than we had planned – and this is one of those issues. From furry teammates padding around the office to the bold reimagining of recognition and work weeks, this edition is filled with stories that challenge convention and celebrate innovation.
Our cover story by Tracy Chan sniffs out the logistics, legalities, culture shifts, and the unexpected joys of bringing pets into the workplace.
From a legal perspective, while there are no specific laws in Hong Kong that explicitly prohibit having pets in the workplace, employers do have a duty to provide a safe and hygienic place of work for all employees, while pet owners must take accountability to ensure their pets do not cause any on-site issues.
As such, what started as a quirky perk has evolved into a conversation about empathy, inclusive work practices, and shared spaces. Don’t miss this one – you’ll find it on page 12.
In this edition, we also take you inside our debut Transform Talent conference, where bold ideas on future-focused HR came to life on stage. You’ll find exclusive insights from our speakers on page 18, as well as a spotlight on the winners of our annual Employee Experience Awards peppered throughout the magazine, in an ode to organisations that are raising the bar with real-world practices worth emulating.
This issue wouldn’t be complete without our deep dives: three top-notch industry features with inputs from 10-plus HR leaders from across Asia.
The first, on page 22, is our take on rewiring recognition strategies, where we find out why outdated reward models are failing, and how trust, personalisation, and purpose-driven recognition are now the pillars of real employee engagement.
On page 34, we address the matter of compressed work weeks. While four- day weeks can potentially boost wellbeing and productivity, we find out why operational realities and client demands remain formidable barriers.
Finally, we make a case for hiring decisions in business-critical roles to be taken more seriously. When you’re selecting someone to join your core team – someone whose decisions will impact team morale, business performance, and stakeholder relationships – the process needs to be approached with the seriousness it deserves. Head to page 38 if you feel as strongly as us about this.
We hope these pages spark fresh thinking. There’s plenty to enjoy, reflect on, and take forward into your own practices.
Enjoy the read!
Aditi Sharma Kalra Editor-in-Chief
BEHIND THE WIN: BNP PARIBAS’ COMMITMENT TO EMPOWERING TALENT AND SHAPING THE FUTURE
To support this vision, the Bank has revamped its talent programme in APAC, aiming to create a holistic learning and development journey to future-proof its workforce.
In Asia-Pacific (APAC), BNP Paribas is one of the best-positioned international financial institutions with an uninterrupted presence since 1860, currently with over 19,000 employees and a presence across 13 markets.
The bank provides corporate, institutional, and private investors with product and service solutions tailored to their specific needs.
As a global bank, BNP Paribas offers a wide range of financial services spanning corporate & institutional banking, wealth management, asset management, insurance, as well as retail banking and consumer financing through strategic partnerships.
Recognising that its people are at the heart of achieving long-term success in a rapidly evolving business landscape, BNP Paribas has taken the lead in transforming talent development across the APAC region, with the aim of creating a robust, holistic career pathway for potential employees.
The outcomes? A strong pipeline of future leaders, increased engagement, closer relationships, and a gold trophy win at the recent Employee Experience Awards 2025, Hong Kong for talent development strategy.
A strategy rooted in people and purpose
Anchored in its ‘People Strategy 2025’, and aligned with the Group’s ‘GTS (Growth, Technology, Sustainability) 2025’ framework, the Bank’s APAC talent development strategy is built on three core pillars: enhancing the employee experience, investing in human capital and skills development, and fostering an ethical and inclusive work environment.
To stay ahead of evolving business needs, disruptive technologies, and shifting employees’ expectations, BNP Paribas has revamped its ‘APAC Talent Programme (ATP)’, which was introduced in 2015 as a regional extension of the Group’s ‘Leaders for Tomorrow’ initiative. The revamp aims to create a holistic learning and development journey to future-proof its workforce across the region.
The ATP identifies and nurtures high-potential employees across three distinct levels – ‘Emerging’, ‘Advanced’, and ‘Top’ talents – based on their
Staying ahead of change
years of professional experience. The objective of the programme is to equip these individuals with critical skills, such as leadership agility and AI literacy, preparing them for future leadership positions and developing a strong talent bench to ensure business continuity.
Through diagnostic assessments, one-on-one coaching, self-paced simulations, and mentoring circles, the programme enables talents to build networks through different opportunities while maintaining flexibility in their development journey.
What truly sets the ATP apart is its APACcentric customisation – tailoring learning experience to address the cultural nuances of APAC and blending training, coaching, mentoring, networking, and virtual simulations into one seamless pathway.
“At BNP Paribas, one of our key value propositions is supporting people to learn and grow,” shares Angelo Pinto, Head of Human Resources APAC, BNP Paribas.
“Our Talent Programme offers high potentials focused development solutions while guiding their careers internally. This has played a significant role in fuelling our succession plans.”
BNP Paribas continues to respond to key trends shaping employee engagement – such as digital transformation, the rise of AI and automation, flexible working, inclusion, and continuous skills development – through a multi-pronged approach, including:
• The ‘Digital, Data & Agile Academy’ and the ‘Sustainability Academy’ help employees adapt to new skills and roles.
• ‘Career Days’ and a strong internal mobility platform which promote internal mobility and career growth across roles and regions.
• Annual Pulse surveys reinforce a culture of listening and co-creation.
• Diverse employee networks and global diversity policies guide inclusive engagement efforts.
As the future of work continues to evolve, BNP Paribas remains steadfast in its mission: fostering a people-first culture rooted in trust, adaptability, and shared purposes, and building a more connected, empowered, and futureready workforce.
Walter Tsui
Co-Founder and CEO
CareER
According to government statistics, there were 534,200 persons with disabilities in Hong Kong in 2020, accounting for 7.1% of the total population.
Despite various measures implemented to promote equal employment such as the anti-discrimination ordinances – the Disability Discrimination Ordinance, the Selective Placement Division, as well as the Productivity Assessment for Employees with Disabilities under the Statutory Minimum Wage regime – the labour force participation rate for individuals with disabilities in Hong Kong remained low at 19.7% in 2020.
Sharing insights on the employment challenges faced by people with disabilities in Hong Kong in this exclusive with HRO’s Tracy Chan is Walter Tsui, Co-Founder and CEO of CareER.
Though visually impaired, he has completed his bachelor’s degree and is strongly committed to supporting tertiary-educated individuals with disabilities and special education needs in Hong Kong.
Together with a group of passionate individuals, Tsui co-founded CareER, an NGO that stands for ‘Care in Education and Recruitment’, dedicated to shaping the next generation of talent and businesses by fostering an inclusive workforce culture.
Read the full interview here.
What do you think contributes to the low labour force participation rate for people with disabilities in Hong Kong?
First of all, I believe the key issue lies in the significant information gap between people with disabilities and the employment market. Many individuals with disabilities are unaware of the opportunities available to them, and employers often lack an understanding of how to engage with this talent pool effectively.
This is why CareER has been working hard in the past decade to lower this information gap by connecting the two: providing market insights by working with a variety of local employers, and offering charitable job matching services to the talent with disabilities who have achieved a tertiary education. This ensures that such individuals are aware of the latest opportunities available to them.
Secondly, there is a strong stigma surrounding people with disabilities. Many employers are unaware of the wide spectrum of disability types (10 types in Hong Kong) and the diverse range of skills and education levels that people with disabilities possess.
While some individuals may require supported employment or vocational jobs and ‘blue-collar’ work, others come from higher education backgrounds from a bachelor’s degree up to a doctorate degree, who can thrive in professional and ‘white-collar’ roles.
However, the prevailing stigma often places people with disabilities in a low-skills or welfaredependent stereotype. This mindset prevents employers from recognising these talents’ potential and providing the right jobs for them to flourish in the workforce.
Hong Kong has implemented various measures to promote equal employment. How effective are these measures in helping people with disabilities find employment in the city?
I think policies that promote disability inclusion are helpful in raising awareness within Hong Kong’s local community. They highlight the need to include people with disabilities in various aspects of the employment market.
However, the challenge is that Hong Kong remains at the ‘awareness’ stage. Most employers understand these policies and find them encouraging, but they lack the practical knowledge or ‘know-how’ to integrate employees with different types of disabilities into their workplaces. This gap in knowledge is a significant barrier.
This is why CareER has initiated research and developed tools – for example, the CareER Disability Inclusion Index, (CareER DII) – for local employers to measure their inclusiveness for people with disabilities in their businesses’ internal environment. This is an important step to moving employers beyond the awareness stage.
Another challenge in current policies is that they often convey the message that people with disabilities require welfare support for integration into the workforce. Instead, we need to shift our mindset to focus on the abilities of these individuals and adopt a merit-based approach to hiring people with disabilities, instead of showing sympathy.
The goal should not be to hire people with disabilities solely because of government subsidies or welfare incentives, but because of the value and talent they bring to the workplace.
Another major gap is in engaging corporations. While many policies exist, we observe that there is a lack of designated expertise to help corporations implement these policies effectively. Employers need support to understand how to integrate government incentives and policies into their systems. Without this engagement, many companies remain unaware of how to take meaningful action to support employment for people with disabilities.
CareER DII was recently honoured with the Zero Project Award. What makes the Index unique, and what impact has it brought?
Our CareER Disability Inclusion Index is a diagnostic tool to pulse-check a business’ inclusiveness
for people with disabilities. What makes CareER DII stand out is that it is Hong Kong’s first and only framework and tool to support employers systematically with disability inclusion.
It has also been designed and is led by people with disabilities (myself as a person with visual impairment, and as of 2024, 50% of our team of 14 full time staff are CareER members/alumni with different disabilities).
It was launched in partnership with the civil society and the private sector; our target beneficiaries (are people with disabilities with a tertiary education), and we leverage global research, local reviews, and insights from scholars to complete our framework.
We have studied over 10 major stock exchanges worldwide to build a localised framework that is aligned with global ESG reporting standards.
I am really grateful that our framework and index was awarded the Zero Project Award this year for the second time, with our first Zero Project Award being granted during the COVID years in 2021 for our charitable recruitment and peer community model.
On a more personal note, what drives you to champion this cause?
As a person with visual impairment, I am one of the first students with a disability to benefit from Hong Kong’s integrated education, completing my studies from primary school to university. However, despite these policies, I received little support growing up.
I faced inequalities during my university years due to the lack of awareness and realised that many of my peers with disabilities with a tertiary education were also struggling to seek meaningful employment. This personal experience inspired me to act.
After graduating from university, I worked at various multinational companies such as L’Oréal, Gammon Construction, Goldman Sachs, and UBS, but still struggled to find the right fit for me.
In 2012, Louisa Mitchell, an individual social policy researcher at Civic Exchange, who then became one of CareER’s Co-Founders, published academic research about how universities in Hong Kong treat students with disabilities that echoed my experience. Together, we decided to create CareER to support the needs of my peers with disabilities in 2013 and register CareER as a charity in 2014.
I am really grateful to have taken a leap of faith to quit my full-time job to start this journey, which has attracted like-minded peers and individuals in the past decade to now become the largest talent pool and alumni union for highly educated people with any types of disabilities in Hong Kong.
What actionable steps and strategies can Hong Kong businesses take to engage people across an organisation and drive change? What misconceptions should be addressed?
For me, disability inclusion is not a CSR initiative or a welfare topic, as many people assume. Disability inclusion is a business imperative and it is about business sustainability. Reports from Accenture highlight that inclusive companies perform better financially, with higher profit margins and improved employee retention.
Disability inclusion should be a sustainable, ongoing process within the business context. It should not be a one-off initiative as it requires a long-term strategy and commitment.
People with disabilities make up nearly 10% of Hong Kong’s population. Many individuals also have family members or loved ones with disabilities. Disability inclusion is not just about helping a minority group, it is about creating a workplace where everyone can thrive both mentally and physically.
Employers should ask themselves: What can we do to contribute to an inclusive society?
Looking ahead, what changes would you like to see in the next five to 10 years?
To achieve a truly inclusive workplace in Hong Kong, we hope to see transformation in the following three main aspects:
1. Physical inclusion: Ensuring accessibility in all premises and the physical work environment.
2. Digital inclusion: Providing accessible technologies and tools in the digital world for equal access.
3. Social integration: Creating a culture of psychological safety where individuals’ differences are embraced.
Social inclusion also means valuing the uniqueness of every employee, not just those with disabilities. We believe in building career development pathways where all employees, including those with disabilities, can grow into leadership roles, climb the corporate ladder, and achieve fulfilling careers.
In the coming years, we aim to tackle the glass ceiling that many people with disabilities face in their career progression. Our focus is not just on hiring people with disabilities, but on supporting their continuous growth – from junior roles to management and senior leadership positions. If we can achieve this, Hong Kong will really become a truly inclusive society from my perspective.
15 minutes with ...
TRICIA DURAN
HEAD OF HUMAN RESOURCES HALEON SOUTHEAST ASIA AND TAIWAN
As an accredited yoga teacher passionate about holistic and sustainable wellbeing, Tricia Duran has found a natural fit in her role as Head of HR at Haleon – a global consumer health company dedicated to delivering better everyday health with humanity.
Striving to “ignite the light” in everyone, Duran brings over 20 years of experience to her role to build a workplace where employees can “shine bright and be their best selves”.
In this exclusive, she speaks with HRO’s Tracy Chan about leading Haleon through change, while ensuring that employees stay motivated, keep growing, and are well-supported throughout the journey.
With such a diverse portfolio, how do you ensure Haleon’s core values are consistently communicated and embodied across all levels, and across all the businesses of the organisation?
Our ‘Win as One’ framework is a powerful framework that clearly articulates our global business strategy and emphasises the importance of working together towards common goals. I believe consistency is key. We have implemented several dynamic initiatives to ensure the key mustwin priorities and behaviours are lived and breathed at every level.
In the Southeast Asia and Taiwan (SEAT) cluster, we also invest heavily in professional growth and continuous learning through programmes such as ‘Grow@Haleon’ and the ‘SEAT iPath’ careers framework, which provide employees with opportunities to develop their skills and advance their careers.
Regular internal communications, leadership training, and employee engagement activities help reinforce our values and ensure they are integrated into our daily operations. It’s all about creating a cohesive and inspiring environment where everyone feels connected to our mission.
A workplace culture can feel intangible. How do you measure its impact on tangible outcomes?
We conduct annual employee surveys to gauge engagement levels and gather feedback on our cultural initiatives. Metrics such as employee retention rates, participation in professional development programmes, and innovation outputs are closely monitored.
We do have an ‘iLead’ community in each local operation/manufacturing site. It is composed of cross-functional team members driving priorities around workplace culture, building capabilities needed by the organisation, and creating local communities that work together collaboratively to create business impact.
They have led multiple initiatives – from business process simplification to agile ways of working methodologies to building digital capabilities, and team engagement activities such as family days and multiple cultural celebrations.
It’s about turning the intangible into the tangible and celebrating the results. Ultimately a culture is felt – and it feels good to work at Haleon as confirmed in our latest employee engagement scores!
Haleon was established in 2022 following its demerger from GSK’s consumer healthcare business. What were some of the biggest challenges you faced during and after the demerger and how did you address them?
Spinning off from GSK into Haleon was a significant milestone for us. We carefully navigated towards a smooth transition ensuring business continuity. We had a clear change management plan, founded on care – for our people, our organisation, and our consumers.
One of our greatest challenges was blending organisational cultures. As a newly formed company, we were tasked with building a shared culture that reflected the best of both GSK and Haleon. Our aim was to foster a sense of belonging, ensuring employees felt aligned with our values and inspired by our mission.
We reviewed our organisation, with a view of ensuring it was fit-forpurpose towards our new aspirations as Haleon. Of course, even the bestdesigned plan depends on the engagement and motivation of employees. We prioritised transparent communication and shared regular updates across multiple channels to keep everyone informed and connected.
We also introduced a range of employee support and resources – including counselling, mentoring, and employee assistance programmes – a favourite of many is our ‘Hybrid @ Haleon’ policy allowing for a more flexible way of working – these continue to be part of our culture today.
Concluding our interview on a healthy note, being in the health industry, how do you ensure health and wellbeing for yourself and your team?
For Haleon as an organisation, wellbeing is deeply embedded in how we work. Through initiatives such as ‘Hybrid@Haleon’, we empower our employees to define what thriving looks like for them – whether that’s flexible work arrangements, no-meeting days once a month or making space for personal growth and family commitments.
Globally, we’ve also implemented policies such as six months of parental leave and one month of caregiver leave, recognising the different life stages and needs of our people. These policies reflect our commitment to supporting our employees in every aspect of their lives.
Ultimately, wellbeing isn’t a programme, it is a way of life. It’s the everyday decisions we make to prioritise ourselves, our teams, and our shared purpose. My mission is to create a culture where people don’t just work well, but live well too.
BEHIND THE WIN: HKPC BUILDS A FUTUREREADY WORKFORCE WITH RESILIENCE, AGILITY, AND INNOVATION
By integrating Gen AI, gamified learning, and strategic upskilling initiatives, HKPC aligns talent development with business goals.
As the world becomes increasingly BANI (brittle, anxious, non-linear, incomprehensible), the Hong Kong Productivity Council (HKPC) is committed to equipping its employees with the skills and mindsets to thrive in this dynamic environment.
Anchored in collaboration, empowerment, and growth, HKPC fosters a people-first culture rooted in humanisation, adaptability, and innovation. Prioritising employee development and wellbeing, leveraging innovative learning technologies, and embracing Gen AI, HKPC empowers its workforce to thrive with RAAT (resilience, attentiveness, adaptation, and transparency), aligned with organisational goals. HKPC earned gold for ‘Organisational Upskilling and Reskilling Strategy’ and silver for ‘Best Use of Technology in Learning’ at the Employee Experience Awards 2025, Hong Kong.
Future-proofing talent through strategic employee development In a fast-changing digital era, HKPC cultivates a future-ready workforce that thrives on change. Using the 70-20-10 development model, HKPC blends experiential learning, social collaboration, and formal training to empower employee growth.
Key initiatives include:
• Council-wide upskilling and Gen AI adoption: Achieved 100% Gen AI adoption, boosting efficiency and innovation.
• Leadership & professional development programmes: From interns to senior executives, nurturing leaders who embody HKPC’s values.
• Organisational risk awareness: Programmes on risk management, compliance, cybersecurity, and anti-scam measures including deepfake detection.
• Psychometric profiling and coaching: Tailored coaching and assessments guiding self-discovery and improvement.
Cross-functional collaboration and flexible learning pathways ensure readiness for evolving business demands. Mentorship and communication reinforce alignment and knowledge sharing.
Revolutionising learning with Gen AI and digital integration
HKPC’s learning ecosystem uses cutting-edge technology for personalised, engaging development. At its core is ‘Picasso AI’, a proprietary Gen AI platform powered by OpenAI and DeepSeek. Picasso AI offers a secured, self-driven learning environment and an AI bot that streamlines tasks and provides instant support.
Supported by blended learning, gamified experiences, and the ‘Gen AI Ambassador Program’ empowering divisional champions, HKPC achieved 100% Gen AI upskilling council-wide, with over 200% increase in Picasso AI usage, enhancing operational effectiveness.
The in-house learning system, ‘iLearn’, offers a unified platform for self-service – from course enrollment to sponsorship applications – fostering continuous improvement.
HKPC Academy
Since 2018, HKPC Academy has nurtured local talent through ‘FutureSkills’, evolving from the Productivity Training Institute. It offers innovative training, exhibitions, and seminars to expand Hong Kong’s innovation and technology (I&T) talent pool, accelerating its growth as a global I&T hub.
Courses cover ‘ABCDER (AI, Blockchain, Cloud, Data, ESG, Robotics)’ and vital soft skills like communication and team-building through the ‘Play for Performance’ initiative. Recognised as a leading corporate trainer, HKPC Academy is committed to educational excellence.
For more information, please visit https://www.hkpcacademy.org/
By integrating technology with forward-thinking upskilling, HKPC enhances learning efficiency and ensures technology enables meaningful growth, keeping its workforce agile, resilient, and ready to lead.
“HKPC is dedicated to building a workplace that values innovation, collaboration, and sustainability, thereby enhancing our ability to drive technological applications and spearhead new industrialisation for enterprises in Hong Kong and the Greater Bay Area, enabling them to harness New Productive Forces,” asserts Brian Wong, Chief People and Culture Officer of HKPC.
LESS THAN 10% OF GEN Z AND MILLENNIALS BELIEVE THEY WILL EVER RETIRE
Australia – A recent nationwide poll by people2people in Australia has found that less than 10% of the younger generation believe they can ever retire.
Conducted in April 2025, the survey has uncovered striking generational divides in retirement expectations. Only 7% of Gen Z and 8% of Millennials believe they will ever be able to retire, compared to 21% of Gen X and Baby Boomers.
Half of Gen Z workers anticipate they will have to work until at least 70, with 38% expecting to continue working into their mid-70s or later. In contrast, only 22% of Gen X and Baby Boomers believe they will still be working into their 70s.
Despite the growing expectation to work longer, around one-third of Australians across all generations – including Millennials, Gen X, Baby Boomers, and Gen Z – still hope to exit the workforce before the age
of 65. However, nearly a third (32%) believe between 65 to 69 is more likely, and 17% expect to work into their 70s or beyond.
Even though people have prepared themselves for the reality of longer working lives, there are still structural issues that need to be addressed, especially ageism.
The poll revealed the vast majority (89%) of respondents believe employers rarely or never hire people near or past retirement age. Additionally, a third indicated that people over 65 have virtually no chance of being hired, despite a growing demand for skilled workers and a shrinking younger workforce.
BEHIND THE WIN: HOW SSP ASIA PACIFIC IS REDEFINING LEARNING AND BELONGING ACROSS BORDERS
Its ‘Fly. Learn. Grow.’ programme supports both employees’ development aspirations and the company’s DE&I goals, making it “the best part of the journey” for every colleague.
In the dynamic world of travel food and beverage – an industry defined by movement – SSP Asia Pacific is demonstrating that the journey belongs not only to customers, but also to every employee.
With a global workforce of 49,000, including over 6,000 employees across more than 300 restaurants and lounges in the Asia Pacific (APAC) region, the challenge is to ensure that colleagues from different cultures, job functions, and demographics feel heard, valued, supported, and inspired to thrive.
But SSP Asia Pacific has excelled with an innovative initiative known as ‘Fly. Learn. Grow. (FLG)’, a short-term international development programme that has been transforming employees’ careers and enhancing the company culture. This initiative has also earned the company a bronze award for ‘Best Learning Culture Journey’ at the recent Employee Experience Awards 2025, Hong Kong.
Measuring, listening, then acting Launched in 2022, the FLG programme was born from a straightforward principle: listening to the people – which is central to building trust and shaping a meaningful employee journey.
Following an engagement survey and a series of listening groups, SSP Asia Pacific uncovered a strong desire among employees for international exposure, deeper peer connections, learning opportunities, and enhanced cultural understanding across markets.
And the executive team didn’t just listen to this – they transformed feedback into action, bringing employees’ vision to life.
Designed to strengthen crossmarket collaboration and foster a shared sense of purpose, the FLG programme is open to all employees across the eight countries where SSP Asia Pacific operates in, enabling employees to spend two to four weeks in another market.
There, participants will engage in intensive and immersive learning and development activities, hands-on collaboration with local teams, and meaningful cultural exchange. This helps break down silos and accelerate skill development, allowing employees to uncover new workflows, share knowledge, and develop actionable strategies that drive real business impact.
“With such a diverse region in terms of geography, language, and cultures, it’s crucial that we create opportunities for real connection,” shares Patty Wong, People Director, SSP Asia Pacific.
“‘Fly. Learn. Grow.’ has proven to be mutually beneficial to both the host market and our colleagues. It helps colleagues explore and understand new markets and build cross-cultural confidence, while fostering stronger connections, facilitating better collaboration and sharing.”
A culture of equity and empowerment
A unique aspect of the FLG programme is its open-access model. Any employee –regardless of role, seniority, race, religion, ethnicity, gender, or ability – can apply, ensuring equal access to resources and opportunities for all.
Participants are selected based on their personal goals and commitment to development, encouraging employees to take ownership of their professional growth, and fostering a self-driven learning culture.
The programme also includes a buddy system, living and wellness supports, and a dedicated allowance to ensure a safe and enriching experience.
SSP Asia Pacific’s unwavering focus on people has laid the foundation for its commitment to being “the best part of the journey for every colleague”, creating an employee experience that is purpose-driven, personalised, and future-ready.
“‘Fly. Learn. Grow.’ stands out for its holistic approach: it not only offers technical skills but also fosters confidence, leadership, and cross-cultural collaboration,” asserts Jonathan Robinson, CEO, SSP Asia Pacific.
“By offering equal resources for all participants – regardless of gender, ethnicity, or social resourcefulness, the initiative cultivates a pipeline of diverse talent, enriching their experience while empowering participants to soar beyond socioeconomic limitations. It’s a beacon of progress, turning inclusivity from aspiration into action.”
WHY ARE EMPLOYEES SKIPPING WORK?
For many, having a good night’s sleep is not just wishful thinking, it’s an urgent necessity. A recent survey revealed that more than half of Hong Kong workers are struggling with sleep issues that ultimately affect their professional lives.
64%
81%
reported having trouble falling asleep, and a significant 81% said they wake up easily. Almost 60% experience both sleep problems simultaneously. of workers in Hong Kong cited sleep deprivation as a reason for calling in sick.
64%
Employees most commonly take sickies on cited stress as another major factor prompting employees to skip work.
43% Mondays
MONDAY
BEHIND THE WIN: A FOCUS ON EMPLOYEE WELLNESS AND GROWTH IS FUELLING THE LONG-TERM SUCCESS OF MSIG HONG KONG
By prioritising wellbeing, continuous learning, and leadership development, MSIG
Hong Kong is cultivating a culture where every team member feels a strong sense of belonging and achievement.
MSIG Insurance (Hong Kong) Limited (“MSIG”) believes that “happy employees create happy customers”. It proves that sustainable business growth is driven by a future-ready workforce and a people-first mindset.
As a leading general insurance solutions provider in Hong Kong with over 170 years of heritage, MSIG is guided by five core values: customer-focus, integrity, teamwork, innovation, and professionalism. To bring these values to life, the company has built its employee experience strategy around three core pillars: wellbeing, continuous learning, and leadership development.
This focus has not only cultivated a culture where employees feel valued, supported, and inspired to grow – it has also earned the company one gold and two silver trophies at the recent Employee Experience Awards 2025 in Hong Kong.
Wellness that works
Recognising the challenges of the remote work landscape and pandemic fatigue, MSIG has revamped its wellness programmes with the ‘MSIG Wellness Oasis’ campaign – a holistic initiative that extends beyond traditional wellness talks.
From creative activities like terrarium plants and mosaic art workshops to health and fitness sessions such as chair yoga and team sports, the campaign is designed to recharge employees on physical, mental, and social levels.
In addition, MSIG has rolled out enhanced fringe benefits, flexible work arrangements, and wellness support to further promote a healthy work-life balance. This proactive approach highlights MSIG’s commitment to prioritising employee wellbeing and fostering a supportive workplace culture.
Building a culture of learning
To stay competitive in a tech-driven world, MSIG is embracing a digital growth mindset across the organisation. Through its initiative ‘Autobahn every Tuesday’, cross-functional teams come together regularly to collaborate on automation projects, share pain-points, and co-create solutions using tools like Power Automate and Microsoft Copilot.
MSIG is also committed to supporting the team’s growth with professional development training, including LinkedIn Learning, and competitive incentives, such as study leave and bonuses for achieving professional qualifications. These continuous learning efforts are not only boosting productivity, but also enhancing employee engagement and retention, helping the company nurture a resilient and future-readily workforce.
“In today’s fast-evolving digital landscape, our commitment to continuous improvement and digitalisation empowers our teams to thrive, innovate, and build a brighter future together,” says Crystal Chan, Senior Vice President, Human Resources & Business Excellence, MSIG Insurance (Hong Kong) Limited.
Leading with purpose
Leadership development stands as a cornerstone of MSIG’s HR strategy. The ‘Managing for Success’ leadership curriculum is a comprehensive programme that blends inner-self development – focusing on self-awareness, positive thinking, and growth mindset – with outer skill training in communication, delegation, coaching, and performance management.
The impact of the programme is clear: many managers have reported enhanced communication, stronger team dynamics, and greater confidence in their roles. Additionally, it has strengthened succession planning pipelines.
Looking ahead, MSIG plans to further expand its leadership and wellness programmes to strengthen professional and managerial capabilities, foster collaboration and enhance internal communication, and deepen employee engagement.
“As a strategic business partner, HR plays a pivotal role in shaping the future of our organisation,” affirms Chan. “Through purposeful people development and talent management, we cultivate a culture of engagement where everyone can grow alongside the company.
“By fostering collaboration, continuous improvement, and a sense of purpose, we align the employee experience with business success – building a culture where people are proud to contribute and thrive.”
The ‘paw-er’ of pets in the workplace:
Do employees benefit from their furry colleagues?
In this feature, Tracy Chan talks to spokespersons from the SPCA and Hugill & Ip Solicitors, along with a practical case study from H Properties, to explore what employers should consider when welcoming our ‘fur-tastic’ friends into the work environment.
Jenmon Jenkins Community Director
The Society for the Prevention of Cruelty to Animals (Hong Kong)
Adam Hugill Partner Hugill & Ip Solicitors
MTR’s recent announcement about the launch of a trial scheme allowing cats and dogs on the Light Rail has spurred heated conversations in Hong Kong. Should pet animals be allowed on public transport or would they make some people feel uncomfortable?
Meanwhile, the Leisure and Cultural Services Department has announced a plan to set up more than 20 additional pet gardens and ‘Inclusive Parks for Pets’ in 18 districts across the city in the next three years.
These pet-inclusion developments have reignited the long-debated discussion: Is it time to allow pets in the workplace?
According to a study by LiveCareer in 2021, 76% of respondents believed having pets in the workplace was a positive experience. One-third (33%) of those surveyed felt that having a pet in the workplace created a relaxed environment, while 28% said it could reduce workplace stress.
However, some potential challenges cannot be overlooked such as disruptions, allergies, hygiene concerns, fears, and even worse, the risk of injuries. Furthermore, in several Asian countries, due to reasons often linked to faith, employees may not be comfortable with dogs in the vicinity.
Whatever the case may be, it is important to have an honest discussion around pets in the workplace to ensure all perspectives are represented.
In this feature, we aim to do just that from the perspective of the Hong Kong landscape. HRO’s Tracy Chan talks to spokespersons from the Hong Kong Society for the Prevention of Cruelty to Animals (SPCA), and Hugill & Ip Solicitors, along with a practical case study from H Properties, to explore the ‘pawsitive’ impact of pets in the workplace, and what employers should consider when welcoming our ‘fur-tastic’ friends into the work environment.
The current state of pet-inclusion in Hong Kong workplaces
Jenmon Jenkins, Community Director for The Society for the Prevention of Cruelty to Animals (Hong Kong), indicates that pet inclusion in Hong Kong workplaces still has a long way to go. However, progress is being made, especially at companies where senior management are pet lovers and recognise the value and benefits of incorporating such initiatives into the workplace.
“Since we launched the ‘bring your dog to work’ initiative in October 2023, we have seen companies allowing ‘fur-kids’ to come into work as part of their employee engagement strategy, recognising that pets are integral to family life,” she affirms.
Google, for example, has been a trailblazer in this, with its ‘Dooglers’ bringing dogs to work, and for the company having established a dog-friendly policy for its Times Square office.
In addition, Jenkins notes that more companies are trying such initiatives in their workplaces by organising one-off events such as allowing pets during family days.
“This approach serves as both part of their employee engagement strategy and a way to entice employees to come into the office after the work-from-home policies were lifted post-COVID,” she says.
Equally passionate about pets, and caring about their rights, Adam Hugill, Partner at Hugill & Ip Solicitors, also acknowledges the significant benefits of having pets in the workplace.
“Allowing pets in the workplace has become an increasingly popular trend as employers look for innovative ways to enhance employee wellbeing and foster a positive work environment,” he says.
“Shared interactions with a playful dog or a curious cat can break the ice, improve teamwork, and create a sense of camaraderie, fostering social connections among co-workers, and enhancing morale and teamwork.”
Key considerations for allowing pets at work
While having pets at work can be enjoyable and beneficial, companies must consider various factors when implementing pet-inclusion initiatives. One major obstacle in Hong Kong is the policies enforced by the management running the building.
Jenkins points out that some buildings still have strict no-pet policies, which makes implementation even more challenging.
“At SPCA, we recognise that one of the biggest barriers to implementing pet-inclusive policies in offices is the building access restrictions, as many do not allow pets on the premises in the deed,” she says.
However, there is often a silver lining. “We often find that flexibility and exceptions can be negotiated even in Grade-A buildings,” she adds. In Hong Kong, Grade-A buildings are known as commercial buildings that meet the highest standards in terms of quality, design, functionality, and location.
Once the requirements for the premises are verified, attention should then turn to another crucial consideration – people. Hygiene is one concern, while safety is another.
From a legal perspective, Hugill notes that while there are no specific laws in Hong Kong that explicitly prohibit or regulate having pets in the workplace, employers still have a duty to provide a safe and hygienic place of work for all employees, while pet owners must take accountability to ensure their pets do not cause any on-site issues.
As tenants, employers could be held liable for any injuries or property damage caused by pets, and the presence of pets also introduces liabilities that vary by the environment, the type of pet, and the nature of the business.
“Offices and outdoor settings may accommodate pets with proper management, while retail spaces require stricter precautions as pets interacting with customers could lead to injuries or liability claims,” he points out.
“For outdoor workplaces, such as construction sites or landscaping, hazards include accidents involving machinery or vehicles. Employers must ensure pets are leashed or confined to safe areas to minimise risks.
“Meanwhile, food preparation areas are generally unsuitable. In certain industries – food and drink for example – strict hygiene regulations may limit the feasibility of a pet-friendly policy.”
Citing the example of bringing dogs to the workplace, Hugill says in most cases under Hong Kong’s common law principles, a dog owner would be liable if the dog was to bite someone. But there is also a possibility the employer would be jointly liable in a personal injury lawsuit.
With reference to a case in the US, the courts in Connecticut have concluded that allowing an employee to bring a dog to work does not make the employer a “keeper” of the dog. Still, a negligence claim could be made against the employer if a dog bite occurs in the workplace.
Certainly, in today’s volatile business environment, companies do not want any further legal complications on their hands.
Moreover, employers should also be mindful of discrimination and inclusion, since not everyone shares the same need and enthusiasm for having furry companions in the workplace. Jenkins and Hugill caution employers to consider that some employees may have phobias, allergies, or other concerns that make them uncomfortable around animals.
Hugill cites a New Jersey case, where a mail room employee who suffered from ailurophobia (fear of cats), filed a discrimination complaint against her company. The employee claimed that she was terminated due to her fear of the cats that her supervisor frequently brought to the office.
“While the courts have not yet found an employer liable for issues associated with allowing or prohibiting pets, this is an area to be aware of when considering a pet policy.”
On the other hand, for employees with disabilities, the philosophy is a little different as some may require a support animal with them at all times. In these cases, Hugill says that employers are required to comply with occupational health and safety laws, as well as anti-discrimination laws that protect them.
Therefore, in the case of employees who rely on service animals, an employer may be required under the Disability Discrimination Ordinance to make reasonable provision for the presence of a service animal in the workplace, while ensuring the safety and comfort of other employees.
“Some disputes involve the right of disabled employees to bring service animals to work versus the needs of other employees (for example, allergies, phobias). Courts generally favour employees with disabilities under anti-discrimination laws, provided the service animal does not pose an undue hardship for the employer,” he explains.
An employers’ guide to creating a pet-friendly work environment
To ensure the long-term success of a pet-friendly workplace policy, and creating a harmonious human-pet work environment, Jenkins and Hugill both agree it’s essential for employers to respect the rights and preferences of all employees. Striking a balance that accommodates pet lovers while ensuring a safe and welcoming environment for everyone is vital.
“The first step is assessing whether the idea is feasible for the organisation,” Hugill says.
He specifies that employers should evaluate whether the office layout, industry-specific regulations, and hygiene requirements are compatible with pets.
Conducting an employee survey is also recommended to gauge interest and identify potential concerns.
“Once feasibility is established, the next step is to develop a comprehensive pet policy. This policy should outline clear rules and expectations, including eligibility criteria for pets (for example, size, breed, or behaviour), vaccination and health check requirements, and behavioural guidelines,” he says.
“Specific elements such as leash requirements in shared spaces and designated petfriendly zones should be included. Employers must also ensure that pet owners assume full responsibility for their animals through signed liability waivers.”
Jenkins adds that creating separate areas or floors for pets, and for those who prefer not to be around them, can be an effective solution, where feasible.
“It is also crucial to establish ‘pet zones’, and pet-proof the office, such as ensuring the space is free from toxic plants and/or hazardous items on the floor, for everyone’s safety.”
Hugill also outlines other safety measures for employers:
• Ensure that pets in the workplace are treated humanely, with access to food, water, and safe rest areas.
• Provide cleaning supplies for pet-related accidents and ensure that pet-friendly areas are sanitised regularly.
• Pets should be prohibited from entering certain hygiene-critical areas such as kitchens or medical rooms.
• Create designated areas for pets to maintain order and prevent disruptions in critical workspaces.
• Require proof of vaccinations, health checks, and behavioural assessments before allowing pets into the workplace.
• Pets should be supervised by their owners at all times, with leashes or carriers used in shared spaces.
• Review lease agreements and industry-specific regulations to confirm pets are permitted on the premises.
• Review and update workplace insurance policies to cover petrelated incidents.
• Establish procedures for reporting and responding to pet-related incidents such as injuries or damage. A designated team or individual should manage these concerns, and employees should be trained to respond to emergencies effectively.
“Clear communication is critical for the success of the policy. Employers should announce the new policy to all staff, provide training on pet etiquette and safety protocols, and ensure employees understand their responsibilities. This minimises misunderstandings and fosters a culture of respect,” Hugill adds.
He also suggests employers consider implementing a trial period. “This allows for the evaluation of the policy’s effectiveness and adjustments based on employee feedback. Providing a mechanism for ongoing feedback ensures continuous improvement.
“By addressing risks through clear policies, compliance, and safety measures, employers can create a balanced approach that fosters both inclusivity and productivity.”
Meanwhile, Jenkins recommends employers introduce pet-friendly policies in small steps to ensure a smooth transition. One approach is to test the waters with a one-time half-day event.
“We advise doing a dog-only event to start with, as they are most accustomed to ‘going out’; and advocate a ‘one species at a time’ policy to avoid any potential conflict. For example, some companies have started with dogs under 15kg to ensure a smooth and successful first event,” she says.
By fostering open communication and thoughtful planning, Jenkins believes workplaces can successfully implement pet-friendly policies that accommodate everyone’s needs.
“Thorough consultation, planning, and advisory is the heart of SPCA’s ‘bring your dog to work’ initiative.”
A ‘pawsitive’ future of work with pets
Looking ahead, as Hong Kong’s first charity to take on the challenge of dealing with all aspects of animal welfare, Jenkins says the SPCA hopes to see more companies host annual dog-friendly events to experience the immense joy that pets can bring to a team, while giving back to the organisation.
“Over time, we would love to see more companies transition from occasional events to the regular acceptance of pets,” she says.
“Promoting the benefits of pet-friendly policies will encourage more businesses to adopt these practices, recognising that pets not only contribute to a harmonious and productive atmosphere, but also enhance employee wellbeing and strengthen team bonds. Ultimately, integrating pets into daily work life can foster a more supportive and engaged workforce.”
‘Pawing’
the way to
a pet-friendly
workplace: An H Properties’ case study
Sharing an employer’s perspective on pet-friendly initiatives in the workplace is H Properties, a specialist in property investment and asset management under the Lee Kum Kee Group.
Recognised as a ‘Caring Company’ for the fifth year by the Hong Kong Council of Social Service, H Properties strives to maintain open and transparent communication with its employees about enhancing their work experience while providing appropriate support.
“We are not just in the business of property – we are in the business of people. We strive to co-create a happier world through innovative real estate solutions. Our unwavering mission is to create happier places for people to work better, live better, and ultimately feel happier,” the company states.
One notable initiative to achieve this mission is allowing employees to bring their pet friends to work. This idea originated when an employee urgently requested permission to bring her dog to work because she had an important meeting to attend, and her dog was sick and needed to visit the vet.
Reflecting on the company’s principle – ‘Si Li Ji Ren ( 思利及 人 )’ – which means to think from others’ perspective and care about others’ feelings – it has adopted a case-by-case approach to approve the employee’s request to bring the dog to one of its Hong Kong offices –specifically, a flexible workspace named Happy Moment @Infinitus Plaza on 6/F, Infinitus Plaza, which is a pet-friendly commercial complex managed by H Properties in Sheung Wan.
The positivity and happiness the dog brought to the office on the day made the company realise that allowing owners to bring their beloved pets to work, and spending as much time with them as possible, can create a more relaxing work environment, ultimately boosting morale and fostering a culture of inclusivity and compassion.
However, the company acknowledges that challenges can arise, such as some employees fearing animals, and the potential noise that pets can create, which may be disruptive.
To balance the need for maintaining a conducive working environment, H Properties has strict guidelines for pet-owning employees to follow. In cases where an employee objects to being around animals, the company will discuss with the pet owner a solution that allows for appropriate distancing. For example, designated pet areas will be where pets are allowed, ensuring that employees who are uncomfortable can avoid those spaces.
“To show respect for one another, it is important for us to engage in conversations with both sides and to be mindful of each other’s feelings,” the company says.
“Lee Kum Kee Group strives to be the most trusted enterprise for a healthier and happier world beyond 1,000 years. As a member of the Lee Kum Kee Group, H Properties is committed to co-creating a happier world through innovative real estate solutions. Aligned with this vision, we are in the process of refining these initiatives and reviewing our facilities and accessories to better support our employees as pet owners.”
One of H Properties’ Hong Kong offices, located at Infinitus Plaza.
H Properties is partnering with SPCA to enhance Infinitus Plaza’s pet-friendly workplace initiatives.
The ‘HAPPIER’ message greeting at the entrance of the office.
The H Properties ‘HAPPIER’ team in Hong Kong –committed to ‘Creating Happier Communities Together’.
BEHIND THE WIN: EMPOWERING EMPLOYEES THROUGH RECOGNITION IS HOW HKJC RETAIL INSPIRES PERFORMANCE AND GROWTH
By celebrating progress, empowering teams, and investing in people, HKJC Retail is elevating the employee experience, and building a resilient, high-performing workforce ready for the future.
“Empowering our employees extends beyond strategy; it demonstrates our commitment to nurturing talents and cultivating a collaborative, customer-focused workplace,” states Dennis Hau, Executive Director, Customer Strategy, Insights and Innovation, The Hong Kong Jockey Club.
“At the Club’s Retail Department (HKJC Retail), our people are at the heart of everything we do,” affirms Winnie Tong, Executive Manager, Retail Planning and Control, The Hong Kong Jockey Club.
As HKJC Retail evolves from providing purely transactional services to delivering customer-centric experiences that meet changing customer expectations and business needs, it has embraced a culture transformation, with a clear focus on empowering its workforce through recognition, autonomy, and collaboration. This transformation also drives business agility, efficiency, and effectiveness, enabling the retail to adapt swiftly to market demands while maintaining operational excellence.
Building on its strong ‘internal talents first’ philosophy, HKJC Retail prioritises nurturing and promoting talent from within, ensuring employees at all levels have clear career paths, and recognising every step of progress.
This philosophy is unified by the Club’s broader principle of ‘One Club, One Team, One Vision’, aligning individual and team performance with organisational goals.
“This approach not only builds loyalty but also empowers our colleagues to deliver exceptional customer experiences aligned with our culture transformation,” says Tong.
Hau adds, “Happy employees lead to happy customers. When employees feel valued, they are motivated to go extra mile for our customers, contributing to the overall success of the Club.”
A strategic response to a changing landscape
To support its transformation, HKJC Retail has launched the ‘Starry Club Recognition Programme’, a silver-award-winning rewards and recognition strategy at the recent Employee Experience Awards 2025 in Hong Kong.
This comprehensive programme is more than a rewards initiative – it is a catalyst for engagement and growth, enabling employees to take ownership, collaborate, and develop professionally.
Under the ‘Branch Performance Measurement System (BPMS)’, initiatives such as skip-level chats with senior management ensure open communication and mentorship. Scorecard reviews help employees identify strengths, address
gaps, and stay aligned with their branch’s mission. Furthermore, the internal analytics platform ‘Tableau’ allows employees to track performance, identify trends, and make informed decisions.
High-performing teams are rewarded with an overseas incentive tour, where colleagues could gain inspiration from the best practices of foreign companies through exchange sessions and company visits. They are also engaged in teambuilding activities that further strengthen collaboration and unity.
Recognition at HKJC Retail isn’t limited to top performers. The quarterly ‘Get-Together Reward Programme’ enables branches to set their own goals and celebrate achievements in ways that resonate with their teams, fostering a sense of ownership and belonging.
HKJC Retail’s recognition strategy is grounded in fairness, transparency, and inclusivity. Every team member’s contribution is valued – whether they reach the top or demonstrate incremental progress and diverse achievements. This approach not only boosts morale, but also provides developmental opportunities, encouraging self-learning and continuous improvement.
Building a sustainable culture
To future-proof its initiative, HKJC Retail is introducing additional momentumbuilding awards for high performing branches and individual contributors, while maintaining a flexible framework that adapts to feedback and changing business needs.
HKJC Retail is also leading the way in embracing the digital age and supporting a diverse workforce. With cloud-based HR systems, tailored engagement initiatives, and personalised learning and development journeys, it ensures that employees at various stages and roles – including the multigenerational workforce – are equipped and motivated to contribute effectively to the Club’s future.
“Our vision is to foster a collaborative, customer-centric culture where every colleague takes ownership and works together towards shared success,” says Hau.
Tong adds, “This, combined with our focus on internal talent and innovation, will ensure HKJC Retail remains a great place to work and grow in the years ahead.”
Reimagining talent management: Snippets from Transform Talent Hong Kong 2025
Employee expectations and industry dynamics are evolving at an unprecedented pace. Rapid digitalisation, the urgent need for upskilling and reskilling, and the diversity of generations in the workplace are all compelling organisations and HR leaders to rethink and reshape their talent strategies to embrace changes, drive meaningful impact, and future-proof their workforces as well as their companies.
To equip the HR community with practical tools and insightful ideas for preparing for the future of HR, Human Resources Online debuted its flagship conference – Transform Talent – on 11 June 2025 at Hotel ICON, Hong Kong.
Packed with powerful keynotes, dynamic panel discussions, and interactive workshops, this one-day conference gathered more than 200 HR professionals to explore how to transform challenges into opportunities and unlock the full potential of talent across multiple dimensions: skills, learning, mobility, engagement, and leadership.
Here are some key takeaways from the event. Report by Tracy Chan
FROM JOB-BASED TO SKILLS-BASED DEVELOPMENT
In the opening fireside chat, Emmy Kan, former President of Starbucks Coffee Asia Pacific, highlighted a transformative shift in workforce strategy: moving from a job-based to a skills-based approach.
“The evolution to a skills-based organisation is imperative to enable organisations to have the agility to deploy talent with the right skill sets in the right place and in the right role to adapt to a dynamic and rapidly changing marketplace, meet evolving customer needs, and drive positive business outcomes,” she said.
Kan also highlighted that a skills-based model can create more equal opportunities in hiring, development, and promotion, fostering a more diverse and inclusive workplace. She stressed this transition requires a growth mindset, strong leadership support, effective change management, and recognition of growth-oriented behaviours to drive long-term success.
EMBEDDING L&D INTO A BUSINESS STRATEGY
To adapt to a rapidly changing environment, embedding learning and development into a business strategy is key to equipping and future-proofing employees. Moderator Jovan Trajceski, Global Analytics Partner at H&M Group, opened the panel discussion with compelling statistics – “74% of employees are eager to learn new skills, while 87% of companies face skill gaps.”
Paul van Rotterdam, Assistant Director of HR at Pirata Group, highlighted the importance of shifting L&D from a reactive fix to a strategic enabler. “Let’s open the toolbox and connect the dots to KPIs and business goals.”
Sarah Kwong, Talent and Leadership Development Head at HSBC Life, shared her experience on how agile and co-created training has helped overcome challenges.
“Learning is not just a support function, it is part of the business. We are helping employees to do the business, so we design training together with them and subject matter experts.”
Both speakers emphasised the crucial role of leadership in modelling learning, with van Rotterdam noting: “A leader sets the example – it is not just a cliché, it is how it works.”
PERSONALISING LEARNING TO SUPPORT MULTI-STAGE CAREERS
In the next session, Cissy Ho, Director of Talent Management at AECOM, shared how the company empowers employees to shape their own ‘career DNA’ through personalised learning and multi-stage career paths.
“Personalised modular learning can support employees through the traditional transitions, especially when they change roles, aligning career growth with organisational success and lifelong learning,” she emphasised.
Ho then shared case studies about engaging managers and early-career professionals in coaching training and the Asian women mentoring circle. Through hands-on coaching, cross-level connections, peer-led facilitation, and inclusive engagement, employees at AECOM are empowered with autonomy, confidence, and a sense of purpose for sustained learning, social ties, as well as a welcoming workplace where, as Ho shared: “Together, we thrive.”
REIMAGINING GLOBAL TALENT STRATEGIES
After a break, Gautam Duggal, SVP of Learning and Culture at Citi, who flew in from India, presented a compelling case study on the evolving landscape of global talent and the urgent need for adaptive strategies.
“There is a fundamental shift in how people work – and in how businesses must respond,” he noted. With 77% of the workforce in Asia lacking future-ready skills and a potential economic loss of $8.5 trillion by 2030, the stakes are high.
Duggal emphasised that with the rise of agentic AI, freelance platforms, and internal talent intelligence tools, HR leaders need to build a “humane, AI-integrated talent marketplace”. He also advocated for short-term talent rotations, the strategic use of freelancers, and a renewed focus on human skills such as resilience. The call to action is to invest in both people and technology, and ensure that learning strategies align clearly with business goals.
DATA-LED WORKPLACE WELLBEING STRATEGIES
Helen Lam, Corporate Wellness Solution Consultant and Sales Manager at Technogym, discussed how AI and digital solutions are transforming corporate wellness. “Wellness is about getting more energy, increasing efficiency at work, living longer and healthier, and achieving mental, physical, and social wellbeing,” she explained.
In Hong Kong, 76% of adults do not have enough daily physical activities and 59% of employees face health risks due to insufficient exercise. As a result, an average of 77.3 workdays are lost per employee every year due to healthrelated absenteeism.
By offering corporate wellness solutions that utilise AI and big data, organisations can tailor and customise the wellness journey for their employees – from onboarding and exercise engagement to ongoing support to “move for a better world, and importantly, for a better work”.
CRAFTING A MEANINGFUL EMPLOYEE VALUE PROPOSITION (EVP)
The next conversation, moderated by Edward Hung, Human Resources Director at DKSH Hong Kong and Macau, focused on the evolution of the EVP to remain relevant in today’s talent landscape.
Robert Amos, Head of Reward at HKEX, emphasised that an EVP must be authentic and data-driven. “If you say you embrace wellness, but only offer a stress management seminar, are you really living what you say?” He therefore highlighted the need for individualisation and adapting an EVP to new sectors such as crypto and tech.
Meanwhile, Susana Ng, Global Director, Talent Management and Organisation Development, Plaza Premium Group (PPG), stressed that an EVP is “not a gimmick” and must be tailored to organisational needs.
She shared how PPG balances global consistency with local flexibility, especially for its largely operational workforce. “Aspiration drives innovation, while authenticity builds trust,” she remarked.
Both speakers agreed leadership buy-in was essential. Leaders must “walk the talk” to effectively embed an EVP into a company’s culture.
ENFORCING RESTRICTIVE COVENANTS TO PROTECT BUSINESS INTERESTS
Hong Tran, Partner at JSM, then shared practical insights on drafting and enforcing post-termination restrictive covenants (PTRs).
“PTRs are void unless they protect a legitimate business interest and are reasonable in all the circumstances,” he said.
Key types of PTRs include non-compete, non-solicitation, and nondealing, each requiring careful tailoring to the specific role and the business context. Tran noted that drafting effective PTRs involves balancing various factors. Ultimately, it comes down to the question: “Do you want maximum enforceability or maximum coverage?”
He also discussed strategies such as garden leave, long-term incentive plans, and re-executing PTRs on promotion, highlighting the importance of robust confidentiality protections, and further addressed the topic of springboard injunctions and the risks of hiring employees under PTRs.
He concluded by urging businesses to clearly define their legitimate interests, draft with precision, review clauses regularly, act quickly on breach, and educate managers on contractual obligations.
UNDERSTANDING INDIVIDUAL LEADERSHIP STRENGTHS
After lunch, Renee Conklin, Career and Executive Coach, and Corporate Trainer at RC HR Consulting, led an engaging workshop focused on reflecting on individual strengths and how these can be leveraged to overcome personal HR leadership dilemmas, with an aim to help delegates reignite their passion for their roles, and advance their career development.
She categorised the HR leadership dilemma into four main patterns:
• The tactical-strategic divide.
• The service-leadership tension.
• The capability-confidence gap.
• The influence-authority balance.
Through interactive exercises and real-life coaching stories, attendees gained practical tools and insights to lead with confidence and thrive in their HR careers.
LEARNING WON’T MATTER. CAPABILITY WILL
After the break, Saurav Atri, Group Head of Leadership Development at DFI Retail Group, challenged the value of traditional learning, stating that capability –the ability to achieve outcomes – is more critical in today’s fast-changing world.
Through a live demonstration, he showcased how delegates can build websites without any prior knowledge or skills, highlighting that knowledge and experience are not always prerequisites for success.
Atri defined capability as the consistent application of skills, including the effective use of AI tools. He emphasised the importance of focusing on timeless skills and necessary behavioural shifts.
He concluded by stating: “The purpose of learning is to make a shift in human behaviour. That is what we are trying to achieve in learning. For this shift to happen, three things are necessary: mindsets need to be shifted, emotion needs to be shifted, and then behaviour needs to shift.”
ENGAGING GEN Z EMPLOYEES TO WORK
Rounding off the conference, Kristy Lam, Head of HR APAC, The Cookware Company, explored why Gen Z in Hong Kong seems to be “giving up” on traditional work norms, and what is driving its evolving expectations.
“Gen Z is reshaping the workplace culture – they value purpose, flexibility, and wellbeing,” Lam said. “If a company doesn’t walk the talk and provide growth opportunities, they will be dissatisfied and leave the organisation.”
Through various case studies, Lam identified several preferences of Gen Z:
• They seek clear boundaries for better work-life balance.
• They are cautious about career planning, but open to market opportunities.
• They expect guidance and mentorship, but prefer to avoid micromanagement.
Beyond salary, factors such as travel, development, and authenticity are also important to them. Lam emphasised the future workplace must be tech-enabled, humancentred, and purpose-driven, prioritising technological advancement as well as meaningful engagement.
SWIRE PROPERTIES’ PEOPLE-FOCUSED VISION EMPOWERS EMPLOYEES TO ENVISION A LONGTERM FUTURE WITH THE COMPANY
The organisation has adopted multi-pronged recruitment and talent attraction strategies, aiming to bring the brand to life with the experience it offers to candidates.
Headquartered in Hong Kong, Swire Properties develops and manages commercial, retail, hotel, and residential properties, with a particular focus on mixed-use developments in prime locations at major mass transportation intersections. In addition to Hong Kong and the Chinese Mainland, the company has a presence in the United States and Southeast Asia.
With a prominent vision called ‘SD2030’, the organisation is set to be the leading sustainable development (SD) performer in its industry globally by 2030.
The senior management and HR leadership at Swire Properties believe that the contributions of employees are critical to realising and implementing its SD2030 strategy, as well as to the overall success of the organisation. As such, the primary responsibility of its People Working Group is to achieve progress in the six focus areas of the ‘People’ pillar.
One of the focus areas is talent acquisition strategy, with an overarching vision to position Swire Properties as an employer of choice.
Aligned with its people-focused vision to create a platform for people to grow and the business to strive, Swire Properties has adopted multi-pronged recruitment and talent attraction strategies, aiming to bring the brand to life with the experience it offers to candidates.
This starts from its employer branding strategy. Employer value proposition (EVP) forms part of Swire Properties’ wider employer brand story. To stay relevant to the evolving employee expectations, the organisation continually assesses its EVP and adapts its strategies by leveraging data analytics to understand employee needs better, enhance its employer brand, and cultivate a strong community around its company values.
To further communicate externally, career stories of its people are shared on various social media platforms to showcase the experiences and career paths they can have at Swire Properties. Company tours and case study competitions with university and VTC students across Hong Kong are also ways of building a pipeline of future talents.
Moving on to the recruitment stage. Swire Properties has introduced a new competency framework based on job grades to ensure everyone is assessed fairly, biases are avoided, and people are developed with the right skills and measurable behaviours to support the company’s long-term operational and commercial
strategy. Structured surveys are sent to both successfully hired and unsuccessful candidates at the end of the recruitment process to gain valuable feedback.
At the core of the employee journey, both graduates and experienced candidates are also provided with opportunities for rewarding career progression at Swire Properties.
One highlight programme for young talents is the ‘Technical Trainee Programme’. Tailored to students with building surveying and engineering backgrounds, the 24-month comprehensive programme gives trainees hands-on training and opportunities by rotating them through the company’s properties and lead projects. The programme also guides them through building certification processes, allowing them to become professionals before graduation.
The organisation has also invested in training for employees by committing to an average of 23 hours per employee annually. For high-potential individuals, targeted development is provided to develop robust succession plans.
As part of its SD2030 people pillar, occupational health and safety, diversity and inclusion, as well as workplace wellbeing are also focus areas at Swire Properties. A ‘Workplace Wellbeing Framework’ was launched and the company has established clear priorities for occupational health and safety, reinforcing the commitment to ‘Zero Harm’.
The dedication of the organisation towards gender equality has also been reflected, with 42.9% of senior management roles now being held by women.
All these endeavours have been recognised at Human Resources Online’s recent HR Distinction Awards 2024.
To that accolade, Christine Ling, Director, Human Resources, Swire Properties, comments: “Swire Properties is in an exciting period of growth and we’re so pleased that our ongoing initiatives to recruit great talent to our business have been recognised with the Excellence in Strategic Talent Attraction award. We believe that Swire Properties is a great place to work and we remain focused on creating the opportunities for people to have meaningful and rewarding careers.”
RECOGNITION REWIRED:
How five HR and wellbeing leaders are rethinking engagement and rewards
Umairah Nasir speaks with five global leaders on how employee engagement and rewards strategies have evolved to centre on a culture of trust, recognition, and purpose – with people firmly at the heart of it all.
As employee expectations continue to evolve rapidly, traditional rewards are no longer enough to keep people engaged. In today’s experiencedriven world, employees want more than just a pay slip. They are looking for purpose, appreciation, and a workplace that supports both their personal and professional growth.
Alicia Yip Head of Organisational Development and Culture Proton
In response, HR teams are rethinking engagement from the ground up. The one-size-fits-all model is being replaced by tailored experiences, data-informed strategies, and cultures built on trust and care.
To explore what is truly making a difference, Umairah Nasir speaks with five HR leaders from across the globe. In this feature, they share their strategies, challenges, and what they believe the future of employee engagement looks like.
Case study #1: Proton
At Proton, a Malaysian automotive manufacturer, recognition is not a once-ayear formality, it is part of daily life. Over the past two years, Alicia Yip, Head of Organisational Development and Culture, has helped shape a culture where employees feel valued in real time.
One standout is the ‘Cross Functional Team Programme’, which rewards collaboration across departments. Teams that improve processes or drive efficiency are recognised under the ‘Happy Operating Entity’ initiative.
Employees are also celebrated through the ‘Proton Employee Excellence Award’, which includes categories such as ‘Permata TARI’ for employees who embody the company’s values (teamwork, achiever, respect, and integrity); ‘Permata Gemilang’ to acknowledge significant contributions made by departments/divisions; and a CEO’s Choice Award to recognise exceptional contributions.
Yip admits the biggest challenge lies in ensuring consistent recognition across different divisions and departments. Her team has tackled this by introducing clear guidelines. Further significant hurdles involved coordination
Noppadol (Kenny)
Chaiwong HR Director
BevChain Logistics
Maggie Tan Group CHRO
and communication difficulties, conflicting divisions/departments priorities, and cultural differences.
In addressing such issues to ensure success, she stresses: “Effective leadership, clear communication, and robust management practices are essential to address these challenges and ensure these programmes’ success.”
These efforts have paid off. The ‘Employee Engagement Index’ sits at 78% for job satisfaction, commitment, and enthusiasm among employees; while the ‘Culture Survey Index’ rose to 77% last year.
Business results have also been reflected in these efforts. According to Yip, in 2024, Proton captured 18.8% of Malaysia’s automotive market, boosted by strong exports and popular models such as the Proton Saga and X50.
Looking ahead, in 2025, the company plans to open Malaysia’s first dedicated EV plant. At the same time, the upcoming ‘Meta Power Project’ will spark new ideas from staff and help translate employee creativity into company growth.
“This project aims to transform employee thoughts and actions into a driving force for the organisation’s development, enhancing our competitiveness in the market,” Yip says.
Case study #2: BevChain Logistics
At BevChain Logistics in Thailand, HR Director Noppadol (Kenny) Chaiwong believes good ideas start with listening. His team introduced an ‘Employee Engagement Champion’ who gathers feedback directly from the ground.
“Their voice is important for us to drive our corporate activities, and they propose ideas that are more realistic and better respond to the team and individual needs,” he tells us.
One big result of this was the introduction of flexible working hours at head office to match work schedules and lifestyles. Although this idea is common in other industries, it was a bold move for the company, a provider of customised warehousing and reliable ground distribution services.
Employees now manage their own time so long as business needs are met. Strong performers are still rewarded based on outcomes, not attendance.
Talking about the experience implementing such strategies, Kenny highlights: “Every time we make any change, people always ask what the benefits are for them and how they can cope with the change. We need to communicate the projects clearly to our stakeholders and employees by showing them the objectives, processes, and results, including our expectations.”
To that effect, given the many levels of employees in the organisation, communication is designed depending on both the group’s and employees’ needs. For example, operational workers were involved in a “short and precise” dialogue to get their buy-in, with concerns being addressed early to build trust.
Since the programme’s implementation, Kenny is happy to report three positive dimensions of change: employees report feeling more in control of their time and wellbeing (personal and work); team schedules are better aligned with customer needs (team), and the company has not faced any disruptions in service (business).
Overall, morale has stayed high, and the attrition rate remains stable. Kenny also talks about a new initiative to help employees hone their English skills.
“By building a positive work environment, we understand the basic needs that everyone would like to develop and improve their English skills as non-native speakers of the language. It’s also important for their work and career growth.”
Thus, the introduction of ‘English Day’, wherein employees partake in half-day activities to practise their English language skills in a fun and relaxed environment. The goal is to boost confidence, not perfection.
“We believe that Rome wasn’t built in a day, and that we can continue practising our English for more days.”
Case study #3: Primeline Products Philippines
Maggie Tan, Group CHRO at Primeline Products Philippines, believes recognition is most powerful when tied to personal growth and meaningful work. Over the past two years, her team has rolled out the ‘Employee Experience Programme’, a system that combines peer-topeer appreciation, performance feedback, and tangible rewards.
As part of the programme, employees nominate one another for contributions, and earn points they can exchange for bonuses or other incentives.
The above aside, the company, a retailer of wide-ranging consumer brands, has also implemented semi-annual internal pulse surveys as a quick way to assess employee sentiment and address feedback transparently. Departments then collaborate with HR to create tailored engagement action plans, ensuring accountability.
Finally, Primeline has expanded its career development for employees by launching an internal mobility programme and forming partnerships for micro-certifications with local universities and e-learning platforms, linking engagement to career growth.
Primeline Products Philippines
Arun Sukumar Kaimal Senior Director of Human Resources Danaher Corporation (Middle East, Africa, and Turkey)
Convincing employees and managers, particularly tenured managers who were used to traditional methods, to adopt these digital, peer-driven tools, was not easy, Tan reflects. However, she sees change as part of the journey.
To manage costs, the company tested the initiatives at headquarters first. Once they saw a return on investment, they scaled the most effective parts. Despite working in a cost-conscious retail sector, the results speak volumes. Employee satisfaction has risen by 80%, and voluntary turnover among high performers is down by 25%.
Tan affirms: “By aligning our people strategy with business goals, we’ve built a stronger, more resilient workforce. These outcomes highlight the value of investing in comprehensive, data-driven HR programmes that focus on career growth, wellbeing, and recognition, beyond just compensation.”
Keeping the results in mind, Primeline is looking to take things further next year with plans to expand its hybrid work options and launch gamified rewards systems based on employee feedback. A sustainability programme led by staff will also help connect CSR goals to daily engagement.
Expert insights from experienced leaders
(All views shared by Arun Sukumar Kaimal are from his personal perspectives based on experience, and not representative of Danaher Corporation.)
For Arun Sukumar Kaimal, Senior Director of Human Resources at Danaher Corporation (Middle East, Africa, and Turkey), the evolution of employee engagement is not just about new tools, but about a mindset shift in how organisations connect with their people.
One of the most defining changes he has observed in recent years is the move towards hyper-personalisation. Employees today expect rewards that reflect their personal choices and lifestyles. It is no longer enough to receive a standard gift or token.
As the Dubai-based leader puts it: “Don’t give me that statue or the plaque and ask me to be happy.”
Instead, employees want flexibility to use their rewards in ways that matter to them, be it for a holiday, a shopping experience or even an investment. At the same time, organisations are navigating a highly costsensitive environment.
With companies being evaluated more frequently on short-term results, budgets are tighter, and the focus is on achieving more impact with fewer resources. Arun highlights how some firms are partnering with employee recognition platforms that have offerings such as curated discounts and subscriptions that stretch value without increasing spend.
Another shift he notes is the growing preference for public recognition. Employees are seeking visibility and validation, not just from within the organisation but from external platforms – for example, through LinkedIn posts. These forms of recognition carry weight, especially among younger employees, with Arun believing that social recognition now offers more emotional value than a quiet internal reward.
However, he also acknowledges that personalisation brings new challenges, particularly in organisations with a multigenerational workforce. Different age groups have different needs, and trying to cater to everyone can lead to inconsistencies.
“You can never make everybody happy every time, but you can make many people happy most times,” he says.
To navigate this, companies are increasingly using data and design thinking to co-create policies with employees, ensuring that engagement strategies remain relevant and inclusive.
Crucially, he emphasises the importance of change management. A rewards policy will not succeed simply because it exists. It must be communicated, introduced with care, and supported through behavioural nudges. Drawing
on examples from behavioural economics, he points out how small changes can lead to big results when implemented intentionally.
Looking ahead, he expects wellbeing, sustainability, and a meaningful purpose to be central to the employee experience. And when asked what truly makes a workplace inspiring, his answer is simple: “It’s the people.”
(All views shared by Amanda Anderson are from her personal perspectives based on experience, and not representative of L’OCCITANE Group.)
Based in Sydney, Australia, Amanda Anderson is a Human Sustainability Strategist who works at the intersection of HR and wellbeing. For her, true engagement goes beyond surface-level perks. It’s about building cultures where people feel seen, heard, and supported in the everyday.
She has observed a clear shift in how companies approach wellbeing. Most are moving away from one-off initiatives towards more thoughtful, human-led practices.
“The days of ticking the wellbeing box with just an EAP and a fruit basket (no shade, they are part of the mix!) are long gone,” she says.
Instead, she sees meaningful change happening in the day-to-day through consistent support, honest conversations, and practical tools that meet real-life needs.
Anderson highlights initiatives such as 24/7 multilingual EAPs that extend to employees’ families, mental health literacy training for managers, and paid mental health days with no questions asked.
She has also seen more personal touches such as internal wellbeing newsletters or ‘mental health zines’, immersive onboarding experiences, and interactive lunch and learn sessions that are “grounded, relevant, and useful”.
The challenges, she says, lie in the nuance. Mental health means different things to different people, so a flexible and locally relevant approach is crucial.
“Localising with purpose” and staying open to feedback are key parts of the process. Pulse surveys and feedback tools are not just nice to have, but are pivotal in helping organisations stay responsive.
When people feel safe, seen, and supported, they bring their full selves to work. She has witnessed the impact first-hand: stronger trust in leadership, better collaboration, and a culture that becomes “a genuine asset – not just a set of values on a wall”.
As for what’s next, Anderson says it’s not about rushing to roll out the next big thing. “The work is in listening.”
Fun picks: How these leaders would design their ideal workspace
Yip: A mix of comfort and energy: open spaces with natural light, cosy corners, a massage chair, and even a cinematic TV for some light entertainment or inspiration. But the real magic, she says, is in the culture. “It’s a place where creativity and collaboration ‘TARI’ (dance) together.”
Kenny: He favours practical flexibility where the atmosphere can bring the imagination to work and build productivity.
Tan: One that inspires creativity while promoting balance and community. “One that promotes collaboration, wellbeing, and creativity, creating an environment where employees feel energised and supported.”
Anderson: “A space where you don’t have to wear a mask to get your work done. Where being yourself isn’t just accepted – it’s encouraged.”
Amanda Anderson
Human Sustainability Strategist
BEHIND THE WIN: HOW DBS HONG KONG BUILDS A WORKPLACE THAT INSPIRES AND FULFILLS
From comprehensive learning pathways to innovative use of technology, DBS creates a vibrant environment that brings out the best in its employees.
In an era characterised by an evolving workplace landscape and rapid technological advancements, DBS Bank (Hong Kong) continues to stand out as a beacon of employee experience with a vibrant workplace culture, a strong commitment to employee development, and a people-centric HR approach.
With its vision of becoming the ‘Best Bank for a Better World’, DBS has redefined what it means to be an employer of choice – by empowering its people to continuously grow with purpose, and equipping them with the necessary skills, knowledge, and mindset to thrive and make a meaningful impact in a transformative future.
The bank’s dedication and efforts have not only won the hearts of its employees, but also earned it significant recognition at the recent Employee Experience Awards 2025, Hong Kong, where the team received three gold trophies and one silver trophy in the areas of learning culture, graduate training, talent attraction, and digital employee engagement.
A culture built on fulfilment
At the heart of DBS’ employee experience is a simple yet powerful philosophy: enabling employees to ‘Live Fulfilled’ – on their own terms.
“We strive to drive a positive employee experience through our vibrant culture, agile ways of working, flexible work arrangements, growth opportunities, and holistic wellbeing support,” affirms Betty Lam, Managing Director, Head of Human Resources, DBS Bank (Hong Kong).
This multifaceted approach is designed to foster a workplace where employees feel purposeful, invested in, cared for, connected, and valued. This not only empowers them to thrive and drive innovation, but also contributes to DBS’ continued success and industry leadership.
This commitment is more than rhetoric. It is embodied in every aspect of DBS’ employee journey.
A learning culture that inspires a growth mindset DBS’ commitment to employees’ continuous learning and growth is deeply embedded in its culture and daily operations. The bank’s ‘Triple E Framework’ enables employees to take charge of their development through:
• Experience (70%): On-the-job learning, internal mobility and crossfunctional projects
• Exposure (20%): Mentorship, job shadowing and social learning
• Education (10%): Structured learning pathways, digital courses and leadership programmes
Initiatives such as ‘Be My Guest’ job shadowing programme, ‘Internal Mobility’, Hackathons, the ‘Transformation Festival’ and the ‘Live Fulfilled Carnival’, provide dynamic learning experiences that are both impactful and joyful.
In addition, DBS invests in future capabilities by offering a diverse range of learning initiatives and exposure opportunities in areas such as data storytelling, change management, sustainability and Generative AI (GenAI).
The nurturing of a growth mindset also extends to leadership. Through the comprehensive, multi-year campaign ‘Transformational Leadership Programme’, DBS equips its leaders with capabilities and agility needed to enhance team effectiveness.
“We are committed to supporting our colleagues’ growth and development in the face of an evolving landscape driven by technological advancements,” says Betty.
“Recognising the importance of upskilling and reskilling, we have implemented robust functional learning roadmaps to help our people stay relevant and thrive.”
Building a future-ready talent pipeline
A cornerstone of DBS’ talent development strategy is its ‘Management Associate Programme (MAP)’.
Designed around the ‘Triple E Framework’, this one-year programme offers structured rotations, direct-to-role assignments and regional exposure to cultivate the next generation of leaders who will drive the bank’s continued success.
MAP participants can gain hands-on experience at seven core business areas, including consumer banking, wealth management and technology.
To further nurture high-potential employees, participants may also be nominated for the bank’s ‘High Potential (HIPO) Programme’ for accelerated development.
DBS also invests in early talent through its internship programme, which serves as a talent continuum seamlessly transitioning high-potential students into the MAP and HIPO development tracks.
This structured pipeline ensures a steady flow of future-ready workforce equipped to lead in a dynamic world.
Enhanced employee experience through digital transformation
In response to the rapidly changing banking and financial landscape, DBS has integrated digitalisation and innovation into the core of its HR strategy. Its transformation journey, however, is not just about technology – it’s about reimagining how people work, grow, and connect.
The bank has adopted cutting-edge technologies, such as AI, GenAI and data science, to optimise employee lifecycles and overall productivity. One standout initiative is ‘iGrow’, an AI-powered career companion that offers personalised and structured learning roadmaps, skill assessments and internal mobility opportunities, empowering employees to take charge of their career development.
Complementing iGrow is ‘DBS-GPT’, the bank’s in-house GenAI assistant. From responding to employee enquiries, writing and text analysing, streamlining tasks, to delivering data-driven insights, this platform enables employees to work smarter and focus on high-value activities that drive business impact.
DBS’ digital-first approach has also transformed its recruitment strategy, with one notable innovation named ‘JIM (Jobs Intelligence Maestro)’, the bank’s first AI-powered virtual bank recruiter in Southeast Asia.
The recruitment assistant operates autonomously, screening candidates, engaging with them, responding to queries, and shortlisting applicants at scale – 24/7. It helps hiring managers to streamline the recruitment process, reduce the turnaround time and make informed decisions, ultimately enhancing the quality of hires.
JIM also integrates with a suite of assessment and psychometric tools. By linking with various digital platforms, it generates AI-based scores that index candidates based on their cognitive, behavioural, social and emotional traits.
Additionally, DBS has recently applied GenAI to revolutionise its resume screening process, to shortlist applications at speed while reducing unconscious bias and ensuring a fair, equitable hiring process. These innovations not only help DBS identifying most-fit candidates, but also create a seamless, engaging and inclusive experience for every employee from their first interaction through onboarding.
People-centric HR
As DBS navigates the future of work, its focus remains clear: to create an environment where employees feel valued, supported and empowered to reach their full potential, as stated by Betty.
To achieve this, the bank has been actively listening to employees’ feedback through its staff engagement survey, ‘My Voice’, to measure employees’ satisfaction in the workplace and help co-create meaningful changes to address employees’ evolving needs and concerns.
“Recognising the importance of holistic wellbeing, we provide comprehensive support services to help our employees maintain a healthy work-life balance and manage stress effectively,” concludes Betty.
“By fostering a culture of care and empowerment, we inspire our people to bring their best selves to work, driving innovation and delivering exceptional customer experiences.”
SHINE LIKE GOLD
Tam Jai International triumphed as the Grand Winner with outstanding achievements across 12 categories.
With an impressive seven gold, three silver, and two bronze trophies, Tam Jai International was crowned the Grand Winner at the Employee Experience Awards 2025, Hong Kong.
The categories where the company emerged on top were Best Culture Transformation and Change Management; Best Employee-Friendly Workplace; Best Employer Branding; Best Leadership Strategy; Best Learning and Development Programme; Best Recruitment Experience Strategy; and Best Recruitment Innovation.
Tam Jai International also won silver for Best Engagement Programme, Best ESG Strategy, and Best Organisational Upskilling and Reskilling Strategy; and bronze for Best Family-Friendly Initiatives and Best Talent Mobility Strategy.
Taking place on 25 June at the Sheraton Hong Kong Hotel & Towers, the glamorous awards ceremony and gala dinner hosted over 100 top-notch HR professionals, who gathered to celebrate the accomplishments of their companies and peers in transforming their workplaces into employeecentric havens where everyone can flourish and thrive.
This year’s awards were built upon four essential pillars for a positive employee experience: leadership, learning, engagement, and talent acquisition. A total of 25 categories were carefully curated, including new ones such as Best Learning Culture Journey and Best Talent Sourcing & Attraction Strategy to reflect the evolving market dynamics.
Additionally, a new individual award was introduced this year – Most Inspiring Leader – to recognise a leader who had demonstrated exceptional leadership at any level, and had stepped up to help individuals and teams navigate personal and business challenges.
Human Resources Online would like to express our deepest gratitude to our esteemed judges and all attendees for a successful event.
Our heartfelt congratulations also go to all the deserving winners and finalists. Your unwavering commitment to cultivating exceptional employee experiences truly deserves to be spotlighted and celebrated.
PANEL OF JUDGES 2025
James Wong
Regional Head of Human Resources,
Marks & Spencer Asia
Al-Futtaim
Michelle Wong
General Manager, Human Resources
Angliss Hong Kong Food Service
Karina Cheung
Head of Human Resources
Giorgio Armani Operations
Joey Chung
Group Head of Human Resources
Haitong International Securities Group
Cannie Kwok
Regional Vice President of Talent
Hyatt Asia Pacific
Edith Kam
People Director, Greater China
Inchcape Greater China
Noel Ho
Head of Human Resources, Beverage Jebsen Group
Eva Kwong
Chief Human Resources Officer
Kerry Properties
Cinnie Lai
Head of Human Resources
Lacoste
Miko Cheung
Human Resource Director LAWSGROUP
Joanne Ho
Chief Human Resources Officer
Meiyume, Fung Group
Doreen Siu
General Manager – Human Resources
MTR Corporation
Connie Chan
Director, Human Resources and Administration
Octopus Holdings
Patty Wong
People Director, Asia Pacific
SSP Asia Pacific
Philip Lee
director, talent and organization management
Starbucks Asia Pacific
Ben Cheng
Executive Director, People
Swire Coca-Cola
Yen Ngai
Senior Director Human Resources
Tory Burch
Edward Ng
Regional Human Resources Director
Vita Green
DEREK
BEHIND THE WIN: SOCIETE GENERALE CHAMPIONS TALENT MOBILITY BY BUILDING CAREERS, NOT JUST JOBS
By championing internal mobility, the bank empowers employees to shape their own careers, pursue their ambitions, and grow where they are valued most – within the organisation.
At Societe Generale, a career is more than just a job – it is a journey. Believing that talent thrives when given the opportunity to grow, the bank has embedded internal mobility into the heart of its people strategy. This approach goes beyond merely filling roles, it focuses on nurturing aspirations, expanding skillsets, and building a resilient, future-ready workforce.
The bank’s commitment to talent mobility has been recognised with a gold trophy at the recent Employee Experience Awards 2025 in Hong Kong, alongside another gold and two bronze award wins during the event.
A continuous progression
In today’s fast-evolving world of work, employees – particularly the younger generation – seek more than just stability. They crave purpose, rapid progression, and personal growth. Societe Generale recognises this shift. That is why internal mobility is not viewed as a one-off opportunity, but as a continuous, structured pathway for employee career development.
“Societe Generale is committed to providing a career to our employees, not only for the job they were first hired for, but where they are supported for professional development and career advancement throughout their tenure with the bank,” emphasises Mukta Arya, Chief Human Resources Officer, Asia Pacific, Societe Generale.
The internal mobility framework at Societe Generale encompasses three key dimensions: geographical mobility, functional mobility, and short-term assignment. Whether it is a move across borders, a transition into a new function, or a temporary project-based role, employees are encouraged to explore diverse career paths that align with their ambitions and competencies.
This strategy is embedded in the bank’s annual performance management process, where career development conversations are encouraged. Managers and HR business partners (HRBPs) play a proactive role by conducting regular career interviews to understand employees’ aspirations and co-create development plans.
Tools that turn intent into action
To support this vision, Societe Generale has invested in robust digital tools that make internal mobility more accessible and actionable.
The ‘ACE’ platform, an internal competency and skill repository, allows employees to showcase their ambitions, competencies, and experiences. Based on their input, the system recommends relevant job opportunities and highlights any skill gaps, offering tailored learning resources to bridge those gaps.
Complementing this is the ‘Internal Mobility Space’, a one-stop hub filled with resources, guidelines, and success stories, empowering employees to take charge of their career journey.
Additionally, the ‘Live My Life’ programme invites employees to shadow colleagues in different departments, gain access to cross-functional webinars, and participate in internal career fairs. These experiences not only broaden perspectives, but also spark new career interests.
The annual ‘Career Week’ further promotes awareness for employees around internal opportunities. Through a series of workshops and sharing sessions on personal branding, career planning, and mobility benefits, it inspires employees to think boldly about their futures.
The bank’s strong advocacy for internal mobility has resulted in meaningful outcomes: a significant reduction in attrition rates, and a noticeable improvement in employee engagement. More employees report having a clear career path and envisioning a long-term future with the bank.
“At Societe Generale, we are committed to helping you pursue your ambitions through learning and development initiatives, to help you take the next big step in your career,” affirms Arya.
SHORTENED
WORK WEEKS:
A smarter way to work or a logistical challenge?
With automation reshaping workloads and productivity in focus, The Economist’s Parul Sharma, and HR leader Sharan Pademhanaban, speak to Colette Wong on the feasibility of the four-day work week – the opportunities, trade-offs, and alternatives.
Parul Sharma Global Head of HR Business Partnering, Group Functions The Economist Sharan Pademhanaban former Head of Human Capital Bata Malaysia
As digital tools increasingly automate routine tasks, organisations are exploring ways to redesign how – and when – work gets done. One model which has gained attention over the past few years is the compressed work week, where employees work the equivalent of five days over four days, unlocking an extra day of rest without reducing output or pay.
Evidence from global trials in the UK and Iceland suggests potential upsides: improved employee wellbeing, reduced burnout, and in some cases, stable or even increased productivity. Yet, adoption remains uneven across industries and geographies, often hindered by operational constraints or concerns about client responsiveness.
To explore these trade-offs, Colette Wong spoke to Parul Sharma, Global Head of HR Business Partnering, Group Functions, The Economist, and Sharan Pademhanaban, former Head of Human Capital at Bata Malaysia, about their openness to a four-day week, the operational and people-related challenges that come with it, and the alternatives companies can consider in order to drive productivity besides compressing workdays.
They also reflect on the role of digital integration in shaping futureready work structures and whether it’s enough to justify a fundamental shift in how we work.
Are leaders open to the idea?
When asked about the idea of compressed work weeks, Sharma responds: “I’m very open to it – not just as a concept, but because I’ve lived it.”
As she recalls in her previous company, employees were given a fourday work week every alternate week. The company policy of fulfilling 40 hours a week still applied to this special arrangement, thus every employee would work an additional hour during the compressed week.
However, the trade-off did not steer Sharma away from working a four-day work week as she felt the additional non-working day allowed her to have an extended and restful weekend.
“I remember feeling recharged on Fridays, and Saturdays weren’t a pause button, but were when life happened,” she says.
Inevitably, AI will be used more to handle business operations if working days become shorter. A survey conducted by Tech.co revealed that in 2024, 29% of organisations with four-day work weeks used AI extensively to streamline their workflows while only 8% relied on AI when they were on five-day work weeks.
The same study also showed that implementing compressed work weeks may see long-term improvements in fatigue as the extra days off enable employees ample time to recover physically and mentally once they have adjusted to this new arrangement.
This idea may seem daunting to many organisations and Sharma understands it can be challenging to kick away the traditional mindset of presenteeism. However, she reminds us that shifting to a compressed or four-day work week is not all about logistics, but more about trust, culture, and intentional design.
“It’s time we start rethinking the value of time at work, not just the volume of it,” she says.
Shifting mindsets is what Sharma believes in when asked why and what organisations should consider before adjusting to a compressed work week. She lists the following questions for companies to assess before deciding if a four-day work week would be suitable for their people:
• Can customer expectations still be met seamlessly?
• Is the organisation automating and eliminating enough low-value work to make space?
• Do the managers have the right skills to lead with empathy and clarity in a compressed structure?
However, not all sectors have the ability to switch to shorter working days or weeks such as the service and hospitality industry. Pademhanaban explains that it can be challenging to reduce employees’ number of working days while running a retail store, as doing so may affect overall sales and service.
Having noted there is a rise in online shopping, Pademhanaban still observes a steady flow of physical shoppers due to the preference of a tangible shopping experience. With more traffic coming in, especially on weekends when corporate employees don’t work, retail stores are required to operate at these times to secure sales.
“[Implementing a compressed work week] makes it difficult for retailers to reduce store operating hours without risking revenue loss or customer dissatisfaction,” she says.
During situations such as these, where a compressed work week is not a viable option, she shares various alternatives that are specially tailored to industries like these.
“Having ‘power hours’ to align staff schedules with peak shopping times, tailored wellness programmes to support employee wellbeing, and skill development initiatives to help staff adapt to digital tools.”
Likewise, Sharma also shares other alternatives to reducing workdays such as reducing distractions instead. Some initiatives that work in her current organisation include:
• Days with no meetings to allow employees to focus on their work.
• Asynchronous communication norms.
• Focused hours where teams agree to work uninterrupted.
• Flexible micro-breaks that recharge people without disrupting flow.
• Coaching for leaders and teams to prioritise better and say no when needed.
Beyond the compressed work week, both leaders highlight how automation is already reshaping the workplace. In retail, Pademhanaban points to how digital tools are streamlining operations – from inventory management to customer service – allowing HR to focus on strategic priorities and the employee experience.
Sharma, meanwhile, shares how AI is being used to analyse engagement surveys, freeing up HR teams to focus on real conversations and meaningful action planning. These examples show how AI is already becoming a seamless part of the modern workplace.
Ultimately, adopting a compressed work week requires a shift in mindset and a willingness to embrace change. While it has shown potential in boosting productivity, it isn’t a one-size-fits-all solution. Exploring alternatives – whether through flexible schedules, technology or redesigned workflows – calls for open-mindedness and a commitment to continuous improvement.
In this evolving landscape, the role of AI cannot be ignored. For Pademhanaban, it’s about reimagining how work is organised to build productive and fulfilling environments. Sharma echoes this, noting that digital transformation isn’t about replacing people, but amplifying their potential – provided it’s guided by the right mindset.
A STRONG EMPLOYER BRAND IS KEY FOR ATTRACTING AND ENGAGING BEST-FIT TALENTS AT OCBC HONG KONG & MACAU
“Employees are our most valuable asset. We prioritise, empower, and support our employees in their personal growth and development” shares Cindy Leung, Head of Human Resources, OCBC Hong Kong.
OCBC Hong Kong, a wholly-owned subsidiary of OCBC Group, has laid strong emphasis on investing in its most valuable asset: Employees.
Committed to nurturing a thriving workplace, the bank provides resources and support to empower employees to take charge of their own career development and personal growth according to their individual needs.
As such, promoting talent mobility is one of the bank’s priorities. An internal career mobility platform, ‘Mobi’, has been rolled out to assist employees in assessing their skills and abilities, as well as to guide them in exploring the diverse internal mobility opportunities within the OCBC Group.
As part of our commitment to employee wellbeing, the ‘MyWellness Fiesta’ programme has been offered in both in-person and virtual formats. Through this programme, employees can step away from their routines and engage in activities, such as health talks, massage, virtual yoga or fitness classes, and daily game challenges that address various aspects of physical, mental, financial and family wellness.
Through these initiatives, OCBC Hong Kong & Macau enables employees to feel valued, appreciated, and recognised, which in turn helps attract, motivate, and retain talent.
“Employees are our most valuable asset. We prioritise, empower, and support our employees in their personal growth and development” shares Cindy Leung, Head of Human Resources, OCBC Hong Kong.
“At our core, OCBC’s corporate purpose is to enable people and communities to realise their aspirations. In every decision we make, for every behaviour and for every action taken, we are guided by our values of creating lasting value, upholding integrity, being forward-looking, showing respect, and taking responsibility.
“We come together to work as ‘one team’ with one ambition to achieve – to become Asia’s leading financial services partner for a sustainable future.”
With this strong purpose, values (LIFRR, listed previously) and ambition (PVA), as well as a menu of impactful initiatives, one further step taken is to communicate all of this well to both employees and potential talents.
To this effect, OCBC Hong Kong has launched a two-day ‘Employer Brand Showcase’ in June 2024 to highlight its unique employee value proposition
(EVP), which is centred around learning, wellbeing, collaboration, innovation, sustainability, and community.
Through interactive experiences and activities, employees can explore a wide array of career initiatives, learning programmes, and wellness programmes that the bank offers. This has enabled employees to gain a deeper understanding of the company’s work culture and the opportunities available to them within the organisation.
One highlight of the event was the ‘Unbox’ series. Featuring internal speakers who shared insightful discussions and ideas, the series provided valuable career inspiration to all attendees and gave them a chance to connected with fellow colleagues.
Another highlight was the ‘Grow Your Way: Expedition’, which showcased the seven skills-based pillars and four proficiency-level frameworks required for the bank’s skills-first mobility strategy. During the event, employees could access the key roles and skills needed in business units across OCBC Group, while learning from industry experts. This gave them an insight into the next step of their career.
Externally, OCBC Hong Kong continues its employer branding efforts, by launching a new series of brand campaigns; collaborating with universities and recruitment platforms in Hong Kong, Macau, and GBA; using social media platforms like LinkedIn and Instagram to arouse public awareness of the bank’s philosophy and development; and participating in and supporting volunteer activities, even providing volunteer leave to encourage employees to contribute to society.
“We understand the importance of talent and actively establish a positive brand image while proactively nurturing the new generation,” says Leung.
“Putting people first and giving back to society through a positive corporate brand can help attract and retain talent.”
Looking forward, she believes the banking industry should strengthen talent training in three major areas: financial technology, green finance, and the development of the Greater Bay Area.
“We believe that banking professionals must possess diverse expertise and cross-disciplinary skills, as well as comprehensive abilities to integrate knowledge. They should also constantly update their skills to keep up with changes in the financial ecosystem and market.”
WHY HIRING MANAGERS NEED TO TREAT RECRUITMENT INTERVIEWS MORE
SERIOUSLY
A rushed or surface-level interview today can become a long-term headache tomorrow. Here’s why Aditi Sharma Kalra believes hiring decisions deserve more care.
For business-critical roles, hiring decisions are far too important to be treated casually. When you’re selecting someone to join your core team – someone whose decisions and mindset will impact team morale, business performance, and stakeholder relationships – the process needs to be approached with the seriousness it deserves.
To be sure, we’re not saying hiring is the same as choosing a partner. But if you’re a senior leader, it might not be too far off.
“Hiring for business-critical roles is one of the most high-leverage decisions a leader can make,” agrees Riantina, Global Director, People & Culture, Remerge
Nadeem Ashraf, HR Lead at Mediacorp, agrees: “Hiring demands the same discipline as making a strategic financial investment! It requires a deliberate approach: conduct thorough due diligence, run rigorous interviews, and truly understand the candidate.”
After all, you’re bringing someone into your inner circle – a person who you will spend nine hours a day with, someone who will influence your work rhythm, your wins and your losses, your stress levels, and most importantly, your ability to deliver business results.
So, why wouldn’t you take the time to dig deeper?
Let’s have a look at some of the things that hiring managers need to try and invest time in, and hear from several HR leaders on how they advocate and practise these approaches.
1. It’s not just about skills – it’s about mindset Yes, you need someone who can do the job. But what matters more in the long run is how they do the job – and how they grow into it.
Look for candidates who are not just technically competent, but hungry to learn, unafraid of feedback, and adaptable in the face of change. Hiring someone who ticks every box today, but has no appetite for growth could become a costly mistake six months down the line.
Ask yourself: Has this person demonstrated a pattern of self-driven learning? Do they take ownership of their own growth or wait for someone to tell them what to do next?
Taking the example of Remerge in the AdTech sector, where innovation moves fast, the right hire must bring both a capability and a cultural fit.
Riantina explains how this plays out: “We champion a leader-led hiring approach where senior leaders own the process, and we integrate peer interviews to assess how candidates align with our values and ways of working.” This approach, she says, ensures long-term cohesion, not just short-term performance.
2. Culture fit is not a buzzword –it’s a business imperative Every team has its rhythm. Every manager has a working style. And every organisation has unwritten norms that shape how work gets done. A culture fit is not about hiring someone who looks, sounds or behaves exactly like everyone else. It’s about finding someone who aligns with the values, energy, and ethos of the team – and who can respectfully challenge and stretch it when needed.
The biggest hiring regret often isn’t about someone lacking skills – it’s about someone who couldn’t mesh with the team or brought a toxic energy that disrupted morale.
As a hiring manager, don’t just assess whether this person fits the company culture. Ask yourself honestly: Would I enjoy working with them every day. Mediacorp’s Ashraf adds: “Don’t hire solely for cultural fit. Instead, consider how this person will help shape and grow both the team and the business.”
3. Business acumen should never be optional
In fast-paced, high-stakes environments, you need talent who understand the ‘why’ behind their work – and who care about the bigger picture. Whether it’s revenue, margins, client retention or stakeholder management, strong candidates for business-critical roles should demonstrate an instinct for how the business runs.
Do they ask the right questions about goals and challenges? Do they show a sense of urgency when talking about priorities?
A technically skilled candidate who doesn’t grasp business context will likely require constant steering. On the other hand, someone who gets the numbers –and the pressure behind them – will move in sync with your priorities.
4. The ‘no fuss’ factor matters more than you think
We often overlook the power of positivity. In truth, one of the most valuable traits in any hire is emotional resilience – someone who doesn’t spend all week talking about last week’s setbacks, someone who communicates openly, and who brings good energy to the room.
You want someone who enjoys solving problems, not complaining about them. Hiring managers sometimes ignore this in favour of hard skills – only to realise too late that a difficult personality is draining productivity from the team. Instead, look for candidates who are simple, grounded, and kind. Yes –kindness goes a long way in high-pressure teams. As Riantina says: “The best hires don’t just meet the brief, they elevate the team and embody the culture we’re building.”
5. Take hiring personally – because it is personal
The best teams are not built through a one-size-fits-all checklist. They’re built by leaders who care, who invest time into understanding what kind of colleagues they need, and who treat each hiring decision as a serious, longterm commitment.
At the end of the day, the person you hire is someone you’ll depend on, grow with, and celebrate wins with. If you wouldn’t choose a business partner without deep consideration, don’t hire your next team member without the same level of care.
The right hire can be a game-changer. But only if you take the interview process seriously enough to find them.
Aditi Asthana, Regional HR Leader, APAC & India and Global HRBP for Procurement & Production, PerkinElmer, suggests that involving diverse, cross-functional leaders, will bring a broader perspective to the interview table.
She adds: “Equally important is a strong onboarding plan post-hire to set both the candidate and the organisation up for long-term success.”
Two final thoughts before we end this column:
1. Another interesting way to look at the above qualities is that they are also likely your topmost reasons to retain your star talent, develop successors or groom into bigger roles. As such, Bhawna Bakshi, Global People Experience Owner, Kenvue, affirms: “Before looking externally, evaluate internal candidates who may be ready for advancement. Promoting from within can boost morale and retention, and often internal candidates have a better understanding of the organisation’s culture and processes.”
2. While we would love to guarantee that following all the above steps rigorously will ensure you’ve made the right choice during recruitment, the beauty of humans is that things can play out very differently when you place them in the actual situations rather than the interview. So, hang in there, be patient, and power through whatever decisions you might need to make hereon!
TIPS FOR IMPLEMENTING AN EFFECTIVE MENTORSHIP PROGRAMME IN YOUR ORGANISATION
Here’s how to avoid common mentoring pitfalls such as a lack of commitment, disengagement, and mentees feeling like their needs aren’t being met, as shared by HRO’s Priya Sunil.
We have had the opportunity to learn a lot about mentoring through our various interviews and conferences with leaders in the region – the different forms of mentoring, challenges leaders have faced implementing a mentorship programme, and our personal favourite – ways in which leaders have grown from such programmes.
This had us reflecting on what we believe makes mentoring an essential tool at the workplace.
What makes mentoring so effective is that it extends beyond skill development, playing a crucial role in talent retention, grooming a leadership pipeline, and increasing employee satisfaction. It can also help bridge knowledge gaps, foster a collaborative work culture, and equip employees with the confidence to take on new challenges.
In fact, studies have shown that employees with access to mentorship are more engaged and less likely to leave their organisation.
Foundation of a well-meaning mentorship programme
First things first, set clear objectives and expectations. A successful mentoring relationship starts with well-defined goals, and both the mentor and mentee outlining what they hope to achieve. This keeps the relationship structured and ensures progress can be measured.
Next, be strategic in how you match mentors and mentees. To give you a better idea on your pairing, consider conducting internal surveys or leveraging your HR platforms as an aid to map out characteristics, strengths, and more. Try aligning individuals based on career aspirations, leadership styles, and personality traits.
Third, be that person who encourages a two-way learning experience. Mentoring is not a one-sided process. While mentees gain insights from experienced professionals, mentors can also learn from their mentees –whether it’s fresh perspectives, industry trends or digital skills. An open dialogue keeps the relationship mutually beneficial.
The fourth thing to do is create a safe and supportive environment. For mentoring to be effective, mentees must feel comfortable discussing challenges, seeking guidance, and receiving feedback. HR teams should provide guidelines that foster psychological safety, ensuring that mentoring conversations remain confidential and supportive.
Fifth: Provide structured, but flexible frameworks. While organic mentoring relationships can be valuable, structured programmes help provide consistency. This is where you can look into implementing milestone check-ins, suggested
discussion topics, and training resources. However, continue to allow mentors and mentees the freedom to tailor their engagements based on evolving needs.
The sixth tip we have is to integrate mentoring into career development plans, rather than viewing it as a standalone initiative. Linking mentorship to career progression – such as leadership pathways or succession planning – helps mentees see its long-term value and impact.
While crafting your strategy, take into consideration the technology available to aid in mentoring. Virtual check-ins, online learning resources, and AI-driven matching tools could make it easier to connect employees across regions, ensuring accessibility and inclusivity.
Also, recognise and reward effective mentoring. Acknowledging the contributions of mentors can encourage a culture of knowledgesharing. It would be worth looking into simple, yet impactful ways of recognition, such as internal awards, ‘shoutouts’ or incentives to motivate more employees to take on mentoring roles.
Finally, once everything is in place and running, just like with every talent strategy you’ve set in place, it will be crucial to measure the impact of your mentoring programme, and gather feedback. Collect feedback from both mentors and mentees to understand challenges, track progress, and refine initiatives.
Metrics such as career advancements, retention rates, and employee satisfaction can provide insights into the programme’s success.
All in all, it’s worth noting that mentoring should not be a one-time initiative, but an ongoing practice embedded in the organisation’s culture. It’s only with true effort that you will reap the biggest benefit yet: Watching your mentee grow.
