Summer 2013
extreme recruitment innovation HR punking candidates at interview
Australia AU$7 China 짜50 Hong Kong HK$45 India Rs250 Indonesia Rp50,000 Japan 짜650 Malaysia RM15
New Zealand NZ$9 Philippines P250 Singapore S$8 South Korea W6,500 Thailand Bt200 Vietnam US$6 Rest of the World US$15
I SS N 2221-8394
Mass exodus: 1/3 of HK execs looking to work overseas
Pernod Ricard: putting people before the brand
Diversity blues: where did all the women go?
PUBLISHER’S NOTE
HR MAGAZINE EDITORIAL Publisher & Editor-in-Chief
Paul Arkwright Copy Editor
HR is always on the lookout for increasingly
Sophie Pettit
innovative ways of attracting the best talent, and now they’re really pushing
Staff Writers
the boat out. Heineken recently started
Philippa Edwards
‘punking’ candidates while they attended
Drew McNeill
their job interviews. Our cover story on page
Sarah Purcell
16 gives the lowdown on the latest global recruitment trends and looks at just how far
ART
HR is going to bring on board the best of the
Designer
best globally.
Malou Ko
IN THE NEWS Photographers
Overseas assignments on the up, while,
Graham Uden
back home, office squeezes force HR to get more flexible. On the tech front: Happy Appy Shake and LinkedIn homes on passive
Enquiries
hires. Dismal diversity results mean it would
Editorial Enquiries
Paul Arkwright Tel: (852) 2736 6318 paul@excelmediagroup.org
Paul Arkwright Publisher & Editor-in-Chief HR Magazine
take 80 years to get parity between women and men on boards. Special feature
Advertising Enquiries
Why HR is not doing enough to attract
Jeffrey Choi
women on Boards and advice from Harvey
Tel: (852) 2736 6339
Nash on enhancing workplace diversity,
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Kim Lam
HR features
Tel: (852) 2736 6862
Why a third of Hong Kong executives are
kim@excelmediagroup.org
looking to relocate overseas to enhance job prospects, page 22.
SUBSCRIPTIONS
Bernard Coulaty, VP HR, Pernod Ricard
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Asia shares secrets from the global beverage
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Integrated payroll solutions panacea or pain in the proverbial? Page 34.
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SUMMER 2013 • 1
CONTENTS 04 HR NEWS 04 HR news 14 HR events 15 HR in numbers
16 HR FEATURES 16 Employer branding gets branded: Randstad Award 2013 18 Cover story: HR punks potential candidates 22 Mass exodus from HK—Asia’s world city 24 Putting the people before the brand 26 How to keep employees and influence people 29 Diversity blues—women on boards 30 Gender balancing act 32 Chinese employees see $$$ 34 Integrated payroll solutions
6
Overseas assignments on the up “International assignments have become more diverse to meet evolving business and global workforce needs...”
36 HR Technology 36 Piecing together the HR puzzle
39 employee wellNESS 39 Motivation minefield 40 HR burnout 41 Top tips towards work focus 42 Transnational employee insurance
44 HR Training 44 Fostering innovation in complex organisations
46 HR COMMUNITY 46 People in Energy East—HR and Talent 49 Enneagrams—success in HR and life 50 HR Conference: graduate recruitment
55 HR legal 55 Moving staff to the UK
56 HR CLASSIFIEDS 64 HR BOOKS
2 • HR MAGAZINE
36
Piecing together the HR puzzle How technology is becoming the enabler of collaboration
CONTENTS
HR punks potential candidates “The mock-up exercise placed candidates in what they thought was a life-or-death situation...”
HR burnout
40
18
Mass exodus from Hong Kong Why are a third of HK professionals prepared to find work elsewhere?
People in Energy East—HR and Talent Roundup of Management Summit for the Oil and Energy Industry in APAC and the Middle East
46
22
Diversity data dissapoints HR not doing enough to attract women on boards
HR Conference: graduate recruitment
29
50
SUMMER 2013 • 3
• HR NEWS
HR NEWS 60% of salaries up 4.8% Almost 60% of Hong Kong workers have
property management professionals
opportunities are available—27%. There is
been offered a pay rise in 2013, according
are required to oversee various building
strong confirmation that, as we enter the
to the jobsDB Job Seeker Salary Report
facilities. Meanwhile, the Government is
peak season for recruitment, the hiring
2013—an online survey of 2,960 Hong Kong
planning to introduce a licensing policy
intention remains positive with the number
employees. The average rate, however, is
for this industry and employers are on
of vacancies posted on jobsDB having
4.8% which is a drop of almost one percent
the lookout for talents with hands-on
reached 50,000—representing a 25%
from last year indicating some caution in
experience. The next largest pay increase
increase since Chinese New Year.
employers’ pay strategies.
was in the marketing/PR sector where an average rise of 6% is expected, reflecting
Communication key
been increased from 0.5 of a month’s pay to
In terms of bonuses the average amount has
that businesses are willing to invest in
Yiu reminded employers of people’s
0.8 of the same. Justin Yiu, General Manager,
attracting new customers. Yiu added, “With
tendency to change jobs following bonus
jobsDB Hong Kong commented, “This
the advancement in internet technology,
payouts and offered the following advice
slight growth indicates that overall business
the demand for digital marketing
to avoid turnover as far as possible,
performance was not affected significantly last
professionals is particularly high.”
“Management should communicate with their subordinates to understand their
year despite economic uncertainties. Strong domestic demand has provided concrete
Workers’ gripes
work condition and career goals and offer
support to the economy as a whole.”
Among those who changed jobs last year,
guidance as needed. This is a good way to
nearly 60% claim that they have got a
show the company’s care to employees.”
High-growth sectors
better job, indicating good opportunities
Of the 18 business sectors surveyed,
for change seekers. Findings over the
should take the following measures:
As for retention he suggested employers
the property/real estate sector reports
past five years reveal that the reasons for
•
the highest base pay increase at 6.4%
workers seeking a move are: dissatisfaction
which seems to be due to the significant
with current salary/benefits—56%,
•
Offer a structured career path
expansion of the role of property
slim prospects of advancement—38%,
•
Build a good employer brand and
practitioners in recent years. In addition
discontentment with company
to property security and maintenance,
culture—30% and the knowledge that better
Establish competitive compensation and benefit packages
work culture
HIT dockers reach settlement After a record-breaking 40-day strike and protests, hundreds of dockers employed
with the help of HIT. Approximately 80% of the dockers voted
by contractors of port operator Hong Kong
to accept the offer, despite unanimously
International Terminals (HIT) finally
voting against it two days prior to the
negotiated a 9.8% pay rise and improved
agreement—originally insisting on a
working conditions.
double-digit increase of around 20%.
The strike, which began at the Kwai Tsing
Commenting on the agreement, Organising
Container Terminals on 28 March, saw around
Security for the Union of Hong Kong
530 workers—representing around two-
Dockers Wong Yu Loy said, “For the last
thirds of the dockers HIT employed through
15 years employees have been exploited
contractors—join at its peak. The deadlock
in terms of their salary limitations and
was broken when four contractors—Everbest
working conditions so this agreement is
Port Services, Pui Kee Stevedore, Lem Wing
significant as it’s the first time they have
Transportation and Comcheung Human
had the opportunity to negotiate with
Resources—pledged to write the pay increase
contractors of HIT. Although this is only a
into staff contracts. They also agreed to
‘half cup full victory’ it is a good starting
improve working conditions, allowing dockers
point for further negotiations to improve
to stop work for meals and/or toilet breaks
the pay and rights of workers and we hope
whenever they wanted and to improve safety
to continue these discussions next year.”
4 • HR MAGAZINE
Striking dock workers protesting outside Li Ka-Shing’s headquarters, Cheung Kong Center, Central, Hong Kong
HR NEWS •
10 most attractive places to work— APAC continues to pull international talent When envisioning a life abroad and a successful career, an increasing number of students are now considering Asia Pacific as their destination of choice. This is due to its reputation for growth and an abundance of job opportunities—just do not ask them to commute. APAC top 10 Over 4,300 students participated in a global study conducted by Universum to understand their preferences in pursuing an international career upon graduation. Sydney, Hong Kong and Singapore are APAC’s leading cities and have been ranked fifth, eight and tenth, respectively, in the top 10 most attractive international cities to work in. Australia and Japan came in at third and ninth position, respectively, in the top 10 most attractive countries for work. Hong Kong, ranked eighth most attractive international city to work in
Despite Asia being the world’s largest growth market, the USA still attracts more students each year. Universum’s International Mobility
most fundamental criteria were found to be
Benchmark showed that when offered
finding a job or role aligned with their career
an attractive job, talents still consider
goals and identifying a location which is also
1.
United States
the United States the most attractive
inherently attractive to them.
2.
United Kingdom
3.
Australia
Family still anchors
4.
Canada
When asked how long students were willing
5.
Germany
Rise of urbanites
to commute for work, the average daily
6.
France
The most important feature contributing
time was 70 minutes with women being less
7.
Switzerland
to the attractiveness of a place to live in
willing to commute. Having the ability to
8.
Sweden
was the availability of job opportunities.
spend as much time as possible with family
9.
Japan
Respondents also considered culture,
or friends is still a top priority for these
10. Spain
entertainment and proximity to family and
soon-to-be graduates.
country with New York the most attractive international city in which to work.
friends as key considerations. Interestingly,
Joakim Ström, Managing Director—APAC,
Top 10 most attractive countries to work in:
Top 10 most attractive international cities to
good social welfare was the next most
Universum said, “While cities like New
important feature to job opportunities when
York and Hong Kong remain attractive for
considering China as an attractive country
international talent to relocate to for their
1.
New York
to work in.
careers, the woes of commuting in some
2.
London
of them can be frustrating. Employers
3.
San Francisco
Money talks
should remember that work/life balance is
4.
Paris
Without exception, students indicate
the number one career goal among these
5.
Sydney
that a higher salary would be the greatest
millennial talents, regardless of men or
6.
Berlin
motivator and having paid trips to their
women. Employers who don’t consider
7.
Stockholm
home country would further contribute to
creative or flexible approaches to address
8.
Hong Kong
the motivation to relocate. Relocation being
such concerns among their workforce would
9.
Los Angeles
a big decision to make in one’s career, the
only stand to lose in the long run.”
10. Singapore
work in:
SUMMER 2013 • 5
• HR NEWS
HR NEWS
Overseas assignments on the up Throughout 2013 70% of companies
Numbers may be on the up but the duration
of employers have no specific tools to
expect to increase short-term overseas
of long-term assignments is trending down
track and manage assignments, other than
assignments and 55% plan to increase
with the average length now standing at just
using basic tools such as Excel and Word.
long-term ones, following an increase in
under three years. Interestingly, the average
Furthermore, 63% of participants reported
both over the last two years reported by
age of long-term assignees is between 35
that they keep no statistics on turnover of
more than half of companies surveyed.
and 55 years but for short-term assignments
repatriated assignees. But even without
This is according to Mercer’s latest
age seems to be less of a differentiator.
statistics, 39% of participants reported that,
Worldwide International Assignments Policies
The pattern continues for multinational
generally, employees with international
and Practices Report. The host companies
companies to source most of their
experience were promoted more quickly.
where people expect the highest number
international assignees from the country in
Three in five companies globally have a
of assignments are: United States, Brazil,
which they are headquartered and assign
detailed cost-projection approach that
China, United Kingdom and Australia.
them to foreign subsidiaries. There has,
includes tax and social security costs, but
Mercer cites the top five reasons for
however, been an increase in the percentage
about five in nine employers do not track
international assignment programmes as:
of subsidiary company transfers, as opposed
projected against actual costs.
1.
To provide specific technical skills not
to HQ-to-subsidiary transfers, since 2010.
available locally
This evolution is most significant among
COE Leader commented on the results,
To provide career management/
European companies, with six in ten reporting
“International assignments have become
leadership development
an increase of this pattern of assignments,
more diverse to meet evolving business
3.
To ensure knowledge transfer
indicating the growing competencies of staff
and global workforce needs. HR directors
4.
To fulfil specific project needs
in other parts of the world.
now face great complexity in the number
5.
To provide specific managerial skills
2.
not available locally
6 • HR MAGAZINE
The impact on cost, long-term retention and resulting ROI is unknown since 65%
Phil Stanley, APAC Global Mobility
and type of international assignments that need managing.”
HR NEWS •
“Hong Kong’s managers would do well to rethink their retention and engagement tactics.”
The great escape Staff turnover highest in ten years Staff turnover in Hong Kong soared to 17%
the restaurant and catering industry
in 2012—a high not witnessed since 2003.
posted 34.9%. The Hong Kong average job
Figures for 2011, by comparison, showed
vacancy rate for 2013 was 4.4%. Sectors
an average turnover rate of 14.5%. Whilst
particularly hit were community, social
low unemployment figures were posted
and personal services, with 9.2%, and
for 2012, turnover and vacancy rates in the
retail, with 8.9%.
retail and restaurant/catering sectors were
Francis Mok, President, HKIHRM
alarming. This, according to the Quarterly
commented, “[Retail and restaurant
Survey on Manpower Statistics—Fourth
catering sectors] had to spend more time,
Quarter 2012 and Year 2012, conducted
money and effort in recruitment in order
by the Hong Kong Institute of Human
to maintain their service standards.”
Resources Management (HKIHRM).
With these figures in mind, Hong Kong’s
Within the retail sector, hiring
managers would do well to rethink their
managers saw turnover of 35.6%, whilst
retention and engagement tactics.
All shook up— Senior execs drive retail salary growth As international retailers in APAC turn
such B2C e-commerce sales globally. This
from rapid expansion in brick-and-
will mostly be driven by growth in China.
mortar locations to pursuing sustainable
According to a governmental report released
investment and profitability across the
by the China Internet Network Information
region, demand for a new breed of retail
Center, over 240 million people made an
leaders is driving up remuneration by 20%
online purchase in China in 2012.
or more, warns headhunter firm CTPartners. Tim Boerkoel, Global Head of Consumer
The six most sought-after qualities in
& Retail Practice, CTPartners commented,
senior executives:
“This is especially evident in Asia’s luxury
1.
Keen financial acumen
retail sector, where many Western brands
2.
Digital aptitude—social media, e-commerce, multi-channel sales
sought to quickly expand into the region over the last five to ten years. But the
3.
APAC multi-market expertise
onslaught of mobile commerce, increasing
4.
Ability to lead through
competition and soaring retail property
transformative change
costs mean that today’s retail leadership
5.
Supply chain management know-how
focus has shifted to enhancing regional
6.
Ability to be a good brand ambassador
profitability more than rapidly opening new stores. Thanks in part to the impact of social
Sarah Lim, Partner at the Retail & Consumer
media and e-commerce, retailers are also
Practice at CTPartners commented, “Some
looking for executives with a deeper, wider
companies are even turning to hiring from
toolbox of skills that also include both brand
outside their own industries, in order to
and consumer marketing skills.”
sidestep the talent shortage for experienced
In 2012, B2C e-commerce sales in APAC
“Some companies are even turning to hiring from outside their own industries, in order to sidestep the talent shortage for experienced leaders and managers with these qualities...”
leaders and managers with these qualities—
observed, “E-commerce and multi-channel
grew more than 33% to USD 332.46 billion,
Ralph Lauren’s President for Asia Pacific
expertise are perhaps the most highly
estimates eMarketer, with Asia surpassing
came from the gourmet and speciality foods
sought-after leadership skills in the retail
North America to become the world’s
sector. The current CEO of Levi Strauss was
industry today. Such digitally savvy leaders
number one market for such sales. This
brought in from Procter & Gamble.”
tend to be younger and in the consumer
year, the region will see sales increase by
Lim asserted that retailers in Asia
services, media and mobile communications
more than 30% to over USD 433 billion—
will increasingly promote younger retail
sectors. This drives the cross-industry
accounting for more than one-third of all
executives into leadership positions. She
executive searches.”
SUMMER 2013 • 7
• HR NEWS
HR NEWS Four steps to a ‘good’ day at work
engage ev opportunities
It is often argued—with good reason— that
them to be more productive. Everyone
Key to the health and long-term success of
a happy workforce is a productive one. The
wants to work with a motivating, supportive
an organisation is motivating and engaging
secret to such office-based contentment
manager and not having one may be one of
employees, ensuring they are productive,
may be only four simple steps away
the reasons that employees leave a job.
fulfilled and committed. Employee
according to new research conducted
Volunteering (EV) is one of the most cost-
among more than 3,000 Australian and
Desire number three: More time with
effective ways of engaging and motivating
New Zealand employees. When RedBalloon
friends and family
employees. At the same time it provides an
for Corporate asked participants what they
With an abundance of laptops, iPhones
opportunity for organisations to give back
desired to see at work, ‘more praise’, ‘better
and Blackberries to hand, it can be difficult
to the community. EV initiatives provide a
managers’, ‘more time with friends and
to ‘switch off’ from work nowadays. The
great platform for employee engagement,
family’ and ‘greater trust’ emerged as the
boundaries between work and non-work
team-building, personal development
biggest factors and here is why:
time become blurred and employers need
and skills training and boosts the positive
to recognise that this is the case. Business
reputation and standing of companies in the
Desire number one: More praise
owners have a responsibility to protect
community.
One in five employees does not receive any
people against burnout, and more time with
praise at all or, at best, once per year. They
friends and family plays a vital role in this.
Programme, part of an international
want their managers to praise them more
As the saying goes, ‘work hard, play hard’.
campaign developed by Community
often, and more specifically. Although some
The ENGAGE Journey of Opportunity
Business, is a six-month mentoring
bosses argue that employees only work for
Desire number four: Greater trust
programme comprising various activities
money, there is in fact far more than money
There is a lot to be said for treating people
specifically designed to make a positive
involved; staff feel greater motivation when
like grown-ups and trust should be a given—
impact on the lives of aspiring young people
their efforts are noticed.
not something that is earned. You trust that
from some of the poorest areas of Hong
you have been given a role to do your best,
Kong with a focus on helping them build life
Desire number two: Better managers
and your boss trusts that he/she has chosen
and career skills.
More than half of the employees surveyed
the best person for the role. This ought to
Mentors taking part can gain an
would leave a role because of their direct
happen right from the outset because it is
understanding of local Hong Kong
manager, and two thirds are convinced that
empowering for both parties to start from a
communities and the daily challenges
their managers do not know what motivates
place of trust.
that its young people face whilst practising and developing leadership, listening, communication, teamwork and interpersonal skills. The experience can allow them to grow new and meaningful relationships with their colleagues, other mentors and mentees. Being involved in such a scheme can help them to increase their level of motivation, engagement and sense of responsibility for their local community and further their sense of pride in their organisation. Another initiative, the Skills for Success— Social Enterprises Workshop Series, in partnership with British Council, invites executives from companies in Hong Kong to share their business expertise through experiential learning to help social entrepreneurs building their financial acumen, sales and marketing techniques, among other skills.
8 • HR MAGAZINE
HR NEWS •
HK Lags behind APAC in financial services jobs
LOW RISK RECRUITS IN SINGAPORE & HK
The number of financial services job
Singapore and Hong Kong rank as two of the
opportunities in Hong Kong experienced a
lowest risk cities in Asia Pacific to recruit,
24% decrease in Q1 of 2013 compared to Q1
employ and redeploy talent—according to
of 2012 according to the latest quarterly Job
the latest findings from Aon Hewitt. Their
Barometer from eFinancialCareers. George
position as APAC’s lowest risk cities can be
McFerran, Managing Director, Asia Pacific,
attributed to strong government support
eFinancialCareers commented, “As we have
and transparency. High income levels have
witnessed recently, Hong Kong’s financial
allowed these cities to invest in education
industry is not immune to job losses. While
infrastructure and talent development
it is unlikely that 2013 will be a bumper year
facilities. This in turn has increased the
for recruitment in Asian financial services,
availability of qualified talent.
we do expect a gentle and sustainable recovery in job opportunities compared with
Singapore talent strengthens
last year.”
APAC retained two cities in the top ten
The overall APAC region experienced a
lowest risk cities globally: Singapore and
similar decline (-20%) over the period, with
Hong Kong. Singapore ranks second in the
Singapore and Australia recording decreases
world, behind New York, for recruiting,
of -13% and -34% respectively.
employing and redeploying employees.
McFerran added, “Looking forward,
The People Risk Index in 2013 sees Singapore
we expect the job market will be more
move to second place globally due to strong
buoyant in insurance, retail, corporate
government policies and world class talent
and transaction banking, where revenues
development facilities leading to a pool of
will be more stable and retail banks will
qualified and experienced talent.
continue to expand to meet client needs in Asia. In the middle office, we see no end in
Welcome Perth
sight to the demand for regulatory and risk
A newcomer to the Index for APAC—Perth,
professionals, while back office roles, in
Australia—is now a key city as the mining
particular low-level operational ones, will
boom has fuelled economic growth and
still face the threat of being offshored to
investment inflows. Perth ranks among
lower-cost locations.”
the ten lowest risk cities in APAC as a result
Compliance, risk management and retail banking were the top performing sectors
of an increase in the size of the workforce, owing to the mining industry.
in Asia Pacific, with quarter-on-quarter growth in job postings of 54%, 29% and
APAC risk divided
25%, respectively. Lowest risk
Highest risk
businesses during a period of continued
Singapore
Chongqing
instability in global markets, they are
Hong Kong
Jaipur
finding themselves in particular need of risk
Melbourne Colombo
management talent to manage and mitigate
Sydney
Hanoi
operations and assess credit and market
Perth
Almaty
risk. As risk professionals are well rewarded
Taipei
Ulaanbaatar
in their current roles and reluctant to
Auckland
Phnom Penh
change jobs, recruitment into this function
Tokyo
Dhaka
could be challenging. As a result, risk is one
Osaka
Karachi
sector where banks in Asia will consider
Seoul
Port Moresby
As banks look to expand their Asian
recruiting internationally if they face a local talent shortage.
SUMMER 2013 • 9
• HR NEWS
HR NEWS HR needs flexibility as offices squeezed Current proposals for development of office space in CBD, Kowloon East and elsewhere in Hong Kong will not be sufficient to meet space demands in the next seven years. This, according to the latest Hong Kong Office Market Report by Knight Frank. Assuming a rate of growth of 3% for the economy and 2.2% employment growth, as seen in recent years since the economic slow down, Hong Kong companies will be facing a shortage of office space equal to the capacity of four Two IFCs. If the local economy expands at the Compound Annual Growth rate of 4% and employment grows to 2.7%, the equivalent of up to eight Two IFCs will be needed to meet demand for space. What does this mean for HR? If Hong Kong will be needing between 16.9 and 21.2 million sq-ft of office space by 2020, and current plans are only set to provide up to an extra 14 million sq ft, the possibility for expansion will be greatly affected. Rather than resting on their laurels and waiting for the big squeeze, some businesses are already taking a step towards flexible working arrangements, challenging the tradition of fixed work times and set work spaces. As HR Magazine has previously reported, forward-thinking companies such as Bloomberg, HKBN and the Lane Crawford Joyce company have already taken steps towards making better use of their office space, more flexible allocation of work hours and more creative methods of getting work done.
10 • HR MAGAZINE
HR NEWS •
Engagement strategies wrong
Identity thieves
Recent research in the field of neuroscience
Confidential information such as names,
• Hong Kong Chinese reported
suggests that HR should fine-tune employee
Autonomy as a threatening leadership
addresses, bank account details, and
engagement solutions to adapt to cultural
attribute. A majority of Hong Kong
social security numbers of staff could be
preferences. The leadership study from
Chinese prefer their superiors to be
falling straight into the hands of identity
Middlesex University considered the role
directive while westerners desire
fraudsters, according to a new survey based
of culture on motivation in both work and
the opposite. It seems Hong Kong
in Australia. The Disposal Habits Study found
training settings. According to the alphaeight
Chinese might have a preference for
that 11% of rubbish bins in the Sydney
institute this showed that Hong Kong Chinese
directive leadership because of their
metropolitan area contained personal data
and westerners living in Hong Kong may have
high respect for authority and their
readily accessible to passersby.
different ways of drawing motivation from a
willingness to avoid losing face in case
variety of known elements.
something goes wrong; and
Numerous scientific findings have provided a sound understanding of the behaviours that
Of the more than 80 businesses surveyed, workers at banks and lawyers’ and doctors’ offices were the guiltiest
• during a delegation process, Fairness
culprits when it came to casually
activate the brain’s reward system and thus
is reported as neutral to westerners
discarding confidential information.
drive human motivation. A neuroscientist
yet highly motivating to Hong
Among the findings was solicitor
named Rock has been prevalent in this
Kong Chinese. Twenty percent of
documentation regarding a legal
field and had claimed in his 2008 study that
westerners reported never having
settlement for a real estate dispute, which
boosting any of the dimensions: Status,
experienced any unfair behaviour
detailed the parties involved, the amount
Certainty, Autonomy, Relatedness and
at work while several Hong Kong
of the settlement and the bank account
Fairness—collectively known as SCARF— is
Chinese stated that unfairness is
information of the account receiving the
a source of reward for the brain and thus of
usual and actually omnipresent.
settlement. Results of blood tests from
motivation. The objective of this particular
a lab were also found in the waste bins
exercise was to determine whether there are
The findings are of little surprise when
outside a doctor’s office; these included
any cultural differences between Hong Kong
it is considered that Western culture
patients’ names, addresses, social security
Chinese and Westerners living in Hong Kong
emphasises personal achievements and
numbers and diagnostic information.
in the perception of the degree of motivation
individualism. HR can take from them
Such a breach of data not only violates
derived from these SCARF elements.
that a high proportion of westerners
doctor/patient privilege and the patients’
Although a number of factors were found to
assert to find motivation when their
rights under the law, but also provides
be motivating for both cultures across most
personal views are valued. The majority
information that could be used to commit
situations, the results did reveal a number
declare that they are motivated to work
medical identity theft.
of interesting discrepancies. Three of the
for an assertive and logical leader and
measured elements were found to be ‘neutral’
training professionals should deduce that
than AUD 1.4 billion due to personal fraud
or ‘threatening’ in certain situations:
these members of staff prefer workshops
crimes, reflecting a clear lack of awareness
run by a knowledgeable facilitator who
of the country’s data protection laws.
focuses on learning objectives.
However, despite the results of the study
• both cultures found Certainty to be threatening. In Hong Kong, where job
The majority of Hong Kong Chinese
In 2010 and 2011 Australians lost more
commissioned by the National Association
stability is not valued due to the high
on the other hand declare motivation
for Information Destruction-ANZ
employment rate, Hong Kong Chinese
when carrying out work that is allocated
(NAID-ANZ) to demonstrate the need for
people see changing jobs as a norm,
according to their abilities while being
improvement in Sydney, the overall results
perhaps because of Confucianism values
recognised as good team players. It should
are better than similar surveys conducted
while westerners in Hong Kong are being
be noted that most of them wish to work
in other cities. In the same study conducted
adventurous in choosing to see a job
for a caring and friendly leader and like
for Toronto, Canada, Madrid and London,
change as an opportunity;
training workshops that are fun.
for example, more than 40% of commercial refuse bins contained confidential information from the same cross-section of organisations.
“HR can take from them that a high proportion of westerners assert to find motivation when their personal views are valued.”
SUMMER 2013 • 11
• HR NEWS
HR NEWS LinkedIn homes in on passive hires Enhancements to Recruiter—LinkedIn’s
related activities, such as which jobs have
consumerisation of the enterprise has begun
talent solution software for recruitment
received recent applications and which
to infiltrate the recruiting industry and is
professionals—include a new ‘People You
projects still require more talent leads.
influencing a new generation of products.”
May Want to Hire’ function. The addition
Such modifications have been introduced to
has been based on findings that 60% of
maximise efficiency of the sourcing process.
professionals are open to job opportunities
A new LinkedIn Recruiter homepage
One of the key redesigned components is the new navigation bar. The ‘Notifications’ feature, accessible via the flag icon located at
but not actively looking for them. Candidate
has been created to present the new
the top right hand corner of the homepage,
suggestions are based on prior recruiter
functionality. The redesign prioritises the
alerts the recruiter to urgent items, such
activity including past searches, recent hires,
features used most in an attempt to boost
as new applicants, hiring manager reviews
company description and even the likelihood
productivity of daily recruiting tasks. It now
and bulk resume uploads to make it easier to
of that person being interested in a particular
more closely resembles LinkedIn.com in
identify and prioritise important action items.
position. Unlike the standard versions of
both look and feel in order to make the user
the widely-adopted media platform, this
experience more intuitive and simplistic.
workflow efficiency by allowing the creation
corporate offering expands to give full profile
The design changes are based on the concept
of to-do items that connect with a profile,
access and allows contact through LinkedIn’s
of consumerisation, putting the users’
project or job simply by inputting the ‘@’
‘InMail’ messaging environment. The
priorities first, so that the software appears
symbol. Any unchecked to-dos will remain at
algorithm gets smarter with increased usage
as a consumer app at the front end, but has
the top of the list until completed.
and allows recruiters to focus their time and
the power and feature-rich functionality
The redesigned Recruiter homepage will
energy on engaging candidates, rather than
of an enterprise tool in the background.
be rolling out to English-speaking customers
looking for them in the first place.
LinkedIn Talent Solutions’ Head of Product,
imminently and non-English speaking
Parker Barrile, noted, “Fortunately, the
customers over the next few months.
Below this feature is an area focused on
HR not hitting the equality mark
HR Excellence Awards 2013
HR in Hong Kong is still failing to
The Hong Kong Institute of Human
cultivate a culture of gender equality.
Resource Management (HKIHRM) recently
40% of Hong Kong employees believe
announced the launch of the HR Excellence
women make less money than men in
Awards 2013. Designed to recognise
similar roles—only 37% of employees in
organisations and individuals achieving
Malaysia believe the same.
business success through outstanding
The results of the Randstad Workmonitor
people strategies and practices, the Awards
Wave 1 2013, in which 400 Hong Kong
are in their second year. Following a great
employees participated, suggest that
response last year, organisations and
discrimination is still prevalent among
HR professionals in Hong Kong, Macau,
Hong Kong organisations. HR can see
mainland China and the Asia-Pacific region
from the report that, over 70% of the
are invited to participate.
time, employees say that there are more
Mr David Li, Vice-President, HKIHRM
male than female managers—but only
and Chairperson of the Awards Organising
63% feel that men are better suited to
Committee, said, “The Awards programme
lead a company.
not only works positively by demonstrating outstanding people management strategies and practices, but also helps to boost morale among HR teams in corporations. The winning companies and individuals are highly and widely recognised.”
12 • HR MAGAZINE
A ‘Smart To-Do List’ helps improve
“HR in Hong Kong is still failing to cultivate a culture of gender equality.”
HR NEWS •
HAPPY APPY SHAKE: AN APP TO ENHANCE STAFF STAYING POWER Could the key to a happy and stable
on three different platforms: iOS, Android,
everybody is taken care of. That way,
workforce lie at the touch of a smartphone
and BlackBerry OS and utilises four main
they would be happy, which would
button? The XM Gravity Happiness App has
features each with a particular functionality
eventually lead to a great performance in
been designed to pump up the happiness
as shown:
their work,” he elucidated.
if that isn’t good enough news for HR the
Mood
directly linked to levels of happiness
app has boosted attractiveness ratings of
The mood part allows users to express their
and thus the chances of retaining staff
its developer company for want-to-be
feelings each day by choosing from the wide
and removing any avoidable issues
employees too.
range of mood selections provided.
serves as a type of hard checkup on
quotient and turn down the turnover. And
The mood function in particular is
A unique, in-house mobile application
everyone in the company. Employees
has been developed to promote staff
News & Announcements
who consistently log in with negative
happiness. It stems from Indonesia—one of
This section brings the company’s news,
emotions would be approached for a
the world’s hottest social media markets—
updates and announcements right into the
heart-to-heart with their supervisors
boasting the 4th largest Facebook nation
palms of users’ hands.
aimed at resolving whatever issue is
and Jakarta as the most actively twittering
weighing them down.
city in the world. Aiming to leverage this
Tasks
phenomenon to achieve company goals,
This feature is dedicated to assisting clients
serving their own specific purpose,
XM Gravity has developed the XM Gravity
by supporting their ongoing campaigns.
also share the value of happiness
Happiness App and have begun testing on
Users would be able to re-tweet, ‘Like’, or
through promotion of family culture as
their very own employee base.
share key posts on the brands’ social media
the ultimate goal. Mintaraga pointed
pages with the objective of becoming viral.
out that the content of the news and
The company has already proven the enormous power of social media when it
The other features of the app, although
announcements section would largely be
comes to promotion in the online sphere—
Contact
about matters related to individuals in
XM Gravity’s Harlem Shake video garnered
A contact page contains the list of each
the company; from professionally-based
more than 150,000 views within two weeks
person’s phone number and e-mail
updates— such as who has been promoted,
and drove 300 people to apply for jobs on
address, and in recognition of the prevailing
to more personal news— such as who is
the company’s website. Kevin Mintaraga,
dominance of existing social media the app
getting married. He believes that being
XM Gravity’s CEO commented, “All it took
provides links to employees’ Facebook and
able to know what is going on in the lives
was everyone in the office tweeting the link
Twitter accounts.
of others is not only what makes reading
to our Harlem Shake video.” To encourage usage of the app in client
the news section appealing to employees, Since establishing XM Gravity, one of
but also what keeps the family bond
companies, the incentive for active users
Mintaraga’s primary goals has been to
together. Mintaraga reasoned, “Happy
would be points as rewards with chances to
promote a family culture among staff.
staff who feel connected, and cared for,
win coveted prizes every month. It operates
“Family means everybody is heard and
are committed staff who give their best.”
“Happy staff who feel connected, and cared for, are committed staff who give their best.”
SUMMER 2013 • 13
• HR EVENTS
! y r a i d R H r u o y r o Dates f May 28 (Tue)
May 20–July 29
• July 18 (Thu)
Who: The American Chamber of
Who: The Hong Kong
Who: HR Magazine
Commerce in Hong Kong What: Half-day workshop:
Management Association What: Certificate courses on
Powerful leadership tools
personnel administration
that rapidly transform your
& operations, certificate
strategies into sustainable
courses on employment
winning outcomes
ordinance
Where: Hong Kong
Where: Hong Kong
Fees: Member HKD 300
Details: hkma@hkma.org.hk
Non-member HKD 400 Details: kalau@amcham.org.hk
May 29 (Wed)
What: HR Magazine Conference—Managing difficult employees Where: Cliftons Central Facitility Level 33, 9 Queen’s Road, Central, Hong Kong Fees: FREE admission for all individual and corporate
June 5 (Wed)
subscribers to HR Magazine Half day HKD 800 Whole day HKD 1,200
Who: Centre for Family
Details: hrmagazine.com.hk
Business Who: The American Chamber of Commerce in Hong Kong What: Helping managers enagage employees in complex organisations
What: Workshop on branding strategies in Chinese family
• October 24 (Thu)
enterprises Where: CUHK MBA Town Centre, 1/F, Bank of America
Who: HR Magazine What: HR Magazine
Where: Hong Kong
Tower, 12 Harcourt Road,
Conference—Attracting the
Fees: Member HKD 1,550
Central, Hong Kong
best global leaders: executive
Non-member HKD 1,800
Fees: HKD 450
Corporate Table (10-12pax)
Details: hrmagazine.com.hk
May 30 (Thu) Who: The American Chamber of Commerce in Hong Kong What: How Chinese consumers think and what will they buy
branding Where: Cliftons Central
HKD 20,000 Details: kalau@amcham.org.hk
recruitment & employer
Facitility
June 25 (Tue)
Level 33, 9 Queen’s Road,
Who: Lominger Korn Ferry
Fees: FREE admission for all
Leadership Talent and
individual and corporate
Central, Hong Kong
Management
subscribers to HR Magazine
What: Leadership Architect 101
Half day HKD 800
Fees: USD 2050
Whole day HKD 1,200
Details: lominger.com
Details: hrmagazine.com.hk
June 29 (Sat)
November 26 (Tue)
Who: The American Chamber of
Who: Hong Kong Institute
next? Where: Hong Kong Details: kalau@amcham.org.hk
May 31 (Fri)
Commerce in Hong Kong What: AmCham Independence
Who: The American Chamber of Commerce in Hong Kong What: Who are today’s cyber
Day luncheon Where: Hong Kong Fees: HKD 550 Adult / Child (age
of Human Resources Management What: HKIHRM 33rd Annual Conference & Exhibition Where: Hong Kong Convention
criminals and what do they
3–11) HKD 350 / (age 11–17)
& Exhibition Centre (HKCEC)
want from you?
HKD 490 / Children under 3
1 Expo Drive, Wanchai,
Where: Hong Kong Details: kalau@amcham.org.hk
14 • HR MAGAZINE
are free of charge Details: kalau@amcham.org.hk
Hong Kong Details: hkihrm-conference.org
81%
HR IN NUMBERS •
The number of years it would take for the quantity of women on boards to equal that of men, were the rate of increase to remain constant. Source: Community Business, Standard Chartered Bank Women on Boards: Hang Seng Index 2013
39%
Percentage of employers that expect a professional skills shortage during 2013, up from 27% last year. Source: Michael Page Salary & Employment Forecast, Hong Kong, 2013
45%
4.5%
17 The number of Greater China offices and the number of
Projected salary
years’ experience in recruitment for Bó Lè associates prior
increase, Hong Kong.
to its buy out by Recruit Holdings Co Ltd (Recruit), the world’s fifth largest HR service provider.
Source: Towers Watson 2013 Source: Robert Walters Asia Job Index Q1 2013
Salary Budget Planning Report
Percentage of employers that consider recognition and reward the most important attraction and retention strategy in 2013. Source: Michael Page Salary & Employment Forecast, Hong Kong, 2013
100
Number of employers set to award a salary increase
19%
of between 15 and 25%. Source: Michael Page Salary & Employment Forecast, Hong Kong, 2013
4.4%
21% The increase in job advertisements placed in Q1
Hong Kong inflation
across APAC. China reported nearly 24% rise in the
forecast, 2013.
The Global Institute For Tomorrow
overall number of job advertisements throughout
(GIFT) is out to prove that there is
the same period.
more to working life than money with
Source: APAC and Economic Source: Robert Walters Asia Job Index Q1 2013
Intelligence Unit
the launch of The Other Hundred, an initiative which aims to capture in pictures the lives of those who will never make the Forbes 100 or Bloomberg Billionaires rich lists, but continue to lead lives of dignity, fulfilment and achievement.
9.8%
36%
The wage increase
The amount of M&A activity, which totaled USD 2.6
finally accepted by
trillion in 2012, due to cross-border deals between
port workers at Li Ka
Hong Kong and China.
Shing’s Hongkong International
Source: Thomson Reuters—Mergers and Acquisitions Review, 2012
Terminals Limited— ending the longest ever strike at the container terminal.
SUMMER 2013 • 15
HR FEATURES
Employer branding gets branded: Randstad Award 2013 Itchy feet are common to careerenthused workers and the amenable Hong Kong labour market more often than not can satisfy their urge. Employers likewise are kept on their toes in finding ways to drive or protect competitive edge. How then can they tempt top talent and keep their own very firmly on home ground? Some suggest the only answer is strong employer branding. So what constitutes the employer brand and should it differ from that presented to the consumer?
16 • HR MAGAZINE
The inaugural Randstad Award Hong Kong was launched at a glamorous gala-style affair at Central Pier 7’s Watermark restaurant on 17 April. First conducted in 1999 in Belgium, the award now takes place in 18 countries, becoming the world’s largest employer branding study. The Hong Kong-based research, independently carried out by ICMA Group, discovered the employment-related views of more than 4,000 Hong Kong people of working age. The study found that of the 75 largest commercial employers by workforce size, MTR Corporation was rated ‘The Most Attractive Employer’.
HR FEATURES
Opposite: Vincent Luk, General Manager of Human Resources, MTR
According to Randstad the top talent
power through the ability to connect
selected job security within their top five
challenges in Hong Kong are attracting
and create change. The only sustainable
most important factors, followed by salary
talent for the next phase of growth,
competitive advantage is knowledge of
and pleasant working atmosphere, good
increasing workforce productivity
the customer base achievable through
work-life balance and career progression.
and performance and retention of top
continued understanding and engagement.
"Interestingly, Hong Kong was the only
performers. Brien Keegan, Director,
According to Reynolds the employee and
place in Asia where employees most
Randstad Hong Kong commented, “With
even the candidate demand and deserve
frequently put long-term job security
pockets of critical skills shortages, a rapidly
sophistication in the same way. Her motto
ahead of salary as the prime reason for
ageing population and the need to drive
‘work sucks’ expresses the sentiments of a
joining a particular company,” said Keegan.
greater workforce productivity, employer
generation placed in an environment with
“Employers need to take heed of this
branding is critical to the attraction,
little resemblance to the outer world. Since
when looking to recruit, as the commonly
engagement and retention of top market
power and knowledge are now in the hands of
held belief that employees, in Hong Kong
talent in Hong Kong.”
the masses—there is no longer a monologue
at least, are just interested in money has
from management to staff, or marketing
proven untrue."
Randstad Award: Hong Kong winners’
to consumer, she contended; instead,
showcase
a multi-way discourse must take place.
preferring companies that offer career
Huge advertising budgets mean very little
opportunities, quality products and services,
compared to the opinions of the consumer.
good training and strong management
2013 Winner MTR Corporation
During a meal break Reynolds left the
Other interesting findings included men
where women search more for accessibility
audience to consider how they would rate
and a pleasant working atmosphere when
2013 Runner-up
the customer, candidate and employer
choosing a specific company. A pleasant
SWIRE PROPERTIES
experience of their organisation in a trip-
working atmosphere is more often linked
advisor style format, since, she insisted,
with recognition and team spirit by job
2013 Second runner-up
these are intricately linked. Her purpose—to
seekers than it is by an active workforce
CLP
alarm HR once they appreciate that brand
who are more likely to value open and
reputation is deeply affected by consumer
honest communications and a sense of
Banking & Finance sector
and worker experience. Research has proven
shared commitment. In turn, recognition
Hang Seng Bank
that 64% of customers will who have a bad
and shared commitment were found to
experience will never buy a product again.
be more important to employees in the
Best Workplace Culture
The quality of experience make or break
profit than the non-profit sector where fun
Hong Kong Disneyland
brand loyalty.
activites are rated more highly.
It becomes clear that the employer brand
In terms of retention, long-term job
Best CSR
promotes the message of a company’s
security and financial health are the main
The Hong Kong Jockey Club
offer as an employer of choice, fostering
reasons to stay with a current employer,
loyalty and helping to build an emotional
found to be particularly true in the case
HR—the new marketing?
connection with potential and existing
of older, lower educated women and
The guest speaker was Emma Reynolds, Co-
employees. This in turn results in higher
older, lower educated men respectively.
founder and CEO, e3 Reloaded who offered a
levels of engagement and facilitates the
Overall, potential employees would
Gen-Y take on recruitment and engagement
attraction and retention of the best talent
change their employer more because of
activities and advocated bringing what she
around. Strong employer branding, a good
lacking compensation—especially true in
considers archaic attitudes and processes
reputation and a highly engaged workforce
the 18-39 age bracket, insufficient career
into the 21st century. Asking the audience
delivers competitive advantage, superior
opportunities—especially in younger,
of HR award-hopefuls who had applied for
financial results and sustainable growth.
higher educated people and unreasonable
jobs 20 years ago and how much the process
work-life balance—especially in younger,
had changed since then, the audience
Food for thought
higher educated men, curiously. When
concurred—very little. Yet, technology
The survey results reveal in-depth insights
comparing office workers with managers,
now makes so much more possible, she
into the most important factors influencing
office workers would change their current
continued, and has done so in so many other
jobseeker decisions today and allow Hong
employer more because of lacking
aspects of daily life.
Kong’s largest employers to benchmark
compensation and career opportunities,
themselves against competitors.
whereas lacking work-life balance is more
Today, Reynolds asserted, we are all marketeers. The consumer has immense
Well over half the potential employees
principal to managers.
SUMMER 2013 • 17
Cover story
HR punks potential candidates Extreme recruitment innovation
With HR having to fish in increasingly small pools for talent it takes extreme measures to reel in a top catch.
The future looks bright for the Hong Kong
sign of this slowing in the year ahead. The
economy—despite the challenging global
Survey predicts that export and import-
market conditions of the past year, key
related hiring will rise this year, due to
industries saw modest growth, pointing to
increased demand from the US and China,
signs of recovery in 2013. With increased
and this is likely to generate more demand
hiring predicted for the second half of the
for candidates from sales, merchandise and
year, attracting and retaining top talent is
supply chain, trade finance and accounting
now topping the priority list for employers.
backgrounds. Meanwhile, retail and tourism
However, with a shrinking talent pool and
will continue to grow in 2013 with a boost
zero salary increase already set for 2013 by
from visitors from mainland China, as a
many employers, how do they plan to entice
result of the 7% rise in minimum wage in
highly sought-after candidates. Then, even
Hong Kong, which will increase domestic
if they hook them, what price is it going to
consumer spending. Confidence among
take to succesfully reel them in?
the region’s business leaders also appears
HR Magazine caught up with Matthew
to be on the rise, according to the Talent2
Bennett, Managing Director for Greater
APAC Market Pulse 3 Study, with more than
China of Robert Walters and Caleb Baker,
half of the respondents from Greater
Managing Director, RPO & Managed Services
China—68%—forecasting economic growth
Asia Pacific of Talent2 to find out what the
in the next twelve months.
future holds for hiring in Hong Kong.
With all these positive signs in mind, it comes as no surprise that attracting
18 • HR MAGAZINE
Research points to recovery
and retaining staff is the key focus for
With the latest research from Robert
companies in the year ahead. However, with
Walters and Talent2 suggesting optimistic
already tight talent pools and no sign of
outlooks and signs of increased economic
salaries rising in the coming months, what
activity in the coming months, it appears
lengths will organisations go to in order to
that the job market might be picking up
catch the best talent, and does this open
throughout 2013. According to the Robert
a window of opportunity for candidates
Walters Global Salary Survey 2013, numerous
to demand over-market rates and more
IT, infrastructure and construction projects
attractive C&B packages? Bennett, shed
implemented during 2012 led to job creation
some light on the issue, “There is no doubt
and the company’s research shows no
about it, companies will continue to invest
Cover story
“The mismatch between the growing demand for talent from an increasingly shrinking talent pool has also led many organisations within the region to turn to contract workers...”
in talent in 2013 and attracting and retaining
talent pool and therefore have the ability
expect to increase their workforce to support
talent will be a key challenge for them in the
to ask for a 10 to 20% rise in salary when
this growth and 5% predict a decrease.
coming months. However, when looking for
switching to a new organisation.”
This discrepancy has led organisations to
new opportunities, talent will seek stability,
Bennett also pointed out that the
rethink their talent and people strategies
a clear career path and a company with
mismatch between supply and demand
across the region and, according to Baker, as
projected growth, therefore employers will
meant that the only way for staff to
many as 39% of senior managers in Greater
also need to review their talent retention
gain salary increases from within
China plan on turning to contractors to help
strategies, or offer competitive packages to
existing organisations is to take on more
accommodate growth.
keep their best talent.”
responsibility in their roles. He said that
This option does not come without
with retention being such a crucial focus
its challenges. Despite being perceived
Supply and demand mismatch
for firms in the current economic climate,
as offering several key benefits, such
Keeping employees happy is one thing, but
HR is becoming more involved from a C&B
as overcoming the local skills shortage,
how can organisations attract the best in
point of view in terms of having these
increasing workforce flexibility, scalability
the first place? Bennett explained that the
conversations with employees before they
to support economic conditions and
increasing demand for top talent could put
decide to resign. He explained, “To avoid
greater ease for senior managers to gain
pressure on employers to pay above-market
the risk of failure, companies have mastered
approval for increased headcount, there
rate for a diminishing pool of candidates in
the delicate balance between cutting costs
is the matter of cost. Baker, explained,
specific areas of expertise, particularly those
to survive in the short-term and investing
“In addition to having no clear method
who are ‘seeking stability’ and reluctant
to expand in the long-term. Businesses
for measuring performance, the cost of
to leave their existing organisations. He
are streamlining themselves to retain and
hiring a contractor is also often greater
said, “In the current candidate-driven
develop staff and this is where HR plays an
than taking on board a permanent worker
marketplace, companies may need to adhere
important role.”
on a like-for-like basis. Australia is a
to the increased salary demands of talent
shining example of this, with contractors
in order to persuade them to move from
Tipping the scales
adding around 30% uplift on their salary to
one organisation to another, as the cost of
The mismatch between the growing demand
each secured contract. No such premium
an empty seat will take on an even greater
for talent from an increasingly shrinking
currently exists in Asia, however, so
meaning to ‘putting all of your eggs into one
talent pool has also led many organisations
without financial benefits there is little
basket’. This may put upward pressure on
within the region to turn to contract workers
incentive for contractors to enter the Hong
salaries in the region and will certainly put
in order to tip the scales. According to the
Kong market.”
pressure on an already tight candidate pool.
Talent2, despite the positive outlook of
Those candidates who are in the top 10% of
businesses in Greater China regarding future
incentives companies are having to think
what they do, for example, sit in a very small
economic growth, only 50% of these firms
of new ways to encourage international
Baker revealed that without such
SUMMER 2013 • 19
Cover story
talent into Asia. He observed, “The proposition to contractors will increasingly become more premium over permanent employment. Some companies are shifting their HR strategies to accommodate; using more contractors in Asia, building in more compensation and benefit packages in order to build a bigger talent pool of non-permanent staff. Financial services is leading the way with this trend in Hong Kong because knowledgeable workers are so highly sought-after.” Punking job applicants Whether they are hiring talent from other organisations or countries, and whether this is on a permanent or contract basis there is now significant movement in HR srategies. It appears that companies in Hong Kong are using several methods to reel in the best catch and fill empty seats. One such example is Heineken, who recently resorted to ‘punking’ job applicants in an extremely sucessful attempt to screen out the world’s best talent. Not only did the strategy work in terms of reeling in perfectly qualified new hires, it also gained the organisation some pretty cool street cred in terms of employer branding. Holding hands with your interviewer, reviving him as he proceeds to have what looks like a genuine heart attack and helping to rescue a stranded employee from the roof after a fire drill are not tasks usually undertaken at interview. For the 1,734 American applicants hoping to secure an intern position in Heineken’s event & sponsorship marketing department, however, this is exactly what was on the cards.
“The mock-up exercise, placed candidates in what they thought was a life-or-death situation...”
20 • HR MAGAZINE
Cover story
Realising that job interviews are
initiative when faced with a mock-up
quick-thinking and openness. As a result,
essentially the same—same standard
medical emergency. “Stay with us,” one
he secured himself the placement based
questions, same prepared answers—the
candidate reassured the interviewer as he
at Heineken’s Amsterdam HQ. His new
Dutch brewing company decided to do
lay on the floor, while another attempted to
job includes accompanying the UEFA
things somewhat differently and take a
revive him by holding his legs up in the air.
Champion’s League Trophy as it makes it
step outside the conventional recruitment
In the final ‘Fire Drill’ stage of the
way around the world, prior to arriving at
box, hoping to find a candidate truly able
interview, candidates were called upon
to display creativity, passion and wit under
by firemen to help out during a fire drill.
Commenting on his victory Guy said,
pressure. So just how did they manage this?
The mock-up exercise, placed candidates
“I didn’t know what was happening at the
The company invited the unknowing
Wembley for the Final on 25 May.
in what they thought was a life-or-death
job interview. First they take my hand and
shortlist of young hopefuls to Amsterdam
situation with an office worker about
I think ‘Hey, that’s friendly’, and then
to find out what they were really made of.
to jump from the roof of a high-rise
suddenly, the interviewer falls on the floor,
Heineken secretly filmed the candidates
office block. The fire brigade called upon
and the next thing I am outside the building
as they were put though a three-stage
assistance from bystanders to help hold
hearing the fire alarm! It was all quite crazy
interview process, forcing them to
the safety net at ground level to help catch
and unexpected. Having been selected, I
respond to extraordinary, punk-like
the falling worker. At the scene, many
am extremely excited to start this job and
scenarios. The three stages—Kick Off,
bystanders were seen to walk away without
experience the UEFA Champions League.”
Medical Assistance and Fire Drill—were
helping. The exercise was set up to see
designed to test the resourcefulness of
which of the potential job applicants would
Heineken, commented, “Congratulations to
the young job-seekers and see who was
be willing to help out in such a crisis.
Guy, he really demonstrated the qualities we
best suited for a job at Heineken’s HQ
The point being that such character traits,
Cyril Charzat, Global Brand Director at
value at Heineken—creativity, spontaneity
in Amsterdam based on their ability to
often difficult to pick up at the interview
and passion. With The Candidate, we want
respond spontaneously to each situation
phase or via traditional psychometric tests,
to encourage young adults to get out of
and show common sense, rationality and
were incredibly apparent in the perceived
their comfort zone and through innovation
the capacity to remain calm and in control
‘real crisis’ that Heineken had created.
of thought and skill they can experience
in difficult or uncomfortable situations.
success—as did Guy.” Employer branding brownie points
The Candidate comes at a time when
Holding hands, heart attacks
A behind-the-scenes video of the most
pranking or ‘punking’ the target consumer
& jumping of high rises
eligible interviewees, entitled The
has become a fascination of big brands
In the ‘Kick Off’stage interviewers held
Candidate, was later shown on an internal
across the globe, which adopt it as a powerful
potential candidates by the hand when
portal so that the Heineken marketing
marketing tactic. One such brand, Nivea,
leading them into the interview room.
community could vote. The winner was
recently launched a campaign in Germany
While some candidates felt odd, others gave
later announced in front of a crowd of
that subjected consumers to a ‘stress test’ by
some smart answers, “It made me feel...
thousands on the big screen at a football
convincing them that they were wanted by
comfortable,” one hopeful intern said when
match. The young man in question,
the police in the hope that they would become
asked about the experience.
by the name of Guy Luchting, beat his
so stressed that they would need the branded
In the ‘Medical Assistance’ stage the
competition for the role by remaining cool
deodorant. When it comes to revolutionising
interviewer pretended to be ill and fainted
and calm throughout the bizarre interview
the recruitment process, Heineken certainly
to test the candidate’s ability to use their
process and demonstrated compassion,
appear to be leading the way.
Watch ‘The Candidate’ interview process: www.youtube.com/watch?v=j5Ftu3NbivE
SUMMER 2013 • 21
HR FEATURES
Mass exodus from HK—Asia’s world city If so, why are a third of professionals prepared to find work overseas?
Hong Kong has pushed Shanghai off the top
seem to be lured by career development
spot as the preferred relocation destination
opportunities and also a better quality of
in Asia. But the grass is not always
life.” The most popular destination chosen
greener, over a third—35.6%—of the city’s
by Hong Kong residents is Singapore; a
professionals and managers are seeking to
decidedly less exotic choice when compared
leave Hong Kong, up from 29.4% last year.
to their mainland neighbours, although
This, according the 2013 MRIC Talent Report
a higher proportion are not interested in
drawn from a survey of over 5,000 working
relocating compared to the other regions.
professionals in Greater China. Although
Whilst they may not be wishing to leave
this is a leap for the city, when compared
the Asian business style, various points
to their counterparts elsewhere in Asia,
of dissatisfaction may be to blame for the
Hong Kong professionals are remarkably
desire to move elsewhere in the continent.
stable. Christine Raynaud commented,
The survey covered motivation factors in
“Hong Kong people are still the least mobile
each of the key cities in greater China and
of all professionals from the main cities
found that Hong Kong participants reported
canvassed.”
feeling dissatisfied with their current
The most popular relocation destination
situation. In particular, compensation
worldwide for mainland Chinese
is the issue most influencing the city’s
respondents is North America, with over
professionals’ motivation to change job,
half wishing to continue their career there.
also a priority in mainland China, Taiwan
Raynaud stated, “Only around a fifth of
and Singapore. Raynaud observed, “In these
mainland professionals hold a positive
more uncertain times, it tells a story of
outlook for the Greater China region this
the major commercial centres across Asia,
year compared to some 43% last year. That
where the cost of living housing, education,
bodes well for US and Western companies
healthcare and even retirement are focusing
wishing to attract China talent who
minds on cash over career.”
22 • HR MAGAZINE
HR FEATURES
Hong Kong workers rate job security
Respondents were asked to consider how
higher than their contemporaries in the
they rate their company’s culture, for Hong
other cities but, when it comes to other
Kong employees the most important aspects
motivators, needs and desires seem
are people, transparency of promotions and a
somewhat similar. Opportunity to take on
clear vision of the company’s future path. On
responsibility and challenges and to adopt
average, 41% rated their current leadership
a leadership position are both key for Asian
as good, a figure taken from junior-,
professionals to stay put.
middle- and senior-level employees. On the
Employees in the financial services sector
subject of leadership in the future, Raynaud
in Hong Kong report to be keen to change
remarked, “Leadership is an important
jobs this year, perhaps a sign of an increase
aspect of company culture in Asia. The new
in positivity in the industry, although a sign
generation of leaders must have more than
of dissatisfaction with their situation with
strong relationships and length of tenure to
their current employers.
command respect. They must also be able to
Interestingly, employees in Hong Kong
develop a business where talent can thrive
seem to be the most resistant to overtime,
in an environment that they perceive as fair
regular working hours being given high
and transparent and that will allow them to
importance by one in four for staying in a
fulfil their career and lifestyle goals.”
job. Over 40% also rate flexible working
The most important benefit to Hong Kong
patterns, though the city’s professionals
employees is healthcare, as stated by 71.6%
placed considerably less importance
of respondents, joint-second in importance
on work/life balance when compared
are retirement provisions and paid time off,
to other cities in the region. Only one
44.4%, suggesting that the city’s residents are
quarter compared to over a third last year
increasingly valuing the opportunity to pursue
responded that a better balance would help
their life outside of work while still remaining
to retain them.
cautious about what the future may hold.
SUMMER 2013 • 23
HR FEATURES
“We don’t have any retention schemes— we have our culture.”
ople e p Putting the before the brand HR Magazine caught up with Bernard Coulaty, VP HR, Pernod Ricard Asia to find out how they are attracting Asia’s fresh young graduates to join one of the most successful enterprises in the global drinks industry.
“Trust must be at the centre of the table.”
Spreading the word
The pick of the crop
At present, Pernod Ricard is the number one
To get the best of the best, following the
alcohol brand in Asia, France, South America
university roadshows, Pernod Ricard selects
and Europe. In Hong Kong, as in Thailand,
the top ten graduates from around Asia
Korea, the Philippines and across the world,
to join its ranks and then rotates them
it is ranked at number two. The challenge,
between countries and departments. Asians
according to Coulaty, is to achieve the same
studying outside of Asia are also sought
level of recognition for the brand as that of
after; the company sources future talent
the individual products. He commented,
from the top business schools in France,
“We have been running a scheme whereby
training them in Paris for two years and
we visit various universities and present
then bringing them back to Asia. These
to them. From this roadshow we have
talents have the added asset of French
received over 400 applications in Hong
language skills—something of a rarity.
Kong alone.” Coulaty professes that it goes
Coulaty explained that the company does
to show that when their name is put out
not have an official language; each country’s
there and the firm’s attraction policy—
offices have a high level of autonomy and
luxury, leadership and responsibility—is
business between countries is not limited to
shared, demand for positions is high. He
French and English.
added, “We are well aware that it is easy
24 • HR MAGAZINE
for the alcohol business to be seen as a
Leadership development
‘sin industry’ but we strive to be very
In the first 12 years of working with the
responsible. We have set competitions for
company, employees chosen as future
students to carry out case studies about
leaders will take part in three stages
avoiding misuse by young adults. We like
of leadership development: Mixers—
to sell—but not at any price.”
emerging talents, Shakers—middle
HR FEATURES
biased. Sales and operations positions tend to be filled by locals, as are HR posts, due to the importance of knowing the intricacies of local law. Finance, Marketing and the CEO are international. When team members relocate for the company they and their families are encouraged to take part in language lessons to acclimatise, which are both organised and funded by the organisation. Bernard Coulaty, VP HR, Pernod Ricard Asia Working style Unsurprisingly, the real work at Pernod management and Blenders—key talents, in preparation for more responsibility at
communicated internationally. Those making decisions must be trusted
Ricard tends to get done over a meal and a fine tipple—deals and relationships are
each progressive stage. Due to the level of
to bear in mind that Pernod Ricard remains
made in this way. Coulaty commented, “It’s
independence afforded to every outpost
a family company—and it wants to still be
true that it isn’t easy to balance work and
of the company, those in the leadership
around in 10, 20, 30 or more years’ time.
life; our employees need passion to cope
pipeline have the chance to make
“Being a family company is in our DNA,”
with the long hours and high involvement.”
decisions early on. Coulaty acknowledged
commented Coulaty. He continued, “Our
While the company provides access to
that while some would jump at this early
people are creative and innovative and
a plethora of applications and devices
opportunity, this would be a daunting
our French culture is compatible with the
to enable workers to connect to those
task for others. It is, however, sometimes
culture in Asia in that it is decentralised and
working in other countries, face-to-face
necessary to not just ‘apply the book’.
non top-down.” These reasons he credits
dealings are preferred. “It’s a qualitative
for the company’s increased recognition and
matter—you need to know the people. It is
Decentralisation
success in the region. Responsible practices
important to actually make visits, and not
With the company’s decentralisation—
are clearly communicated to prospective
just communicate over technology. You can
one of the brand’s key values along
candidates thinking of joining the team to
learn more about the business and your near
with conviviality, entrepreneurship and
assure them that profit is not the ‘be all and
and far colleagues in person, though it leads
simplicity—“Trust must be at the centre of
end all’. Coulaty remarked, “We don’t like
to long working hours,” he remarked.
the table,” shared Coulaty. Each decision is
performance for performance’s sake. Reach
the clear responsibility of one person and
goals—yes, but not by destroying people or
Retention policy
decisions are never taken by someone more
the environment.”
Despite the high expectations on
than two levels away—this is known as the
employees’ time, thanks to the proximity
‘Grandmother Rule’. Occasionally this can
Workforce identity
of management, the freedom to follow a
cause employees to become disgruntled
Worldwide, Pernod Ricard’s management
non-predetermined career path—whether
when they discover that their counterparts
is 35% local although the current top
that means moving upwards, sideways or
in other branches of the organisation are
regional managerial team is made up of
abroad—and few assessments, the company
earning a higher wage but Coulaty insists
French, Australian and British individuals.
has an impressively low attrition rate; a fact
that the local decision-making approach
To try and balance teams, the company
he puts down to the environment. On this
has served Pernod Ricard well, enabling
tries to ‘insert an expat’ for added
Coulaty simply stated, “We don’t have any
innovation at a local level which can then be
perspective where teams seem culturally
retention schemes—we have our culture.”
SUMMER 2013 • 25
HR FEATURES
How to keep employees and influence people “Are you listening? Or are you just waiting to speak?” This was the hard-hitting opener to Community Business’ Building Partnerships—Skills for Success workshop from Fraser Murray, Talent Expert & Coach, Asia & UK, Rock the Boat Consulting. Along with Marlene Chan, Head, Human Resources, Bayer Group, Hong Kong, Murray shared advice on how to achieve quality communication through changing the way leaders are interacting with their employees.
Effective appraisals
time and place for a performance review
Murray outlined the major ways leaders
are important considerations, though
‘meeting’ with your employee and feel
can improve their leadership capabilities,
often under thought. He recommended to
like you got everything you wanted, you
he stressed that clarity of expectation is
consider the employee in order to find the
just need to know that you will both be
highly necessary, “Communicate what you
right time, of course when the employee
able to live with the decisions made. There
expect to be delivered. The days of annual
is on their way out of the door is not an
are gradients of agreement,” commented
appraisals are long gone. Review regularly,
optimal moment, but depending upon the
Murray, he continued, “If you want to
be it weekly or monthly.” He commented
individual, over breakfast, over a coffee,
influence people help them to imagine
that appraisals are delivered with positive
through email, face-to-face, over the
the future. Align them to the company’s
intent—they are not an opportunity for
phone, either of these may be more or
interests and values—even better if these
managers to get something off their
less appropriate, “There is no one way to
are aligned at the point of employment.”
chest, “Appraisals are only to learn and
do it.”
improve—the past has passed. Give specific
“You don’t need to walk away from a
Aligned values
examples—‘I didn’t like xxx’, ‘xxx offended
Communication considerations
Chan posed the questions, “What scope
me’.” He advised to follow the ‘SAID’ style
When it comes to delegation of tasks,
can you offer your staff for them to
for performance reviews.
Murray advised a personalised approach
succeed? How do you keep pace with
on a scale from ‘direction and clarity’ to
them so they have a long employability
‘coaching and support’, as each individual
with your organisation?” She stated that
employee will have a different approach and
as leaders you always must be preparing
different needs. “Make sure you’re clear on
for the next stage of development of your
what is being delegated—is it all of or part
employees. She added, “Can you feed their
of a project? Have you considered enough
personal aspirations? How can you link the
to know you’ve picked the right person to
employee lifecycle with the organisation
receive the responsibility? Is it a good time
lifecycle? How did you attract them?” It
for them? What time and resources will they
is important to identify what motivates
need? How involved will you be? Explain
your employees, be it power; to feel that
Murray also advised to commence a
why you’re giving them the responsibility
their opinion counts, recognition; for the
performance review with a question—how
so they don’t feel dumped upon,” he
positive feedback and praise, affiliation; the
do they feel their performance has been
advised. Setting out clear expectations from
opportunity to be part of something bigger
since the last review? And be sure to
the outset can help to avoid discord further
than themselves, or competence; to better
listen to the response. He noted that the
down the line.
themselves and/or others around them.
S—Standard—State what is the expected level of performance A—Action—Explain what was or wasn’t done or said I—Impact—Outline the impact the action had D—Do—Clarify what the individual should do more of/do less of/do differently
26 • HR MAGAZINE
HR FEATURES
SUMMER 2013 • 27
HR FEATURES
28 • HR MAGAZINE
SPECIAL FEATURE
Diversity blues—women on boards “Of a total of 77 new appointments made in 2012 just nine directorships were made to seven different women.” Warren Buffet, in a recent essay for Fortune
China, Standard Chartered Bank alluded to
Magazine, pointed out that if companies
the diversity of flora and fauna in the natural
companies are failing to create workplace
could accomplish what they did with 50% of
world as key to sustainability of the natural
environments that enable women to rise
their human capacity—imagine what they
habitat and likened it to the need for a wide
through the organisation and take on board
could achieve if they utilised 100% of it.
array of mutually dependent businesses to
roles. Of a total of 77 new appointments
Even today there is a shocking lack of female
make a vibrant and successful commercial
made in 2012 just nine directorships were
representation in industries around the
world. By the same token, a diverse set
made to seven different women.
world. Despite emerging initiatives such as
of pertinent experience should represent
The Women’s Directorship Programme, the
each one effectively. Certainly, there is
than one woman on their board has actually
latest research from Community Business
strong indication that women on boards
been steadily declining; now at 28% when
reveals disappointing results regarding work
will encourage more open debates and a
in 2009 this number was almost 36%.
place diversity in Hong Kong. According
‘group-think’ phenomenon which is less
This data point is so significant because
to the Standard Chartered Bank Women on
likely to leave stones unturned. Moreover,
international research suggests that it is
Boards: Hang Seng Index 2013 Report, there
it is thought that as well as boards emitting
only once a critical mass of women in the
has been little progress, stagnation or even
a richer perspective once they comprise a
boardroom is reached—with three believed
a decline in the representation of women on
percentage of female membership, they will
to be the tipping point—that real culture
boards dependent upon which of the various
run more effectively and create better staff
change can occur and boards can reap the
analyses is used.
and customer service since this stakeholder
benefits of gender diversity.
HR should note that Hong Kong’s leading
The percentage of companies with more
base is diverse in composition. HR fails to attract
League of extraordinary women
HR has more than a small part to play in
Less than 10% of Board are women
The Report also includes a ‘Women on
attracting, developing and retaining the
The 2013 study reveals a bleak contrast to
Boards League Table’ which ranks the
best in female talent, changing the company
the proposed ideal; out of a total of 649
companies listed on the HSI in terms of
mindset towards an appreciation of the
directorships on the Hang Seng Index only
the gender diversity of their boards. At the
benefits of diversity and thereby striving
61 are held by women. This represents just
top of the list is China Construction Bank
for visibility of the issue at large. Assistance
9.4% and with an overall increase of just four
Corporation—reclaiming its 2009 position—
is thankfully at hand—effective from 1
new female directorships, only a nominal
with four women on its board of 12—the
September 2013 all companies listed on the
improvement since last year when the figure
highest proportionate total at a third. Hang
Hong Kong Stock Exchange are required, on
was 9%. Of the total of 50 companies listed
Seng Bank Ltd ranks second place, with five
a ‘comply or explain’ basis, to have a policy
on the HSI there is a slight increase in the
women on its board of 16.
on Board diversity, disclose the policy and
number of companies with women on their
any measurable objectives for implementing
boards—from 28 companies in 2012 to 31 in
80 years to reach parity
it and to report on progress on achieving
2013. Nineteen companies, however, continue
Fern Ngai, CEO of Community Business
those objectives. Whilst there is no specific
to have all-male Boards which is higher than
pointed out that gender is of course just
requirement to report on gender diversity,
2009 when this figure stood at 14.
one aspect of the broader diversity context.
tracking representation of women on boards
Both the number of female executive
But she cautioned, “The poor results of
provides companies with a tangible measure
directors and the number of companies with
our latest study show that more needs to
to review the composition of their board and
female executives have remained static
be done in Hong Kong. If we assume that
assess to what extent they are incorporating
since 2012. In fact there has been an overall
the total number of directors remains the
a diversity of perspectives. Non-listed
decline in the percentage of companies
same at 649, at the current rate of just four
companies might consider following suit.
with female executives since 2009—24%
additional female directorships each year, it
down from 31%. Still, only 15 women hold
will take approximately 49 years to secure
Creating a habitat for women
executive director positions and only 12
30% representation of women on boards
Katherine Tsang, Chairperson for Greater
companies have female executive directors.
and 81 years to reach parity.”
SUMMER 2013 • 29
Special FEATURE
Gender balancing act Mixture = money
Confidence is key
A gender-balanced board is good for
It has long been argued, proven even, that
According to Lau and Marsh, the main
business—not only does it open the window
organisations with women in governing
barrier preventing women rising to the
to a broader and more dynamic workforce
positions demonstrate higher operating
top is confidence—or rather a lack of it.
where different ideas are brought to the
margin and market capitalisation in the
Like many current female leaders, Lau
table, it is also proven to boost the bottom
industry than those managed by men
knows that there is a rich talent pool of
line. Why then are there so few females on
only. The results of McKinsey’s studies
women in Hong Kong suitable to embark on
boards across the world?
from the series Women Matter revealed
leadership roles but she believes that these
that companies with the highest female
women are simply more hidden and less
HR Magazine caught up with Nick Marsh,
representation in top management
inclined to put themselves forward as they
Managing Director, Harvey Nash Asia
positions achieved returns on equity 35%
do not feel empowered or ready to take on
Pacific, and Professor Amy Lau, Director of
higher than those with the lowest female
a board role. She explained, “What we see
Executive Education, Faculty of Business
representation. Despite this, men continue
in companies across Asia is that women are
and Economics, The University of Hong
to dominate the top ranks of nearly every
simply not rising to senior positions. From
Kong, who joined forces in launching The
firm across the world and women currently
an academic perspective, I see around 70%
Women’s Directorship Programme to tackle
represent only 8% of all board-level
of women graduate from our university
the issue of gender diversity at the top.
positions. Why is there such a big gender
with an accounting background each year
gap—can it simply be put down to a lack of
and I wonder where are all these women
a skilled talent pool of women? Research
going? When you talk with large accounting
suggests not and, on the contrary, women
firms they hire 50% women and 50% men,
make up more than 45% of the workforce.
but then you look at the Board and these
Since the 1970s with the dawn of the
women only represent 20% of its members
Women’s Movement heralding an era
so something is clearly going wrong. There
of equal opportunities on the grounds of
is obviously a need to help women rise up
political and professional matters, the world
and represent on boards.”
has seen an increase of female university graduates entering the job market.
30 • HR MAGAZINE
SPECIAL FEATURE
A failing combination
Women’s Directorship Programme, the
drive this agenda forward and demonstrate
Lau argued that women have every right to
content will include five modules, taught
our commitment to making a change.”
believe they can be on company boards and
over two three-day sessions (April 11–13
rightly so—they have the skill set to enrich
and June 6–8 2013) and aims to address
Following suit
an organisation and can bring an alternative
current and contemporary issues enabling
Many executives of organisations are
viewpoint to different issues within a
women to be more effective at managing
coming to understand that gender diversity
company as well as a broader perspective
boards, and increasing the supply of
in business management is crucial for
to internal and external relationships.
board-ready women executives across
achieving high performance and this
However, aside from the fact that some
industries. The interactive programme
realisation is not just occurring on a
women choose to take breaks in their
will be led by a number of esteemed
regional scale but stretches far beyond
career in order to raise and care for their
international
children and family, even when opportunity
professors and
arises for them to step up to more senior
involve real-life
positions, some are reluctant to seize it
case studies and
because they are not sure if they want it
thought leadership
or are not confident that they are capable
delivered by
of taking on the additional responsibility
industry leaders
required to be a board member. Other
who are champions
women, meanwhile, are simply unsure of
of diversity in the
what these responsibilities are to begin
Boardroom.
with. Lau believes it is this combination of
When
the boundaries of Hong Kong. Many
“...Women have every
organisations across the globe have
right to believe they can
already begun to purposefully develop
be on company boards
measures aimed
and rightly so—they have
at the attraction, promotion and retention of
the skill set to enrich an
talented female
culture, misconceptions and confidence—
commenting on the
or rather lack of it—which is preventing
joint venture Marsh
women from aiming high and March agrees.
explained, “Harvey
He added, “I think confidence is the biggest
Nash’s partnership
challenge for women. Traditionally, men
with Executive
have always been brought up to believe they
Education of the
have the right to put themselves out there
Faculty of Business
and aspire to do something and whether
and Economics
it is innate or trained or coached, this has
demonstrates
always been encouraged from the age of
our dedication to
two or three years old. A man will see an
investing in the
opportunity to rise to a more senior role, see
Asia-Pacific region
that they have 50% of the skill set required
and in future female
and feel this is enough—the rest can be
talent. Although
filled in through hope, aspiration, future
there is a great
guidance and everything else. In truth, a
deal of talk over
woman will often exclude herself if she
gender imbalance in the Boardroom, we
3%. Meanwhile, Nordic companies have
feels she does not have 90% of the skill set
are committed to taking action to tackle
adhered to gender quotas leading to women
required for the role so there is an element
the issue and enable women to achieve
comprising 32% of executive committees,
of self-selection. While a man will strive
the positions they deserve. We hope this
followed by Sweden with 27%.
to the next level, a woman will be more
programme will give them the confidence to
reserved and need to be encouraged and that
realise they already have the skills required
Foundation formally launch the Hong
is where we come in.”
to reach the top.” Lau added, “We recognise
Kong 30% Club. Originally launched in the
there is no one-size-fits-all solution when
UK in 2010, the Club comprises a group of
Lifting barriers
it comes to addressing the lack of women
chairpersons of leading UK organisations
Realising that action needed to be
in leadership positions across the world and
who have publicly committed their support
taken in order to bridge the gender gap
there is no magic strategy for a woman to
for a voluntary goal of 30% representation
and increase the number of women
reach the top in her career. However, this
of women on boards. This fruitful
on boards across the region, Harvey
programme is aimed at helping participants
collaboration hopes to bring an equally
Nash and The University of Hong Kong
develop their own set of strategies tailored
positive change to Hong Kong and see more
decided to join agendas and launch the
to their career ambitions, situation and
women reach the C-Suite. The leap from 8%
world’s first certificated, cross-industry
personality, recognising that these will
to 30% is a big one but it appears that Hong
board preparedness programme in Asia,
evolve over time as new challenges arise and
Kong is finally lifting the barriers which may
exclusively for women. Entitled The
elements in their lives change. We want to
help tip the gender scales to balance.
organisation and can bring an alternative viewpoint to different issues within a company, as well as a broader perspective to internal and external relationships.”
employees and, in some countries, the proportion of women in companies’ management is gradually on the rise. France is leading the trend—the share of women in executive committees grew there by 7% from 2007 to 2010 while in the majority of other countries the growth rate varies between 0% and
This month will also see The Women’s
SUMMER 2013 • 31
HR FEATURES
Chinese employees see
$$ $
Chinese employees witnessed a national average salary increase of over 9% in 2012, much greater than Hong Kong’s—just a shade over 4%. Consequently, HR in China has found it difficult to keep turnover rates low.
The 2012 national average salary increase
Closing inland-coastal gap
in China was 9.1%, which was closely
The research shows the salaries gap between
mirrored by a high turnover of 18.9%,
the inland and coastal areas, where most
according to Aon Hewitt’s China 2012
investments are concentrated, is gradually
Human Capital Intelligence Report. The
narrowing. Salaries for front-line workers,
research involved more than 10 key
for example, who are the object of an
industries, including: real estate, financial,
intense war for talent, saw less than a 5%
pharmaceutical and medical equipment,
differential between the second- and third-
high technology, automobile, consumer
tier cities inland and the second-tier cities
products, retail, chemical products,
in coastal regions.
logistics and manufacturing. It covered over 4,000 foreign-invested and leading local
Sales sail ahead
enterprises in Beijing, Shanghai, Guangzhou
In 2012, the job category witnessing the
and Shenzhen, as well as major second- and
greatest expansion was ‘Sales and Business
third-tier cities.
Development’ which has increased by up to 42% only in Shanghai. This is mostly
32 • HR MAGAZINE
Salaries surge
due to the new strict regulation which
In the four first-tier cities, the average
pushes residential real estate companies
salary increase in the manufacturing sector
to transform into commercial real estate
was 10.1% in Guangzhou, 9.8% in Shanghai,
businesses. It can be expected that the
9.8% in Beijing and 8.9% in Shenzhen.
demand for this job title will remain high
Average salary increases for the non-
in 2013. The report showed, however, an
manufacturing sector were 9.5% in Beijing,
overall salary increase of 7.9% for the
9.3% in Shanghai, 9.1% in Guangzhou and
real estate industry, slightly lower than in
8.9% in Shenzhen. Furthermore, both the
2009 and 2010 when the new regulation
average annual salary increase and turnover
was not yet in effect, and salary increases
rate in second- and third-tier cities were
in this industry are expected to slow
higher than the national average.
down in 2013.
$
HR FEATURES
$
$
“The conventional talent pool in second- and third-tier cities has been rapidly diluted by the high level of salary increases and turnover rates, resulting in continuously increasing risk affecting human resources.”
$
HR at risk
Saving personnel costs
Industries of domestic consumption, such as
According to Peter Zhang, Global Partner &
industries and functions, such as production
the retail and FMCG sectors have witnessed
Vice President, Aon Hewitt Greater China,
of the high-tech manufacturing sector, the
the largest impact by the high turnover rate
“High salary levels pushed up by high cost of
proportion has reached up to 80%.
in China. Turnover rates in 2012 were 31% in
living in coastal cities result in the relocation
retail, 26.6% in high-tech/manufacturing,
of a large number of manufacturing Research
Optimise the 90s
19.5% in fast-moving consumer goods and
& Development units to the inland, causing
The new generation born in 1990s has
19.2% in the health care industry.
shortage of talent supply. On the basis of a
also grown to be another large group in
constant pool of talents, the intense war for
the workplace. At management level, the
conventional talent pool in second- and
talents has directly led to a remuneration
diversified age structure of employees
third-tier cities has been rapidly diluted
escalation and high turnover of employees.
has also created new demands—according
by the high level of salary increases and
However, with the eventual saving in
to Zhang, selecting the correct means of
turnover rates, resulting in continuously
personnel costs and operations, it will be
communications and incentives to improve
increasing risks affecting human
an irresistible trend to move to the inland
these groups’ engagement and optimise
resources. In Chongqing and Nanjing, for
for closer connection to various partners
their performance has become an important
example, the voluntary turnover rate in
and integration with the supply chain. In
area of concern for management.
2012 was 22.3% and 19.4% respectively—
this process of moving to the inland, new
up from 9.6% and 7.3% respectively in
considerations related to the local hiring of
has entered the stage of medium-speed
2006. Another key industrial city, Wuhan,
mid-level management positions—versus
development, the impact on the industry
is highly coveted by investors due to
importing them from coastal cities— must be
is also reflected in the slowdown in sales.
the availability of abundant educational
taken into account to keep the costs of salary
For example, the healthcare sector which
resources. However, with the war for
and benefits under control.”
has always maintained a high growth in
The research shows that the
talent intensifying, the turnover rate has
is growing at a rate of almost 40%. In some
Zhang concluded, “As China’s economy
sales has seen its sales rate decrease by
climbed from 9.4% in 2004 to 14.2% in
Gen-Y takeover
5% in 2012 compared to 2009. However,
2012. According to Aon Hewitt, such a high
The generation born in 1980s, or Generation
enterprises will never stop seeking
turnover rate leads to high recruitment
Y, which has been known as the new force of
maximal profits. In the short-term with
and training costs for employers and
the workplace for many years, has become
continuous increase in personnel costs,
stagnation of the talent supply chain,
the main age component in the current
the improvement in productivity has
bringing new labour and business issues to
talent market. Compared with 2007, the
become the only way to realise sustainable
enterprises invested in Wuhan.
proportion of employees born in the 1980s
development in enterprises.”
SUMMER 2013 • 33
HR FEATURES
Integrated payroll solutions —pain or panacea? Many businesses implement integrated payroll solutions to handle complex payroll needs. HR Magazine consulted KCS regarding the ingredients required for the implementation of a successful integrated payroll solution and the value of outsourcing the payroll function to a dedicated payroll service provider.
Ingredients of success
and financial impact analyses before going
Value of outsourcing
Large businesses intending to implement
ahead. In this way return on investment is
HR operational tasks such as that of payroll
integrated payroll solutions are faced with
assured and any short-term inconvenience
must be carried out with precision and
a multitude of challenges. Such payroll
is outweighed by this understanding.
without interruption in order for a business
systems must operate with precision,
“A successful integrated payroll
to progress as planned. As a result, you
seamlessly and without interrupting day-
solution has to be able to handle more
want to invest the right resources to ensure
to-day operations, whilst fully complying
than just computation for payroll and
business continuity and compliance with
with all relevant regulatory requirements.
should be capable of tracking all inputs
regulatory requirements. However, HR is
Given the differences between the local
including time and attendance, leave
challenged with finding the right level of
needs and centralised reporting needs
management, expense claims management,
expertise to manage these less attractive but
of organisations operating in multiple
FAQs, information updates and payslip
vital aspects of HR functions.
jurisdictions, extensive customisation
distribution,” advised Lydia Tye, Director,
is required for an integrated system to
Corporate Accounting, Head of Payroll
Tye suggested that outsourcing the payroll
adequately handle such tasks, and this
Solutions, KCS.
function to a specialist provider who is
So does outsourcing provide the answer?
must be borne in mind when considering
Finding dedicated personnel with strong
dedicated to the optimal delivery of those
the implementation of integrated payroll
IT ability and project management skills in
tasks while HR focus on the strategic side
solutions. It should also employ the latest
addition to basic HR operational expertise
of the business does become a favourable
technology, which can often be a double-
is also vital to the smooth operation of such
option in light of the complexities and
edged sword for time-pressed users.
systems, and often poses a real challenge
ever-changing needs of businesses. A
to many businesses. Additionally, adequate
reliable payroll services provider takes the
payroll system requires a significant
training would be required for such
responsibility of payroll processing off your
investment of time in clearly assessing the
personnel to keep up-to-date with the
mind and ensures that everything is done
needs of an organisation, tailoring solutions
latest technological advances as business
correctly and on time while allowing you to
to such needs and conducting cost-benefit
needs change.
focus on your business.
Implementing an advanced, streamlined
34 • HR MAGAZINE
HR FEATURES
“When the payroll function is managed externally, you control remuneration rules, pension policies, time and absences but you outsource the burden associated with payroll production.”
KCS offered the following advice when choosing
Retaining control
and managing an outsourcing partner:
Outsourcing payroll should not represent a loss of control since, if managed correctly,
• evaluate your needs thoroughly and focus
your outsourced provider will still operate
on whether the service provider has the
within the boundaries defined by your
potential to meet those needs;
company and what is more, certain aspects of their work could still require your
• set out the scope of the work to be
validation if you so wish. When the payroll
outsourced in detail right from the outset
function is managed externally, you control
and ensure that the service provider fully
remuneration rules, pension policies, time
understands your needs;
and absences but you outsource the burden associated with payroll production.
• word of mouth from your peers in the
When managed in-house, your system
market is paramount and you should
knowledge is confined to the individuals
obtain references from the current
who are charged with the responsibility.
clients of a particular vendor during the
Outsourcing should offer the best collective
selection process;
up-to-date knowledge on all related aspects. All in all, it equates to purchasing
• take the time to set up a sound validation
expertise and reducing risk.
process; and • conduct a parallel or test payroll run to Opposite: Lydia Tye, Director, Corporate
ensure that the setup and customisations
Accounting, Head of Payroll Solutions, KCS
are functioning as required.
SUMMER 2013 • 35
HR TECHNOLOGY
Piecing together the
HR puzzle
7
How technology is becoming the enabler of collaboration
To find out how collaboration can bridge the communication gap and enable faster decision making within organisations across the region, HR Magazine recently caught up with Ashley Clarke, Chief Operating Officer, FlexSystem, who helped us piece together the HR puzzle.
4
published with the initial dashboard, the
operational and financial data. After all, for
intent is that users through collaboration
example, unfilled headcount positions can
can explain and share the story behind the
be damaging in many ways. A knowledge-
numbers as soon as a report is available.
sharing platform creates a collaboration
Clarke said, “HR is only one small part of
space in which different functions within
an organisation but it touches everything
an organisation can contribute towards
as of course HR touches all aspects of the
the decision-making process by adding
business. People are not just looking at KPIs
their own comments and considerations
in human resources, they are looking at
and work together to create value. Clarke
headcount KPIs in financials, operations and
observed, “Traditionally, HR has sometimes
Collaboration is a hot topic. With
this is where communication between the
struggled to find ways of working with
organisations continuing to expand their
various departments within an organisation
other departments within an organisation
geographical footprints across the region
becomes essential to the long-term success
to ensure that a quantitative ROI (Return
and globe and, with various departments
of the business by understanding the
on Investment) was associated with
within them continuing to function against
resourcing dynamics and issues behind those
each interaction but what collaborative
their own specific KPIs (Key Performance
numbers. Greater accessibility to data is
dashboards achieve is to lift the
Indicators) and agendas, keeping track
dramatically shaping the way organisations
communication barrier that can be an
of where HR is moving and ensuring that
function and is enabling instantaneous and
obstacle to achieving this goal and thus
it aligns with business strategies can be
informed decisions to be made through
ensure that all parties are moving in the
a tall—but not impossible—order. With
the collaboration of several departments
right direction. After all, it’s a two sided
technologies evolving every day, the move
based on precise and granular information—
coin with both sides providing value to
towards a more collaborative, integrated
whether that be reviewing payroll, staff
each other.”
online world is significantly changing the
distribution, performance by educational
way organisations communicate internally
background, productivity rates and so on.
6
and this is making life for HR departments
3
11
The devil’s still in the details Clarke explained, “HR from a regional
that little bit easier and can bring
Keeping it visual
perspective adds complexity in terms of
considerable operational value.
Clarke highlighted the importance of being
details—different languages, different
able to move past just the visualisation of
currencies, different regulations and
Virtual collaboration
data on the dashboard i.e. a combination
policies, different time zones,
With collaborative tools, organisations can
of colour-coded graphs, charts, to a more
national holidays and
facilitate communication across the company
collaborative process with comment boxes
so on. Sometimes
and as a result staff can benefit from a quick
annotated to specific data points that enable
obtaining the right
and broad understanding of the facts and
clear and logical interpretation. Also by
information
issues behind the numbers. Clarke explained
allowing a toggle to the original underlying
in a timely
that a collaborative digital dashboard within
data further exploration can take place
manner
a management information system can be
thus providing a high level of interaction
can be
deployed on-premise or through a cloud
with the data for those authorised to access
the
and be accessed by different departments
it. He also explained how data could be
in different locations across a company. The
sliced in different ways to target relevant
dashboard enables collaborative input on
audiences and to present data relevant to
matters relating to KPIs, staff recruitment,
specific functions—from the sales team to
retention and composition, to name but
the finance department or hiring managers
a few, and although commentary can be
with each view containing a combination of
9
36 • HR MAGAZINE
HR TECHNOLOGY
12
biggest challenge for organisations across
effective global Employee Self
the region especially to answer those
Service platform (a.k.a. ESS)
one-line emails from head office. For
that is well thought through
example, issues to get like-for-like yearly
can benefit work/life balance by
comparison of headcount data (especially if
allowing employees to do simple
it includes partial headcounts on allocation)
tasks online and management
or at least being able to reconcile and
can benefit from having
explain HR costs across geographical
authorisation streams passed
boundaries for like for like roles. Gaining
directly to them for approval
access to small but ultimately important
that can even be executed
components of a larger task can prolong or
through mobile. At the more
foil otherwise straightforward dealings and
complex end the same can be
quite often time and money is lost.
achieved across geographies
This is particularly true in HRMS and
and has the added benefit of
payroll systems but a detailed approach to
key relevant data always being
software design can provide advantages.
available for reporting.”
For example a view of historical data like a
He believes that there is a
10
headcount sheet at a particular point in time
clear need for the market to
or the ability to input yet-to-be-effective
facilitate organisations on cloud
new policies into the infrastructure in
technology, plus security and
advance to streamline processes can save
vendors will need to enhance
time”. Therefore, advanced software
their customers’ understanding
technology is taking on an increasingly
of it as a beneficial delivery
important role when it comes to eradicating
vehicle together with its
those difficult areas of reconciliation and
investment benefits in order
enabling broader communication across the
for it to gain wider adoption.
board—from the HR department through to
There is probably a hybrid cycle
the financial team and broader management
of on-premise and cloud to go through.
within an organisation. He added,
Specifically, vendors should be able to help
“With it being so competitive out there,
in any process that crosses between on-
organisations want to increase the speed at
premise and cloud-based components so
can access is somewhat daunting to some
which they make things happen against a
that the best of both worlds can be achieved
organisations. However, Clarke confirmed
backdrop of a more efficient HR team and
in practice with detailed information perhaps
that there are systems in place to enable
this is where the collaboration of relevant
kept on-premise and non-detailed summary
employers to adopt the mobile device while
and specific data becomes vital and where
data held in the cloud. However this is not
maintaining data protection and avoiding the
technology such as online collaborative
clear-cut but perhaps where our mindsets
risk of unauthorised activity in or outside the
dashboards play a significant role.”
are at this point in time as in theory the likes
workplace. He explained, “Everyone is aware
of global vendors have far more financial
that collaboration and mobile is opening up
muscle and resource to secure a system than
doors and that Gen-Y is more technology-
According to Clarke, there are clear benefits
say a regional or local office. FlexSystem has
focused so there is a desire to make things
of deploying a collaborative HR system on to
been working with Cloud since 2012 with
work and collaboration doesn’t have to
the cloud to support global regional or local
global providers such as Microsoft Azure
be restricted to the desktop computer.
and Amazon Web Services thereby giving
The technology market is innovating and
business users a single, overall view of
there are many different suppliers who
workforce information and in-depth analysis
can offer solutions to ensure information
of employee data.
is shared in a secure way, whether that be
8
The cloud’s spotlight
2
initiatives as it can help companies
reduce costs while improving service quality and
compliance. “At one end in a simple
organisation an
Collaborative digital dashboard within FESA
5
HR management information system
1
via managing what content and web pages
Securing the future
can be accessed, even to the extent of
Future proofing any solution is not just about
installing GPS functionality to control what
cloud computing but also its intersection
information can be obtained depending on
with mobile. The explosion of smartphone
the geographical location of the user and
and tablet adoption in the enterprise world
to control specific times of access. Security
cannot be denied. Mobile initiatives have
is always an issue but as long as it evolves
popped up in almost every corner of the
in line with new technology and evolves in
business. It is becoming more popular in the
a way where customers can incrementally
workplace among Gen-Y, and a corporate’s
build, replace or extend current systems,
ability to control what information the user
the sky’s the limit.”
SUMMER 2013 • 37
HR FEATURES
38 • HR MAGAZINE
EMPLOYEE WELLNESS
Motivation minefield Are your employees in the mood for work?
When it comes to personal preferences and
less proud of their employer compared with
motivating factors, everyone is different,
workers worldwide. Jean Baptiste Aloy,
ebb, the number of employees that admit
right? Research carried out by global
Senior VP of Employee Research at IPSOS
they are on the lookout for a change is in
research group Ipsos seems to suggest
Hong Kong commented, “Based on employee
line with the rest of Asia and the world: 18%
that, when it comes to understanding your
research scores, people are not very proud,
in Hong Kong plan to leave their current
workforce, first understanding their culture
not very loyal and are not in the mood for
employer, 17% in Asia and 20% worldwide.
and background is a necessity.
much, but there is obviously more to it.”
A similar percentage in each geography is
Office culture
Work/work balance
No one is saying that within a certain culture
Hongkongers work the longest hours in
reside only a carbon-copy set of clones,
APAC. A Hudson Hong Kong report found
The Asian challenge
but rather that matters such as leisure,
that over 50% work over 50 hours per
When compared to workers globally, Hong
trust for authority, need for job security
week. Add to this an extremely high level of
Kong workers tend to be less aligned to
and employee expectations tend to be
productivity growth—3.4% on average over
company culture and less confident about
ingrained upon individuals throughout their
the past 10 years compared with 1.4% in the
management and company decisions.
upbringing. So, while not every Englishman
US, 0.8% in Germany and 3.1% in Taiwan—
When it comes to corporate strategy, only
may expect to be, or put up with being,
and it is clear to see that expectations for
50% feel the company is moving in the right
in work from 9 – 5, five days a week, they
productivity per worker are increasing
direction. Aloy observed that, “In Hong
will perhaps at least have the notion that
exponentially. Aloy alluded to the Gen-Y
Kong you only have half of the people saying
this is the work frame upon which to base
workers of Hong Kong, their following of
that they endorse the strategy.” While this
their expectations. Likewise, in Hong Kong
the trend to stay late in the office—working
is roughly in line with the global response,
natives’ work-mad, security-conscious
late for the sake of working late, and their
for any corporation this highlights a major
mindset, clocking out at five, regardless
particularly high level of demotivation.
hindrance to true organisational reform and
of whether the boss has left the office yet
With employer expectations like this it is no
improvement. If its workers do not support
would—in some, not all, cases—result in an
wonder that they tend to hop from job to job.
a company’s vision then how can customers
While motivation in Hong Kong is at a low
planning to change job, but stay within the
outbreak of hives. IPSOS’ latest findings show that
same company.
be expected to do so? Critical culture
Aloy added, “Only 39% of workers in
employee motivation in Hong Kong is
With the multitude of ratings received in
Hong Kong would recommend the products
amongst the lowest in the world—a little
preparation for the Ipsos study, cultural bias
or services of their company to their family
over a third report feeling motivated in
needed to be factored in. Aloy commented,
and friends, you absolutely need to start
their current position. This is not simply an
“Hongkongers are hard raters.” Observing
with managers to change this.” He advised
Asia-wide tendency—when compared with
the voting style of Hongkongers has shown
that raising loyalty is not necessarily the
the average score of every other country in
that they are loathe to award top marks,
task at hand per se, as even this without
the world, Hong Kong’s employees are 25%
perhaps reflecting the society’s constant
high motivation will undoubtedly result
less likely to report being motivated, when
strive for perfection. When comparing the
in employees leaving. To retain the best
compared with Asia as a whole, Hong Kong
OpenRice reviews for one of Asia’s top ten
staff, Aloy endorsed alignment; ensuring
employees are still 21% less motivated.
restaurants—L’Atelier Hong Kong—with
that all are aware of and trust the corporate
restaurants owned by the same acclaimed
strategy, although, “There is no single
Itchy feet
French chef, Joël Robuchon, on similar online
recipe for success in term of retention.” At
With the situation in Europe and North
food rating websites in the UK and US, this
the point of employment it is important
America improving at a steady but hardly
tough approach is clear to see. While in both
to attract the right people, not many
breakneck rate, their employees are showing
London and Las Vegas, Robuchon’s eateries
people. An employee that is well aware of
a high level of loyalty, keen to retain their
score 4.5, L’Atelier achieves a score of just
a company’s culture and direction before
security through the uncertainty. The local
4.2. Assumedly 4.2 is as good as it gets for
they decide to join is less likely to jump ship
sentiment is quite the reverse, Hong Kong
Hong Kong reviewers. When Ipsos ‘models’
within a few months feeling disillusioned.
workers were found to be less loyal to and
its findings, accounting for and removing
Aloy quipped, “It is possible to ‘sexify’ jobs,
less proud of their workplaces; 12% less
cultural bias, many Asian countries go up
but there is a limit!” Do not overpromise
loyal than other workers in Asia, and 18%
slightly in terms of satisfaction.
something that cannot later be delivered.
SUMMER 2013 • 39
EMPLOYEE WELLNESS
HR Burn•out
bərnˌout
noun
physical or mental collapse caused by overwork or stress
Work Burnout Screener If you answer ‘yes’ to the majority of the below questions, you might be experiencing
Burnout is common among people in positions that have a high degree of dedication to their work, high performance expectations and those engaging in psychologically draining workplace scenarios. Sound like HR? From time to time most in HR experience a lack of energy, feel run down, a little depressed or perhaps even angry—but does this really equate to being burned out?
burnout at work. •
Do you frequently feel frustrated at work and feel better after you leave?
•
Do you frequently feel like you are not accomplishing anything, despite working very hard?
Workloads mean burnout
Cost of burnout
Stress remains an unavoidable part of
In organisations that fail to address the issue
everyday life and the damage that workplace
of burnout, and frown upon extended work
stress can bring to staff health is well
breaks for employees, recovery from burnout
documented—but it can be reduced and
can then range from staff ‘needing’ to take
prevented to a certain degree. In contrast,
extended vacations, to absence from work
burnout is a chronic form of stress that in
for health reasons and associated healthcare
view of its long-term nature can eventually
costs. All of this then has a huge impact not
become disabling. According to Dr Chez
just in terms of individual staff members, but
Cristiano, OD Director, Organisational
on the organisation as a whole.
•
Is your tolerance level for problems frequently lower than usual?
•
Are you frequently drained of energy at the end of the workday?
•
Does it take you an unusual amount of time to recover from your workday?
•
Development Consulting, burnout has
When you wake up, do you dread spending another day at work?
significantly increased over the last five
Identifying & avoiding burnout
years due to the increase in workload to
A work burnout screener was recently
employees, thanks to downsizing.
designed by Dr Cristiano to help workers
you cannot accomplish much outside
realise if they really are experiencing
of work?
Keeping workplaces healthy Citing the growing burnout problem in the
•
Do you feel so drained of energy that
burnout in their workplaces. Dr Cristiano advised those who think they
•
Do you frequently stay after normal
US, Dr Cristiano commented, “It doesn’t
might be experiencing burnout to seek the
work hours and/or bring work home
help that people at all levels of the corporate
help of medical professionals such as a GP
with you?
world in the US are afraid to lose their job
MD and/or psychologist to help determine
while on vacation, so they only take three-
whether this is in fact the nature of the
day weekends for a brief getaway and break
problem. A plan of action should be created
from the office. In order to fully recharge,
and implemented as soon as possible to
people should be taking their normal full
limit the potential problems. He concluded,
vacation on a yearly basis.”
“It is important to learn how to manage
year since you took a single vacation of
stress better, in order to avoid burnout. This
at least 2+ weeks?
In contrast to the US, employees in
•
Do you socialise less than you used to due to a lack of energy?
•
Has it been an extended period of 1+
western Europe usually enjoy vacations that
can be accomplished in a variety of ways
are twice as long as the average vacation
like regular exercise, eating a balanced diet,
taken by Americans. Dr Cristiano added,
yoga, meditation, acupuncture, limiting
“One might think this some silly socialistic
caffeine or caffeine-like substances,
indulgence, but it is actually a very smart
allowing for some down time, listening to
move on the part of corporations and
music and humour. Remember, you cannot
for the worse in the last three to six
society that helps organisations and
escape stress, but you can learn how to
months without a clear explanation
employees stay healthier.”
manage it and prevent burnout.”
from a medical exam and tests?
40 • HR MAGAZINE
•
Do you frequently feel helpless with no way to escape your current situation?
•
Has your physical health taken a turn
Work Burnout Screener Copyright © 2012 by Dr. Chez F. Cristiano
HR FEATURES
Top tips towards work focus The latest research into self-control from the School of Business at The University of Hong Kong suggests that individuals are the best managers of their own potential distractions—neither HR nor restrictions imposed by the IT Department will be as effective. But by offering training, HR can help individuals learn why and how to better focus and help achieve goals. Doctoral candidate Sander Paul Zwanenburg explains the findings further, with tips from the White House on how to spend decision-making energy wisely.
Demands on attention
is depleted, we cannot control ourselves
Distractions at work are more pervasive than
anymore: we become more impulsive, acting
• Abate your alerts. By switching off the
ever before. Not only our PCs but also our
out what comes straight to mind, rather than
notifications that do not need your
smartphones and tablet computers constantly
following goals or plans. When we take rest,
immediate attention, you do not need
grab our attention with incoming messages,
we replenish energy. This is why it is at night
to resist the temptation of promptly
the latest software updates and news from
and not in the morning when people break
responding to them, saving self-control
social networks. Notifications keep people
their diet or commit more serious sins.
energy. If you would not have resisted
from focusing on their task, but many people
This theory predicts when focus on work
also distract themselves by suddenly turning
is a struggle. For example, if you make
their attention to what is new online.
many conscious, thoughtful decisions in
The danger of distractions is in not
the morning, making many more in the
anyway, you save time by attending to tasks consecutively. • Routinise recurring activities. Going
getting the work done, which can be very
afternoon is harder. You are more likely to
to the gym in the early morning is
frustrating. This danger looms even when
make these later decisions without much
perhaps something to make a regular
the distractions are work-related. Workflow
conscious effort, or push them to tomorrow.
plan for, rather than deciding every
experiments have shown that frequently
Similarly, a gamer on a diet may resist
morning. With positive habits you save
switching between tasks—multitasking—
eating a birthday treat, but as a result, the
more energy for the decisions that
may feel productive, but always costs more
temptation of playing a game later that day
need it most.
time to finish; 50% longer, compared to
in the office can become irresistible.
attending to tasks consecutively.
• Delegate the details. If you passionately Tips for top performance
lead a team, chances are you are involved
The muscle of self-control
This insight teaches us two lessons for better
in the more detailed decisions, but this
Fortunately, research on self-control can offer
concentration at work. First, take sufficient
can come at the cost of your energy for
some help to achieve better focus. Decades
rest to fully replenish your self-control
the big picture. If you become stressed
of experiments and surveys have gradually
energy. For instance, if you want to work but
about important decisions, consider
revealed the inner workings of self-control, or
you cannot focus, spending twenty minutes
delegating trivial decisions to your team
our ability to override our impulses. This insight
on a nap is a better investment than spending
members.
has had major implications for theory, but has
the same time wandering around the web.
great potential for practical use at work as well. Psychologists have found that self-control
The second lesson is to spend your self-
• Regulate your own web restriction.
control energy wisely. Spend it on things that
If certain websites are particularly
works like a muscle. Like using a muscle,
deserve it. Having many important decisions
distractive to you, software can help you
controlling an impulse consumes an amount
to make, Barack Obama applies this lesson to
stop visiting these online places when
of energy. Coping with stress, resisting
the extreme—he tries not to decide what to
you want to work. After a while, you get
temptation or deciding based on goals rather
wear or eat anymore to fully focus on his big
used to this restriction, and do not even
than habit or intuition all require the same
job. This goes a little far for many people, but
think about going there anymore—again
type of energy. But we only have a limited
there are many more practical tips for wisely
saving energy.
pool of this self-control energy. When it
spending energy:
SUMMER 2013 • 41
EMPLOYEE WELLNESS
Transnational employee insurance Global workforces highlight need for HR to find appropriate insurance
HR has seen multiple metamorphoses
Transnational HR
goals for themselves, every person who is
over the years, not the least of which
Today, things are very different and
insured through the brokers and agencies
has been as a consequence of the
organisations that operate globally are
that we work with can expect a superior
globalisation of business. When
labelling themselves ‘transnationals’
experience when receiving healthcare
business first started going global, most
with a devolution of power away from
coverage. Pacific Prime exemplifies this
adopted a traditional colonial-style
the headquarters and instead towards
commitment to customer service excellence
approach to expansion. Trailblazing
local markets. HR is now faced with
and we are happy to have them setting the
managers were often sent out from the
the challenge of having to marry
mark for others in the industry to strive for.”
‘motherland’ headquarters to establish
global corporate initiatives with the
‘colony’ companies in different
idiosyncrasies of local business landscapes
Leading the insurance pack
regions around the world. Later, the
and their associated talent skill sets. HR, in
Quality insurers recognise that every HR
multinational approach became more
embracing such globalisation, increasingly
manager and organisation they work with
popular—with organisations rolling
has to push talent around the world in
has different needs when it comes to
out carbon copies of ‘motherland’
order to get jobs done in time and on
insurance, and the importance of being able
operations in regions around the world
budget—forming a constantly mobile and
to quickly identify their needs and offer
where they conducted business.
much more ephemeral global workforce.
them insurance plans that best suit these needs is critical. There is a shortlist of things
“With Asia being the area of the world that has perhaps fared the best following the Global Financial Crisis, we are seeing a high number of organisations targeting China and other nearby countries to do business in.”
42 • HR MAGAZINE
Global workforces vulnerable
that will determine how good an insurance
Managing these global workforces is no
distributor is—with marketing and customer
mean feat, and by their nomadic nature they
service being critical. Neil Raymond, CEO,
are more vulnerable to global epidemics
Pacific Prime commented, “In the past
and more liable to be involved in situations
year, our marketing team has grown
that require medical assistance around the
considerably to keep up with the demands
world. Continually moving talent across
of a highly competitive marketplace
borders means HR now has to ensure
and the evolution of how people find
multiple safeguards are in place to ensure
insurers online. On the customer relations
that workers are able to work legally and
side, we continue to focus on having a
safely in different workplaces around the
knowledgeable staff that can provide top-
world. A critical aspect of this is the need
notch advice to every customer.”
to ensure staff are effectively covered with appropriate medical schemes. As trade continues to cross borders,
China—insurance hotspot Bupa International only entered the
international medical insurance has seen
China market in 2010, and ever since has
a dramatic rise in importance. But, amidst
seen APAC continually grow in terms
growing competition in this sector, how
of business significance. Bond added,
can HR measure the effectiveness of
“Naturally, along with this we are also
different global insurance providers? Bupa
building stronger partnerships with
International may have the answer. The
brokers and agents in the area.”
organisation analysed over 3,000 different
Raymond concluded, “With Asia being the
global insurance intermediaries and looked
area of the world that has perhaps fared the
at factors including scale of business
best following the Global Financial Crisis, we
operations, number of clients serviced and
are seeing a high number of organisations
provision of ‘first-rate customer service in all
targeting China and other nearby countries
aspects of the insurance process’. Among the
to do business in. That means more local
3,000, Pacific Prime received the coveted Top
employees for foreign companies and more
Global Distributor Award for 2012-2013.
expatriates moving to Asia from abroad—all
Ray Bond, Head of Sales, Asia Pacific, Bupa
of whom need insurance. I believe that many
International explained, “Bupa International
of the world's insurers are taking note of
has the highest expectations for our
these trends and vying for a larger piece of
partners, and by driving them to set higher
the Asian market.”
HR FEATURES
Discover Your Talents To help you and your organization reach your full potential, we apply psychological principles to understand your business practice, to discover your employees’ true motivators, and to formulate a strategy that inspires performance.
Germany l Hong Kong l United States l Brazil SUMMER 2013 • 43
www.atrain-apac.com
HR TRAINING
Fostering innovation in complex organisations To create innovative output, organisations need more than innovation strategies and systems. True innovation capabilities emerge when highly competent individuals work together in an organisational culture that enables creativity. Building both the innovation capabilities, as well as the culture to support it, is a key task of HR. It starts with identifying who your current and future innovators are and enabling them to develop critical competencies.
The role of HR in 21st Century innovation
and development and their actual degree of
alongside HR departments, can convince
With increased global competition and
innovation success. It takes more than that:
others by creating a desirable vision, ensuring
accelerated technological change, innovation
the organisation needs rare resources—
they see how the innovation can contribute
has become a matter of survival for many
particularly know-how, talented people and
to this vision. On the meta-level of creating
organisations. HR plays a decisive role
a unique way of combining these resources
an innovation culture, leaders set the tone
to make the necessary changes happen.
into effective problem-solving strategies.
for experimentation, learning, and personal
Organisations need to be able to constantly
This revolves around nurturing a strong
development. They challenge their employees
advance, rethink, or even reinvent their
innovation culture through which true
intellectually, provide them with the freedom
products, services and processes. Much
innovation capabilities can be built. Unlike
to work on creative ideas, give feedback and
of the progress of the 20th century relied
most technologies that can be copied by
empower them to take calculated risks.
on the ability to produce better quality
your competition, this deeper ability to
products at lower cost. For the 21st century
constantly innovate can truly differentiate
implementation phase most innovations are
this has changed. In recent decades western
your business and is difficult to imitate.
handled as projects. This modern form of
countries have moved a considerable amount
Project Managers: during the
organisation is very flexible, but at the same
of their production capacity to developing
Innovation processes—key individuals
time creates its own challenges. Usually the
countries, especially in Asia. Thus western
Building innovation capabilities begins
team members have a day-to-day job in
economies have to fill the void by creating
with HR and the organisation’s leaders
their department in parallel to the project,
more cutting-edge technology, faster.
identifying current and potential
and the project manager has no formal
innovators. Research has long-emphasised
authority in the team. Therefore, project
the manufacturing-orientated developing
the importance of competent and passionate
managers need superb skills to facilitate
countries. There are more and more
individuals to drive innovation projects
groups and build a trustful relationship with
indications that in mainland China the
against obstacles and resistance. Innovators
each team member. This trust will earn
new administration will gradually shift
not only help make single innovation
the project manager the credit to lead in
the economy’s focus towards high-tech
projects successful, they can also be the
the rough waters of crisis and temporary
industries—creating increased need for
nucleus to help transform an organisational
failure that most innovation projects need
innovation in China and throughout APAC.
culture into an innovational culture. With
to pass. Project managers profit from well-
their passion, skills and visibility, they are
developed intrapersonal coping mechanisms
powerful role models and multipliers.
that allow them to stay optimistic and
The picture also starts to change for
Strategic change via HR innovation Organisations face significant challenges
Leaders: the leaders of the organisation
action-orientated.
when trying to successfully manage
have the power and formal authority to
innovation. Having a generous budget,
support creative ideas and innovation
knowledge, experts develop creative ideas and
an innovation strategy and formal
concepts. These leaders are the advocates,
assess existing ideas for their potential. These
innovation systems in place is often not
influencing others to support the new
experts solve complex technical problems during
enough to produce an innovative output.
concept. Managing stakeholders is of crucial
the process. When working with generalists,
Some research suggests that there is no
importance, as is the ability to recognise
the experts need to be able to communicate
correlation whatsoever between the amount
who still has concerns and opposes the
technically sophisticated issues to the non-
of money companies spend on research
implementation. Innovative leaders,
experts in simple, comprehensible terms.
44 • HR MAGAZINE
Experts: relying on their technological
HR TRAINING
This article was written by Benjamin Schültz, Senior Consultant of atrain GmbH with offices in Germany, Hong Kong, US and Brazil.
Case study Developing & identifying innovators
Equipping innovation enablers
In subsequent training sessions, the project
In a recent research project funded by the
Taking an example of an organisation which
managers worked on their skills around
German Federal Ministry of Education
produces premium home entertainment
leading developmental teams. Training based
and Research, atrain developed and
products—project managers played a crucial
on real-life situations was used, for example
evaluated an approach to identify and
role in the company’s innovation culture.
difficult conversations with team members
systematically develop potential innovators
Each of the project managers was responsible
or facilitating conflict in team meetings. It
in organisations. Individuals were equipped
for five to ten innovation projects, which
turned out that the most effective part of
with the competencies needed to overcome
were mainly new product developments.
those trainings was the critical feedback that
obstacles in innovation processes. The
Several projects in the previous years,
the project managers gave to their peers
fostering of a culture of innovation was
however, had not produced expected results.
based on realistic role plays.
enabled by the company, which often
atrain’s analysis revealed that some of the
includes a significant amount of reflection
projects were characterised by too little
into daily work, the project managers
and modification of one’s own attitudes and
collaboration between departments, conflicts
facilitated team meetings with their actual
beliefs. As a first step, awareness of own
in the project teams and not enough critical
project teams whilst the trainer acted as
strengths and areas of development is key
thinking and creativity in the development
coach. On a second level of intervention
for the participants.
process. The project managers, while being
atrain supported the project management
To build competencies, a mixture of
strong on the technological and content side
department to develop a stakeholder map to
workshops, mentoring and coaching was
of their projects, lacked competencies around
better include important senior leaders from
utilised. Innovators are highly intrinsically
facilitating diverse teams, influencing people
different parts of the organisation into the
motivated and therefore profit most from
and creating motivation and enthusiasm.
project work.
learning environments that are rich in
A questionnaire, sent to over 100 team
To promote the transfer of points learned
After six months, in a post-project
possibilities to learn hands-on. To ensure
members and other stakeholders of the
evaluation, the participants were highly
that the enhanced innovation competencies
innovation process, helped visualise
satisfied with the programme. The majority
take effect, organisational structures
different dimensions of problem solving and
of the project managers had made progress
and processes have to be revisited and
collaboration in the projects. Feeding back
on important dimensions of innovation-
modified, if necessary. Fostering innovation
the results to the project managers helped
related behaviour, despite adverse
capabilities affects the entire organisation
create awareness for areas of improvement.
economic conditions.
and therefore needs genuine buy-in from the leaders. Once an organisation is ready to accept those challenges, substantial
Want to share your thoughts about something you read in this article or ask futher questions
progress towards a highly innovation-
relating to talent management/organisational development in Asia?
focused culture can be made.
Email: question@atrain.com and atrain will answer them.
SUMMER 2013 • 45
HR COMMUNITY
People in Energy East HR & Talent Roundup from Management Summit for the Oil and Energy Industry in APAC and the Middle East
Energy is one of the most powerful sectors in the global economy—six of the top ten biggest companies in the world are oil and gas companies. However, as shortfalls of high and lowskilled workers continue to fuel the war for talent within industry across Asia and the Middle East, never has there been a more important time for HR practitioners to focus on recruiting, retaining and developing tomorrow’s talent to ensure the continued flow of adequately skilled professionals.
Puan Raiha Azni Abdul Rahman, Vice
Kenneth Rediker Ph.D, Former Director,
President Human Resource Management
Management Development, Saudi Aramco
Division, PETRONAS Topic: Accelerating the development of Topic: Building own timber—A shared future
High Potentials—The needs and challenges for leaders and organisations
Opening the two-day summit, Rahman shared insight into the human capital
How do you identify high-potential talent?
philosophy of Petronas and how it
Who are they? Where are they and why
translates into recruitment, capability
do you need them now? These were the
and succession planning. Overcoming
questions posed by Rediker, who explored
the global talent war was at the heart of
the challenges of what attributes matter most
Rahman’s presentation. She explained
when it comes to identifying high potential
the strategic steps the company has
leaders. Is experience, past performance,
This year’s People in Energy East Summit
taken to build its ‘own timber’ since
education, formal assessment results or senior
brought together some of the region’s
1974, including boosting hiring of young
management judgement most important?
most senior HR management executives to
executives, establishing the Universiti
Forbes Asia’s feature Asia's Women In The Mix,
tackle real-world workforce issues that are
Teknologi Petronas (UTP) in 1997 and
2013: The Year's Top 50 for Achievement In Business
impacting the bottom line of organisations
sponsoring 400 local school children in
ranked energy, ideas, charisma and clout as the
within the oil and gas industry across
an attempt to nurture the next generation
most desirable qualities in its ‘twelve women
the globe. Offering insight and practical
of talent. Rahman also tackled issues
to watch’. Identifying what matters most in
sessions, the two-day event addressed the
relating to the attraction, retention and
candidates is an educated guess when looking
latest strategies in recruitment, leadership
development of Generation Y and the
7 or 8 years ahead and choosing whether to fix
development, learning, organisational
importance of long-term growth and
the low performers and low potentials, or focus
capability, engagement and retention that
development, concluding, “If you’re
energy on HiPos is a dilemma. Rediker shared
aim to drive increased productivity and
looking for dollars and cents we may not
Saudi Aramco’s strategies on how to identify
business excellence in the energy markets
be the choice for you, but if you’re looking
and develop them, “Identifying HiPos alone
in Asia and the Middle East.
for growth and development then we’re
isn’t adequate, if we want to demonstrate ROI
the place for you”.
on HiPos then development of them is critical.”
46 • HR MAGAZINE
Malaysia • HR COMMUNITY
Joe Chalouhi, Senior HR Director Middle East
with people and getting the best out of them
Adele Bernard, Head of Cloud Marketing for
North Africa, Turkey & Pakistan, GE Energy
is an organic process almost like farming
Asia Pacific and Japan, SuccessFactors, an
where you need to nurture them. “When
SAP Company
Topic: Coaching & mentoring—Driving a
it comes to innovation and building good
culture for superior performance
pioneering solutions and integrity, honesty
Topic: Shortage of skilled labour—
and openness, real leadership is about
McKinsey predicts the war for talent will go
“People are different and one style of
walking the talk and living the values,” he
nuts by 2020
management does not fit all.” This was
explained. A leadership programme must
at the heart of Chalouhi’s presentation,
mirror the core values of a business and
Lack of critical competency creates capacity
which addressed the importance of
companies not only need to know what they
bottlenecks and prevents organisations
catering for the demands and needs of a
have delivered to their teams, they also
from performing crucial tasks and the war
multinational, multigenerational pool of
need to look at how they have delivered it. A
for talent will ‘go nuts’ by 2020, according
talent within the oil and gas industry. As
360° analysis is important in order to obtain
to Bernard. The scarcity of high- and low-
workforces become more transient, more
sufficient data and, for leadership training
skilled workers will have a huge effect on
transnational, and more ‘Gen-Y’, the task
to work, a strong framework is key.
how HR practitioners will go about their
to attract, retain and develop top talent is
recruiting. Taking Malaysia as an example,
becoming ever more challenging for HR.
she explained that the oil and gas industry
“Get to know your teams, get to know
Dinesh Chelvathurai, Chief Learning Officer,
will require over 40,000 skilled workers by
their diverse culture and backgrounds
Scomi Group
2015; a tall order for HR teams in the region.
and get to know what they really want,”
Recruitment has become complex and—with
was Chalouhi’s advice. He stressed
Topic: Developing a talent management
300 million job seekers every day beginning
the importance of building trustful
programme within your organisation—
their hunt using a search engine, and 90%
relationships and investing in modern
How Scomi Group did it
of candidates not applying for jobs they see
and effective coaching and mentoring to
on job boards the first time—companies
ensure talent is nurtured in the long-term,
“By 2020, leaders will have to cope with
must move from reactive to proactive mode
whether that is for the baby-boomers or
the tantrums of five generations and it’s
in order to ensure supply and demand are
the Gen-Ys of an organisation.
not going to be easy.” This was the core
met and they must adopt engaging, online
message of Chelvathurai’s presentation.
strategies to entice top talent.
He went on to explain that, by this date, Dave Reed, VP Business Efficiency, Senergy
more than 50% of the working population
International Sdn Bhd
will be ‘Gen-Yers’ and how having to deal
Jatinder Peters, Former Head Delhi Office
with the challenges of this demanding
and GGM (HR)—Chief Corporate Affairs,
Gary Miles, Director of International
generation—when it comes to gaining
Oil & Natural Gas Corporate Ltd, Secretary
Operations and Associate Relations, Roffey
rewards, achieving a healthy work-life
of Petrotech & Vice Chairman at National
Park Institute LTD
balance and maintaining engagement—are
Institute of Personnel Management
all things business leaders will need to Topic: Leadership development in a
consider. Times have changed and while
Topic: Bridging the gender gap—Attracting
technical organisation—The partnership
those working within the industry were
and engaging women professionals
between Senergy and Roffey Park
once happy to ‘up’ their lives and be posted abroad with their partner in tail,
“A woman is like a teabag: you cannot tell
“Managers are often so busy cutting down
there is now the ‘dual career’ issue where
how strong she is until you put her in hot
the trees they can’t see the forest, leaders
men and women alike are committed
water,” Peters explained as she shared
climb the tallest tree and shout down,
to their jobs and not as flexible as they
insight into the proportion of women on
‘We’re in the wrong forest’.” This was the
once were. Building relationships with
boards across the globe. She believes that
powerful analogy used by Reed to convey
employees is fundamental to being an
the oil and gas industry as a whole has not
the importance of aligning leadership
effective leader, Chelvathurai advised, as
been highlighting career prospects and the
style with an organisation’s long-term
he stressed the importance of tailoring a
linkage between the industry and academia
objectives. He explained that companies
talent management programme to fit the
is largely missing. Today, integration is
and people development programmes are
cultural needs of a country and aligning HR
the name of the game and she explained
built on an element of predictions about
strategies with the business needs of the
the need to not just recruit and retain
the market, but in fact the future cannot be
company, something that the Scomi Group
staff, but also the need to re-equip them
predicted. Therefore, the process of dealing
is striving to achieve.
with skills required for the industry. She
SUMMER 2013 • 47
HR COMMUNITY • Malaysia
“A brand should be true to itself from whatever perspective you see it...”
Sanjay Singh, Director Human Resources,
the organisation has several offerings to
Cairn India
meet the need of a multicultural workforce, spanning from mentoring and on-boarding
Topic: Making the difference—
programmes, e-learning on environmental
Constructing a solid employer brand
awareness and office safety, lunchtime sharing sessions, employee internet
“A brand should be true to itself from
accessible from around the world, employee
whatever perspective you see it,” explained
stock options schemes (ESOS), seafarers
Singh, as he shared his insight into the
blogs and complaint channels, to name but
fundamental elements of successful employer
a few. Balan summarised, “We don’t hire
explored issues such as the need to keep
branding. A new recruit will decide whether
based on cost, we hire for talent, we hire
women in touch with technical advances
they will stay with or leave an organisation
for skills and these strategies allow us to
while they are on maternity leave, the need
within the first two days of their employment,
empower our people.”
to assign mentors, facilitate and evolve
therefore the essence of an organisation
existing gender roles and overcome practical
should be genuine from the inside out as
problems in order to accelerate women to
much as the outside in. Organisations must
Rohit Zutshi, Head of Human Resources
the top and raise their professional status.
be distinctive in order to attract and retain the
Asia, Gazprom Marketing & Trading
best talent in times of shortage and this does not have to be complicated. Building a brand
Topic: Leveraging experienced
Sarah Bass, Head of HR Asia Pacific,
around a core set of values and objectives is
professionals for training initiatives—The
GL Noble Denton
the best place to start and if these are solid
development of formal knowledge transfer
and true and established from day one of
programmes
Topic: The business case for employee
employment, a company stands a far better
engagement and monitoring its effectiveness
chance of developing its people and growing
The oil and gas industry depends upon
its business.
experience and how mature, experienced
“What is employee engagement?” Bass
professionals are used by HR within an
asked, “It means something different
organisation in order to coach and mentor
to each company, but it isn’t about
Madhusudanan Balan, Chief Talent Officer
new talent is vital, explained Zutshi.
spending huge amounts of money, it’s
(Vice President Human Resources),
Transferring knowledge and learning from
about engaging employees and getting
Bumi Armada
experience from generation to generation
them to stay—as simple as that.” Most
is core to Gazprom’s talent development
organisations now invest time in finding
Topic: Navigating towards rapid growth
strategy and putting an expert from the
out what their employees think about the
through talent management
business at the head of L&D can encourage
business and the direction in which it is
this. Filling the talent gap is another tall
growing as part of their strategy to engage
“Employer branding and employer promise
order for HR and overcoming the war
staff, as engaged employees understand
is vital,” explained Balan. “When people
for talent poses several challenges for
the business. She explained that having
come from different backgrounds it’s
businesses in the sector, especially with
employees and the organisation working
important to know if the company is what
economic, political and environmental
in tandem is good for business and for
they expected it to be.” He explained the
issues thrown into the mix. Engagement,
people. Using case studies to bring theory
steps the company has adopted to reach
talent development and career progression
to life, Bass explored the key steps to
its goal of doubling the business in the
is what employees are looking for and with
the employee engagement cycle, whilst
next three to five years and what needs
competition rising within the limited talent
stressing the importance of instilling
to happen with talent management in
pool, management mantras must align to
credibility, respect and camaraderie
order to achieve this. Among its 2,000
these desires in order for companies to
among employees.
employees from 25 different nationalities,
retain their people.
48 • HR MAGAZINE
Hong Kong • HR COMMUNITY
Enneagrams —success in HR and life The International Enneagram Association
Sweet, blind and hot spots
Key uses of Enneagrams
(IEA), a non-profit organisation promoting
Each type has a sweet spot—an intuitive
• individual applications—to help people
the value of the Enneagram, recently held
perceptual edge with a corresponding
a weekend get-together at The University
behavioural competence that contributes
of Hong Kong. IEA China, who hosted the
to interpersonal relationships and team
two-day conference, aims to promote the
performance.
ethical use of the Enneagram for personal
analyse themselves; • psychological applications—to help diagnose different personality types; and • business applications—to help build
Conversely, each type also has a blind
more effective and functioning teams
and community growth throughout APAC.
spot—those parts of the self and world
The series of workshops focused on the
that may not be seen clearly because the
design and use of Enneagrams—both in the
interests and concerns of that type point the
Why should HR use Enneagrams?
workplace and in everyday life. Attendees
individual in other directions.
In terms of assisting HR, Enneagrams can
included coaches, social workers, HR
Each type also has a hot spot, an area of
professionals and people simply interested
vulnerability that is triggered when what
in personal development.
is important to that type gets discounted.
and enhance leadership skills.
be used to: •
and what job functions they are best
Accordingly, each type then deploys Ennea-what?
defensive strategies to try to stop the person
The Enneagram system of personality
from getting hurt.
types has numerous applications and aims
ascertain different employee types suited to;
•
look at sweet spots that different characters have and what they can best
At the conference, Dr Jerome
contribute to a group; and
to enhance understanding of nine key
Wagner, Ph.D. a clinical psychologist,
personality types. The name Enneagram
psychotherapist and consultant from
they look for, what their vision is,
means ‘drawing of nine’ and is derived from
Chicago explained the Enneagram and
what they are happy to contribute to
two Greek words: ‘ennea’ meaning ‘nine’
the nine personality styles. Introduced
the world, what they value and what is
and ‘gram’ meaning ‘drawing/figure’.
to the Enneagram system in 1971, Dr
important to them generally.
The Enneagram is a nine-point diagram
•
identify type-alike groups to see what
Wagner was among the earliest students
inscribed in a circle. The meaning of the symbol
of the Enneagram in the United States
itself, together with the personality types
and pioneered formal research studies in
organised around the nine points, conveys a
the field. He constructed an Enneagram
system of knowledge about nine distinct but
inventory—the Wagner Enneagram
interrelated personality types, or nine ways of
Personality Style Scales (WEPSS)—which is
seeing and experiencing the world.
a recognised psychometric assessment tool.
Each personality style has resourceful
Dr Wagner traces the origins of the
self-enhancing features which can become
Enneagram back to: the Bolivian, Oscar
non-resourceful and self-defeating if used
Ichazo—who claimed he achieved insight
excessively or exclusively. The idea is to
into mechanistic and repetitive thought and
identify what ‘type’ you and your staff are
behavior patterns in 1954; the Armenian,
and then find ways of more effectively
George Ivanovich Gurdjieff and the Chilean
managing each personality type.
psychiatrist, Claudio Naranjo.
SUMMER 2013 • 49
HR COMMUNITY
9.50 – 10.25 9.10 – 9.50 Debbie Cross
Global Director of Talent, Shangri-La International Hotel Management Ltd. Mukta Arya
Head, People and Talent Development, Human Resources, Asia Pacific, Societe Generale Topic: What works and what doesn’t—best practices in graduate recruitment and potential minefields to avoid Gordon Zeilstra When recruiting graduates effectively, Arya stressed the importance of identifying the company’s objectives and clearly
Global Director of Product Strategy, SuccessFactors
communicating this to the right people. She said, “Sometimes people get out of the loop with the rest of the group, and
Topic: Are your new hires making an impact on your business?
[sometimes] they’re the ones hiring.” When you have decided what your company wants and where it is going, think of what
How can you identify the best talent when faced with a target
you will need to get there. Recruiting, especially recruiting
to hire over 200 graduates for the corporate trainee programme
graduates, is not just something for tomorrow.
in 2013? According to Cross, outsourcing is sometimes the right
Arya asserted that the company’s drive to locate and recruit
move and the organisation has partnered with two search firms
university graduates is a well-thought out strategic move. She
to source the best talent. Finding candidates whose values
said, “It is an investment, we’re not just buying talent.” The
and attributes align with the company’s culture is central to
company recognises that the graduates they recruit are a major
this particular search which involves recruits taking part in a
asset to the business in its quest to add to the graduate pool,
16-month training programme in the hotels and attending a
using them as student ambassadors in key Asian universities to
training academy to gain experience.
function as mentors to future hires and being a communicative link during the long selection process. As part of the recruitment process, graduates are sent on an
Cross went on to explain, “With over 9,000 application a year, filtering talent can be a challenge but we have come a long way in terms of how we short-list and select the right
overseas excursion to allow them to network with peers and
candidates to a more manageable number.” This is done
remind them that they’re joining an international company
through a combination of online applications and assessments,
that will invest in them and expand their horizons. They also
which looks for natural attributes and competencies, and a
are given soft skills and technical training. Regardless of the
fast-paced, face-to-face competency based interview process
global economic situation, Societe Generale will continue to
with students on campuses, whereby successful candidates are
run the initiation trip as a sign of its consistency.
selected on the day.
Arya commented, “Young graduates are ambitious and
Can the online assessment determine whether candidates
want a lot in a short period of time. Our recruits are given
have the right attitude for the organisation? Cross confirmed that
more attention as they are the ‘crème de la crème’ Then they
the questions put to candidates during the online process were
are expected to fast track.” To keep them happy, consistency
designed to identify the strengths of applicants as well as their
should be high on any company’s list of priorities.
career aspirations and views towards working for the company.
50 • HR MAGAZINE
Hong Kong • HR COMMUNITY
10.55 – 11.30 11.30 – 12.20 Chris Plowman
Regional Agency Director, Bernard Hodes Group Peter Finch recruitment
Managing Director, GraduACE
When it comes to attracting the best graduates, Plowman
Topic: The intelligent application of assessment to maximise
stressed the need for companies to consider four things—
quality of hire
Topic: Importance of employer branding to graduate
Awareness, Engagement, Affinity and Brand—in their offering. While a potential recruit may have heard of the
Being clever with graduate recruitment was at the heart
brand (Awareness), may like the brand (Engagement) and
of Finch’s presentation, as he placed more importance on
may purchase the company’s products (Affinity), without the
assessment in graduate recruitment than experienced hire due
positive brand image, they may not consider them as a place to
to the lack of previous work performance indicators, references
start and develop their career. He gave the example of a well-
and appraisals. He walked the audience through an example
known fast food giant; while you may have heard of it, may
of an effective graduate recruitment process, beginning with
visit the restaurant frequently and may purchase their goods;
applications, sifting, written assessments and final interview
you may never spare a thought to what great things that brand
assessment process but also using techniques that break away
could do for you. The most important factors influencing career
from tradition.
decisions, he opined, are personal experience, things heard
Finch took Loreal’s recent high-budget global recruitment
about the company, things read about the company and brand
campaign, which involved candidates playing a game to
advertising, in that order.
self sift and decide whether they were the right fit for the
Plowman advised HR directors to be aware that, “You
organisation. He also highlighted JP Morgan’s more lower-
all have a brand image. If you’re recruiting or recruiting
budget assessment process, which was based on a series of
graduates, you have one. It exists. And you need to manage it.
questions designed to engage the candidate and check their
Your employer brand is what people say about your company or
appropriateness to the company. He explained, “Whatever the
brand when you’re not in the room.” Thanks to the now more
budget there is always room to shorten the process through
connected world, conversations can happen at any time in any
clever assessment processes and whatever organisations can
place and one negative review can spread. He commented,
do to filter candidates is important.”
“Get happy recruits to spread the world, ambassadors are key.” Since today’s graduates are looking for a place to fit their
He also explained the importance of clear branding in order to engage with graduates during the recruitment process
career, Plowman suggested that companies identify and define
through to assessment and interview stage. He concluded,
the attributes that set them apart—“Dig deep to find out
“Whether that is online or at test centres, it’s important to
what makes you special, interview recent graduate recruits
put out the right message and convey the right core values to
and find out why they joined.” He cautioned against making
entice the right fit.”
unrealistic promises as Gen-Y will up-ship if they find they have been duped. Try to make brand campaigns interactive and up to date. Graduates will have seen the offerings from many companies and you will need to stand out—as for the general blurb—they’ve heard it all before.
SUMMER 2013 • 51
HR COMMUNITY • Hong Kong
14.00 – 14.40
14.40 – 15.20
Tony Ye
Director, GradConnection
Jean-Baptiste Aloy
Senior VP, Employee Research, Ipsos Topic: What today’s graduates want from employers and what HR should be doing to recruit & successfully onboard the best of them.
Daniel Purchas
Director, GradConnecetion
Graduates want it all. Aloy explained, “It’s not a single thing you can add to the package.” He said Gen-Y’s relationship to work in Asia was built upon ‘pleasure’ and ‘security’—‘security’
Topic: Asian graduates in overseas & mobile usage
more so in China and ‘pleasure’ in India. ‘Pride’ is significant in places such as Latin America, however, not so in Hong Kong
Ye explored the different between local and international
as people in the SAR are more discreet. Aloy stated that an
talent and highlighted the ongoing struggle of many
employer in Hong Kong needs to consider this when creating
organisations to get strong candidates on a local level. He
a graduate recruitment strategy. He said that referral is the
explained that Hong Kong, Japan and Singapore are a hub
number one channel to recruit in the USA but the number of
for international graduates and provide a benefit for Asian
Hong Kong employees who would recommend their employer
companies seeking fresh talent.
is low at 37%. This score is one of the lowest in the world and
With a target audience spanning the world how can
he suggested, “Hong Kong employees are unlikely to be natural
organisations seek the right talent? According to Purchas, a
brand ambassadors.” This is in stark contrast to Brazil, where up
lot has changed in the online landscape over the last 30 years
to 90% of employees would recommend their employer.
and mobile has revolutionised the recruitment process. He
Aloy suggested that employers could tap into employees’
explained, “We have seen over the past 12 months a 252%
social spheres by using social media, such as LinkedIn, to
increase in traffic from mobile devices as more and more
access a pool of potential talent. Taco Bell in the USA used the
graduates are doing research during their commute to work
social media platform Pinterest to do this, but in Hong Kong,
or when stuck in traffic.” Organisations are more concerned
Aloy said, “Social media is still extremely personal.” Only 24%
with online engagement nowadays and monitoring traffic has
of employees in Hong Kong say it is fine to be contacted by a
become core to the recruitment process for most firms across
recruiter on Facebook. Aloy asserted that employers should
the globe. With this trend in mind, Purchas explained the
be more innovative and use techniques such as storytelling,
rise in popularity of mobile apps and websites geared towards
visual job descriptions and campus activities to engage a
users of multiple devices such as iPads and mobiles.
potential candidate with the brand. Virgin Atlantic used
How do you decide
in the face of ordinary’ to evoke emotive memories among
resources? After
potential candidates. Mars created ‘tweet for a treat’ to engage
conducting research
undergraduates on campus by giving them an actual Mars
into the number
product in return for a tweet—instead of the usual t-shirt and
of users visiting
pen combination.
their website and
Aloy advised that employers must make their EVP clear
downloading their own
as well as benchmark and understand each employee’s
app, Purchas concluded
experience. Aloy suggested asking your new graduate recruits,
that website traffic
“Is your work experience in line with what you expected?”
outweighed take-up of the app and stressed the importance of focusing on developing a strong website to attract graduates.
52 • HR MAGAZINE
storytelling to create an advertising campaign called ‘flying
where to put your
Hong Kong • HR COMMUNITY
15.50 – 16.30
Nishilla McKeogh
Manager, Graduate Recruitment, KPMG China Topic: Narrowing the gap between what graduate employees want and what employers want at KPMG. McKeogh asserted that local employers feel the local education system fails to equip graduates with the skills needed in the workplace. KPMG is trying to narrow the gap through collaborative projects, not only with universities, but increasingly it is reaching out sooner, to secondary schools, in the hope of igniting a passion for learning in students and enriching a later batch of graduates. She advised that working with institutions does not necessarily mean arranging a paid sponsorship—make a counteroffer. By starting internship and mentoring programmes, companies can benefit from the insight of another generation, identify talent, promote their brand and see if the individual would be a good fit. KPMG in fact approaches first-year university students with the offer of mentoring which is attractive to universities as students can improve their interview skills, increase their employability, learn how to present their CV and network. Paid and unpaid internships give the opportunity to train both soft and hard skill sets while developing a working relationship with the student. At the end of the internship, KPMG give an ‘end interview’ which at times contains a job offer, between 80 and 90% of interns convert to full-time employees. KPMG employees that partake in buddy, mentor and ambassador roles often do so on their own time, unpaid. McKeogh put this down to the company’s teamwork culture. She emphasised that successful graduate recruitment programmes can be delivered on a budget by being creative. She said, “Use your alumni network, workshops and ambassadors. The universities are aware that there is a gap [between what is wanted and what is being produced] and they are working with us to improve it.”
SUMMER 2013 • 53
HR LEGAL
54 • HR MAGAZINE
HR LEGAL
Moving your staff to the UK via Tier 2 (General)? Then make sure you read the small print
With increased regulation associated with the
What happens if their main job or working
United Kingdom’s employment-based intra-
hours change significantly?
company transfer (ICT) immigration routes,
The sponsors must apply to the authorities
more and more firms are turning to the Tier
for permission to change their employee’s
2 (General) visa category to fill permanent
employment if:
gaps in their workforce that cannot be filled by a UK settled worker writes Smith Stone
•
there is a change to their core duties,
Walters—UK Immigration Practice. Whilst
which means that their job is now
this route is an attractive proposition, both
in a different Standard Occupational
the HR Department and the prospective UK bound employee should still be mindful of the regulations they are each signing up to.
Classification (SOC) code; or •
their salary reduces from the level indicated on their current certificate of sponsorship (unless this is caused by
What can the worker do whilst in the UK
a temporary companywide reduction
under a T2 (General) visa?
in working hours and salaries or by
Upon visa approval, a migrant worker can
maternity leave).
initially enter the UK under Tier 2 (General) for a maximum of three years plus one
What if the worker wants to start a new job?
month. Subsequent permission can usually
If a migrant sponsored under Tier 2 wants
be sought to remain for a further three years.
to leave a job and work for a different
Whilst in the UK under Tier 2 (General) migrant workers:
employer, the migrant must make a new application for permission to stay and work in the UK, and must have a
•
•
must not own more than 10 per cent
certificate of sponsorship from the new
of their sponsor's (i.e. employer’s)
employer. The only exception to this is
shares; and
where the migrant will be continuing in
will have no access to state benefits or
the same job for a new employer following
other public funds.
a takeover, merger or de-merger. A significant change of circumstances
The only work that they are permitted to
such as this would need to be reported
carry out is as described in their certificate
by the employer to the immigration
of sponsorship, working for their sponsor.
authorities within 10 working days of the
Supplementary work is also permissible so long
event in question.
as the position is in the same sector and at the
It can be a complex process to ensure
same professional level. The supplementary
compliance with UK immigration duties
employment must take place outside their
and procedures, particularly in changeable
normal working hours for their main job for a
environments or when managing the
maximum of 20 hours per week. Aside from
demands of a large workforce. HR should
unpaid voluntary work, any other type of
therefore always consider the benefits
paid additional work—known as 'secondary
available from partnering with a specialist
employment'—must be authorised.
immigration practice.
SUMMER 2013 • 55
HR CLASSIFIEDS
Index Business Process Outsourcing
| 56
Management Consulting
| 59
Conference and Exhibition Venues
| 56
Pest Control and Environmental Services
| 60
Education and Corporate Training
| 57
Psychological Assessment Tools
| 60
Employee Wellbeing and Insurance
| 58
Recruitment / Executive Search
| 60
HR Technology Solutions
| 58
Relocation and Logistics
| 61
Leadership Development
| 59
Service Apartment and Hotel
| 62
Legal / Employment Law / Tax
| 59
Staff Benefits
| 62
Business Process Outsourcing Dynamic Resources has been established since 1997 with direct offices in Hong Kong, Shanghai, Guangzhou and Vancouver. We provide Outsourcing Services in Employment, Payroll & Fringe Benefits Administration; Project Recruitment & Mapping; Executive Coaching; Business Entity (Representative Office, WOFE) & HR Management System Establishment in the PRC.
Dynamic Resources Asia Limited 904, Tower B 14 Science Museum Road Tsim Sha Tsui East, Hong Kong
KCS is one of Asia’s leading independent corporate services companies. We specialise in corporate accounting, corporate secretarial, payroll solutions, trust and wealth advisory services as well as tailored solutions for the private equity and asset management industry. We offer unrivalled industry experience and expertise combined with the collective wisdom that comes from over 450 experts based in 13 locations across Asia. We are large enough to handle any size of project, but small enough to ensure that every assignment is based on personal trust and commitment—a combination rarely seen in business today. Discover the difference total peace of mind can make to your business.
KCS Hong Kong Limited 8th Floor, Gloucester Tower, The Landmark, 15 Queen’s Road Central, Hong Kong
Tricor is a member of The Bank of East Asia Group. Tricor Business Services offers efficient, effective and professional advisory and outsourced support services to our clients. We deliver seamless solutions to address issues in accounting & financial reporting; cash, fund and payment administration; human resources and payroll administration; business advisory; trade services; and systems solutions to ensure the adoption of best practices in your business.
Tricor Services Limited Level 28, Three Pacific Place, 1 Queen’s Road East, Hong Kong
Cliftons provides premium, purpose-built, training and event facilities and solutions, ensuring our clients’ programmes are delivered seamlessly and successfully around the globe. Over the past 14 years, Cliftons has grown to provide clients with the largest network of dedicated computer and seminar training facilities across the Asia Pacific region. Encompassing over 150 state-of-the-art training and meeting rooms within 10 CBD locations in New Zealand, Australia, Singapore and Hong Kong, this footprint of proprietary venues is supplemented by a global affiliates network that allows clients to manage all of their training needs around the world with a single point of contact.
Cliftons Training Facility 33rd Floor, 9 Queen’s Road, Central, Hong Kong
Tel: (852) 2135 8038 kcliu@dynamic-resource.com www.dynamic-resource.com
Tel: (852) 3589 8899 Fax: (852) 3589 8555 info@kcs.com www.kcs.com
Tel: (852) 2980 1888 Fax: (852) 2861 0285 info@hk.tricorglobal.com www.hk.tricorglobal.com
Conference & Exhibition Venues
56 • HR MAGAZINE
Tel: (852) 2159 9999 enquiries@cliftons.com www.cliftons.com
HR CLASSIFIEDS
AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, world-class conferences, cocktail receptions, media luncheons and sumptuous banquets. With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorld-Summit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.
AsiaWorld-Expo Management Limited AsiaWorld-Expo, Hong Kong International Airport, Lantau, Hong Kong, China
Our Executive Voice Coaching Program teaches practical techniques to harness the power of your voice in order to speak with confidence and authority. Unique in Asia, our programme takes place in a professional recording studio and uses studio technology to reinforce learning. This training is designed for Middle and Senior Executives whose need to communicate effectively is critical, and complements existing corporate training and development programmes.
All Voice Talent 18th Floor, Wheelock House, 20 Pedder Street Central, Hong Kong
Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com
Education and Corporate Training
All Voice Talent is Asia’s premier voiceover and voice coaching organisation. We supply voice artists, directors and trainers for amongst others, Bloomberg, The Wall Street Journal, Microsoft, Turner Broadcasting, British Council and Fleishman Hillard.
Tel: (852) 2517 0866 Fax: (852) 2911 4732 info@allvoicetalent.com www.allvoicetalent.com
Bite-Sized Training High impact 90 minute workshops. Staff too busy to attend full day training, looking for better ROI for your training, need training delivered in your local language, want lunchand-learn or breakfast sessions, or just need training delivered across multiple locations? Bite Sized Training is the answer! With 25 topics to choose from, covering everything from Negotiation, Delivering Presentations, Managing Gen-Y, Sales and Leadership, and delivered by expert, accredited trainers, Bite Sized Training is the learning and development system of choice for leading companies across the Asia Pacific. Visit www.bitesizedtraining.asia or email info@bitesizedtraining.asia for more information.
Bite-Sized Training Suite 1001 - 1002, Mass Mutual Tower, 38 Gloucester Road, Wanchai, Hong Kong
Tailor-made business training, testing and benchmarking solutions throughout Hong Kong, Macau and China. Corporate and individual programmes.
Excel Education Limited Unit 101, Fourseas Building, 208-212 Nathan Road, Jordan, Kowloon, Hong Kong
Excel’s renowned courses are tailored to the job nature, level and needs of the students. Our targeted, interactive approach in facilitation has allowed us to build an unrivalled reputation in the corporate training field. Clients include: the Airport Authority, American Express, Bausch and Lomb, Credit Agricole, KCRC, the Hong Kong Government, Swire Travel and United Airlines.
Tel: 800 903 210 Fax: (852) 2816 7150 info@bitesizedtraining.asia www.bitesizedtraining.asia
Tel: (852) 2736 6339 Fax: (852) 2736 6369 info@excelhk.com www.excelhk.com
Management Consulting The Hong Kong Management Association was established in 1960. As a non-profit-making professional organisation, its mission is to improve the effectiveness and efficiency of management in Hong Kong. Offering annually over 2,000 training programmes to more than 45,000 participants, ranging from work-orientated short courses, workshops, Certificates, Diplomas to Bachelor, Master and Doctoral Degrees, the HKMA is one of the largest providers of management training and education in the Territory.
Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong
Ipsos’ Employee Relationship Management (ERM) practice specialises in employer brand and employee engagement research programmes, as well as linking employee and customer metrics, assessing corporate values, auditing internal communications and evaluating HR management policies and practices. With offices in 84 countries, Ipsos has the resources to conduct research wherever in the world its clients do business.
Ipsos Hong Kong 22nd Floor, Leighton Centre, 77 Leighton Road, Causeway Bay, Hong Kong
Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk
Tel: (852) 2881 5388 employee.research@ipsos.com www.ipsoshk.com
SUMMER 2013 • 57
HR CLASSIFIEDS
reallyenglish works with major international publishers (Cambridge University Press, Pearson Longman, McGraw-Hill) to create costeffective and flexible world-class courseware that is tailored to local needs. We provide educational, fun and interactive online courses which are easy to use and hold learners’ interest. By controlling every aspect of the service, including hosting, support, coaching and reporting, we guarantee that over 80% of students will complete their course. All our energy is devoted on two service objectives—getting students to finish and showing managers and educators the results.
reallyenglish.com (Hong Kong) 51/F Hopewell Centre, 183 Queen’s Road East, Wanchai, Hong Kong
Aetna International is committed to helping create a stronger, healthier global community by delivering comprehensive health benefits and health management solutions worldwide. Aetna International's expatriate business is one of the industry's largest and most prominent US-based international health benefits providers, supporting more than 500,000 members worldwide. The organisation’s expatriate offerings include medical, dental, vision, life, disability and emergency assistance. Aetna International’s health management business collaborates with health care systems, government entities and plan sponsors around the world to design and build locally-applied health management solutions to improve health, quality and cost outcomes. For more information, see www.aetnainternational.com.
Aetna International Room 401-3, 4/F, DCH Commercial Centre, 25 Westlands Road, Quarry Bay, Hong Kong
Matilda International Hospital offers newly developed facilities and state-of-the-art equipment for a comprehensive health assessment service and is committed to providing the best care and personal attention for both corporate and individual clients. Matilda Medical Centre has extended services to Central and Tsim Sha Tsui and provides full primary and preventative healthcare services. The combined expertise of the hospital and medical centres results in an entire suite of result-orientated health and wellness services to address specific medical and budgeting needs. The provision of inpatient services and advance surgical suites ensures seemless follow through care and access to a wide range of experienced specialist facilities and advanced treatment options.
Matilda International Hospital 41 Mount Kellett Road, The Peak, Hong Kong
Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the AsiaPacific region. Working with over 100,000 clients in 150 countries, Pacific Prime can deliver advice in more than 15 major languages. With offices strategically located in Shanghai, Singapore, Dubai, and Hong Kong, Pacific Prime is able to provide immediate advice and assistance to policyholders located around the world. Pacific Prime works with over 60 of the world’s leading health insurance providers, giving customers unprecedented access to the best medical insurance products currently on the market.
Pacific Prime Insurance Brokers Ltd. Unit 1-11, 35th Floor, One Hung To Road, Kwun Tong, Hong Kong
With a mission of providing and promoting primary and preventive eyecare to the public, PolyVision offers a pioneering eye healthcare plan fitting different staff benefit schemes, and provides eye care seminars and packages to help monitor and maintain the eye health of staff through companies.
PolyVision Eyecare Centres Room 4406-4410, Hopewell Centre, 183 Queens’ Road East, Wanchai, Hong Kong
Tel: (852) 3602 3090 Fax: (852) 3602 3111 Mobile: (852) 5165 2467 davida@reallyenglish.com www.reallyenglish.com
Employee Wellbeing and Insurance
Their eye examination is one of the most comprehensive in Hong Kong. It covers: Case History, Vision & Refractive Status, Binocular Vision, Color Vision Screening, Intra-ocular Pressure, Ocular Health, Fundus Photography, Diagnosis & Treatment.
Tel: (852) 2860 8081 Fax: (852) 2147 9960 Mobile: (852) 5165 2467 asiapacsales@aetna.com www.aetnainternational.com
Contact person: Sireen Cheng Tel: (852) 2849 0389 www.matilda.org
Tel: (852) 3113 1331 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com
Tel: (852) 2861 0138 Fax: (852) 2861 0123 info@polyvision.com.hk www.polyvision.com.hk
HR Technology Solutions Lumesse is the only global company making talent management solutions work locally. We help customers around the world to implement successful local talent management initiatives that identify, nurture and develop the right people, in the right place, at the right time. Our multi-cultural background and presence means we understand how to deliver talent solutions that work the way our customers work, as individuals and as teams, because no two people, organisations or cultures are the same. We regard differences as strengths, not as obstacles.
58 • HR MAGAZINE
Lumesse Unit 1905, World Trade Centre, 280 Gloucester Road, Causeway Bay, Hong Kong Tel: (852) 2815 3456 Fax: (852) 2890 0399 hkinfo@lumesse.com www.lumesse.com
HR CLASSIFIEDS
SilkRoad technology is a Talent Management software company providing solutions to enable companies to manage the entire career of your employees. We help you to bring in the best talent and keep it for the long term. From our offices in Hong Kong and throughout Asia Pacific we focus on the people, not the numbers, and pride ourselves in being the only HR technology vendor to centre our efforts around helping our clients provide truly positive talent experiences. Spread the smiles with SilkRoad’s talent management software. Work Happy!
SilkRoad technology Hong Kong Tai Yip Building, Floor 10-05, 141 Thompson Road, Wanchai, Hong Kong
The Center for Creative Leadership (CCL®) is a top-ranked, global provider of executive education that unlocks individual and organisational potential through its exclusive focus on leadership development and research. Ranked among the world’s top providers of executive education by BusinessWeek and No. 3 in the 2010 Financial Times executive education survey, CCL serves corporate, government and non-governmental clients through an array of programs, products and other services. CCL-APAC’s headquarters are based in Singapore. Other global locations include Brussels, Moscow and three campuses in the United States.
CCL® 89 Science Park Drive #03-07/08 The Rutherford Lobby B Singapore 118261
With 98 years of experience, Dale Carnegie Training® is a world leader in performance-based training. With offices over 80 countries worldwide and courses in 27 languages, we produce measurable business result by improving the performance of employees with emphasis on:
Dale Carnegie Training® Suite 1701, 17/F East Exchange Tower, 38 Leighton Road, Causeway Bay, Hong Kong
Contact person: Eric Choi Tel: (852) 9193 8573 eric.choi@silkroad.com www.silkroad.com
Leadership Development
• Team member engagement • Leadership development • Customer services
• Sales effectiveness • Process improvement • Presentation effectiveness
Tel: (65) 6854 6000 Fax: (65) 6854 6001 cclasia@ccl.org www.ccl.org/apac
Tel: (852) 2845 0218 Fax: (852) 2583 9629 info@dale-carnegie.com.hk www.dale-carnegie.com.hk
Over 425 corporations of Fortune 500 continue choosing us to be their partner.
Calling all HR Managers & Directors: • Are you looking for structured programmes to develop your staff? • Sponsor or part sponsor your staff to achieve MBA, Masters, Bachelor, Diploma or Certificate courses. • The spend is value for money • The return is measurable & tangible • Choose from 31 courses from 9 UK Universities (Bradford, Sunderland, Wales, Birmingham etc.) • 16 years in HK *All courses are registered
RDI Management Learning Ltd. 7/F South China Building 1-3 Wyndham Street Central, Hong Kong
alphaeight specialises in behavioural-science research and people development. We utilise research to create individual and team development solutions—focused on business objectives—for leaders, managers and frontline workers. It’s all about research and evidence: solutions, built upon scientifically proven research on how the human mind works, are practical and easy to adopt and utilise exclusive tools and techniques developed by our research institute. It’s all about you: solutions tailored to your people’s specific needs and your business objectives—give you the results you want. It’s all about impact: measure changes before, during and after development.
the alphaeight institute 1906, 19/F., Miramar Tower, 132 Nathan Road, Tsimshatsui, Kowloon, Hong Kong
Baker & McKenzie defined the global law firm of the 20th century and is redefining it to meet the needs of the global economy of the 21st century. With a network of 69 offices across 41 countries, we have been building valuable insights into the different laws and distinctive business cultures around the world. What sets us apart is our uncompromising commitment to excellence, coupled with our deep local roots and the experienced global perspective that comes from helping companies navigate sophisticated legal and business issues at home and across borders. We are regularly involved in first-to-market transactions and are widely recognised as the leading law firm in Hong Kong and China.
Baker & McKenzie 14th Floor, Hutchison House, 10 Harcourt Road, Central, Hong Kong 23rd Floor, One Pacific Place 88 Queensway, Hong Kong
Tel: (852) 2992 0133 Fax: (852) 2992 0918 info@rdihongkong.com www.rdihongkong.com
Contact person: Mrs Stephanie Herd Tel: (852) 2302 0283 Fax: (852) 2302 0006 stephanie.herd@alphaeight.com www.alphaeight.com
Legal / Employment Law / Tax
Contact person: Andreas Lauffs and Jennifer Van Dale Tel: (852) 2846 1888 hrlaw@bakermckenzie.com www.bakermckenzie.com
SUMMER 2013 • 59
HR CLASSIFIEDS
Excel Global Consulting is a leading business consultancy specialising in the enhancement of business performance through a unique approach to people management. Our goal is to deliver you the knowledge and resources to improve business productivity by creating better employee engagement within your organisation using customised human capital management solutions. With our support you’ll gain a committed, more innovative and highly motivated workforce primed to lead your business towards greater efficiency and productivity. With Excel Global your employees will gain greater job satisfaction in a solution-oriented work environment where engagement is productive, innovative and geared to better business performance.
Excel Global Company Information Level 8, Two Exchange Square, 2 Connaught Road, Central, Hong Kong Tel: (852) 2846 1888 Fax: (852) 2297 2289 info@excelglobal.com www.excelglobal.com
Pest Control and Environmental Services BioCycle is the first pest management company in Hong Kong to have acquired both the ISO 14001 and the ISO 9001 System Certifications. BioCycle was set up in 1991 to provide safe and environmentally friendly Pest Control, Termite Consulting, Sentricon Colony Elimination System for termite colony and Sanitation Services, and operates under European management.
BioCycle (Hong Kong) Limited Unit A G/F & 11/F, Lok Kui Industrial Building, 6-8 Hung To Road, Kwun Tong, Kowloon, Hong Kong
We are the exclusive user of our group’s insecticide, BioKill, which has been approved by the AFCD of HK Government not to carry the poison label.
Tel: (852) 3575 2575 Fax: (852) 3575 2570 info@biocycle.com.hk www.biocycle.com.hk
Only the professional carpet cleaning and pest-control services of Truly Care, Hong Kong’s specialists in occupational, industrial, environmental and domestic hygiene can give you a clean, safe and bug-free office and home. Don’t put your staff’s health at risk!
Truly Care (HK) Ltd. Room 1522, Nan Fung Centre, 264-298 Castle Peak Road, Tsuen Wan, N.T., Hong Kong
For a free, no obligation, inspection and quotation, please call us now on 2458 8378
Tel: (852) 2458 8378 Fax: (852) 2458 8487 info@trulycare.com.hk www.trulycare.com.hk
PsyAsia International is Asia’s leading independent distributor of Psychometric Tests of Personality and Aptitude. PsyAsia International also offers employee screening and assessment services, personal development courses and human resource training and consultancy. Using highly qualified and experienced organisational psychologists, our solutions are World-Class. Our focus on scientific, evidence-based psychology at the core of our Human Resource Training and Consulting activities, as well as the employment of fully registered organisational psychologists, separates us from those providing similar services in the HR field.
PsyAsia International Level 8, Two Exchange Square 8 Connaught Place Central, Hong Kong
Established in 1997, ConnectedGroup is a privately owned enterprise and has developed from a pure executive search business into a full spectrum human capital consulting firm. With offices in Asia and the Middle East we are well placed to service two of the fastest growing regions in the world and our consultative and client driven approach has positioned us as a partner of choice for companies across a diverse range of functions and industries. We work to values of candid, creative and connected and our employees are constantly measured against these behaviours to deliver the highest levels of service quality.
ConnectedGroup 19/F, Silver Fortune Plaza, 1 Wellington Street, Central, Hong Kong
HRA provide human resource consultancy & recruitment support to construction, engineering, manufacturing and the oil & gas sectors.
H R Associates (HK) Limited 1703, 17/F, Silvercord Tower 1, 30 Canton Road, TST, Kowloon, Hong Kong
Psychological Assessment Tools
Tel: (852) 8200 6005 www.psyasia.com/email www.psyasia.com
Recruitment / Executive Search
Based in HK and with international partners, we operate in Asia and the ME. HR consultancy services include the full range of HR services including training; HR audits and outsourced HR support.
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Contact person: Adam Edwards Tel: (852) 3972 5888 Fax: (852) 3972 5897 adam.edwards@connectedgroup.com www.connectedgroup.com
Tel: (852) 2735 9961 Fax: (852) 2735 9967 group@hrahk.com www.hrahk.com
HR CLASSIFIEDS
Silenus is certainly your partner of choice who specialises in recruiting talents in the Consumer and Retail sectors in Hong Kong. We provide customised solutions to meet your specific recruitment needs. Leveraging on our deep understanding of your manpower and business needs, coupled with an extensive candidate pool, we can help you recruit the right candidate who is able to drive your business to new heights. Our dedicated professional recruitment consultants possess superb recruitment skills. They can see the competency, personality, career aspirations and interests of candidates objectively and accurately, thus enhancing the efficiency and value of the recruitment process.
Silenus (Hong Kong) Limited 8/F, World Wide House, 19 Des Voeux Road, Central, Hong Kong
Tricor Executive Resources, the former search and selection practice of PricewaterhouseCoopers in Hong Kong, has over the last 25 years built an unrivalled reputation for integrity and professionalism. Through focused research and intense sourcing, we recruit management and top-level executives for positions in Hong Kong, Mainland China and the region. We also offer related HR services such as recruitment outsourcing; compensation and benefit advice; outplacement and career counselling; and advisory services on grading structures and job descriptions.
Tricor Executive Resources Limited Level 28, Three Pacific Place, 1 Queen’s Road East, Hong Kong
Asian Tigers, has provided international relocation and moving service to the Hong Kong market for more than 40 years. We move people internationally, regionally, and even within Hong Kong itself. Our experienced, multilingual staff enables Asian Tigers to deliver a lowstress relocation services. Perhaps you are responsible for coordinating your office move and would like to know more about ‘low-down-time’ office relocations. Whatever your needs, wherever you are headed, Asian Tigers can help facilitate and streamline your relocation. Give us a call and find out how we can assist you.
Asian Tigers Mobility 17/F., 3 Lockhart Road Wanchai, Hong Kong
Crown Relocations, a worldwide leader of global mobility, domestic and international transportation of household goods, and departure and destination services, has over 180 offices in more than 50 countries. From preview trip and immigration assistance to home and school searches, orientation tours, intercultural training, partner career program, and ongoing assignment support, Crown offers the best relocation solutions to corporate clients and transferees across the world.
Crown Relocations 9-11 Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories
Thinking Relocation? Think Santa Fe.
Santa Fe Relocation Services 18/F, CC Wu Building 302-08 Hennessy Road Wan Chai, Hong Kong
Tel: (852) 2185 6300 Fax: (852) 2185 6303 info@silenus.com.hk www.silenus.com.hk
Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com
Relocation and Logistics
Santa Fe is a leading Relocation Services Company, providing a comprehensive range of the highest quality services to individual and corporate clients, including: immigration/visa, home/school search, language/cultural training, tenancy management/expense management and local, office, domestic and International moving services. Established in Hong Kong in 1980, Santa Fe has continuously expanded operations throughout the world. Today, Santa Fe Relocation Services is part of the Santa Fe Group and offers a single-source solution for organisations looking to transfer their employees globally. The Santa Fe Group currently operates in 52 countries with 122 offices worldwide.
Tel: (852) 2528 1384 Fax: (852) 2529 7443 info@asiantigers-hongkong.com www.asiantigers-mobility.com
Tel: (852) 2636 8388 hongkong@crownrelo.com www.crownrelo.com
Tel: (852) 2574 6204 Fax: (852) 25751907 sales@santaferelo.com www.santaferelo.com.hk
Serviced Apartments and Hotels
City Loft Serviced Studio, bucking the trend of expensive staff housing. Companies looking for staff housing can breathe a big sigh of relief with City Loft Serviced Studio value-for-money monthly rentals of only $7K – $15K per month. Whether your overseas trainees or project team need 1 month or 1 year, City Loft’s flexible rentals are perfect for teams arriving and departing Hong Kong throughout the year. Once your staff arrives at the airport, leave it with us to help them move into their small comfortable flats that are never more than 3-5 minutes from a MTR station on Hong Kong Island.
City Loft Serviced Studio Unit 801, 8/f Cheung’s Building, No. 1-3 Wing Lok Street, Sheung Wan, Hong Kong Tel: (852) 2881 7979 Fax: (852) 3196 8628 info@cityloft.com.hk www.cityloft.com.hk
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HR CLASSIFIEDS
at the ICC megalopolis
Four Seasons Place, the epitome of luxury and elegance, Four Seasons Place creates a relaxed and homely living environment amidst the surrounding opulence. With 519 serviced suites designed by internationally renowned designers, guests can choose from a range of stylish accommodations from studios and 1/2/3-bedroom suites to penthouses that open up to spectacular views of Victoria Harbour. It also features a rooftop heated pool & Jacuzzi, sky lounge, gymnasium, sauna and multi-purpose function room to meet business and recreational needs. Heralding a comfortable, hassle-free living experience, all guests are pampered with personalised hotel services from VIP airport pick-up to 24-hour multi-lingual concierge services.
Four Seasons Place 8 Finance Street, Central, Hong Kong
Ovolo, is a Hong Kong hospitality company that provides guests with modern city accommodation with award-winning interiors, focused customer care and all-inclusive service packages. Founded in 2002, the company now own and operate four hotels and two serviced apartment properties in Hong Kong and an international hotel in Melbourne, Australia.
Ovolo Group Limited 3 Artbuthnot Road, Central, Hong Kong
The HarbourView Place, The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, 3 minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre (ICC), the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong. Guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.
The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong
Vega Suites, is the first stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East only 3 MTR stations away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The all-encompassing landmark development comprises two international hotels & the luxury residence The Wings. Situated directly above the trendy PopCorn mall and connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying term.
Vega Suites 3 Tong Tak Street, Tseung Kwan O, Hong Kong
Red Packet is the market leading gift experience provider and offers a range of corporate gift experiences tailored for corporate reward & recognition programs. Red Packet offers a unique range of experiences across gastronomy, sport, entertainment and discovery, and are ideal for employee recognition rewards or for a wider customer loyalty campaigns.
Red Packet 15/F, Shun Feng International, 182 Queen’s Road East, Wanchai
As the most comprehensive and strategically focused employee benefits specialist, Mybenefits provides international companies with a one-stop solution to achieving employee benefit objectives and has quickly become the preferred partner of Human Resource professionals in Asia.
Mybenefits 14/F, Grand Millennium Plaza 181 Queen’s Road Central Hong Kong
Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com
Tel: (852) 2165 1000 Fax: (852) 2790 5490 info@ovologroup.com www.ovologroup.com
Tel: (852) 3718 8000 Fax: (852) 3718 8008 enquiries@harbourviewplace.com www.harbourviewplace.com
Tel: (852) 3963 7888 Fax: (852) 3963 7889 enquiries@vegasuites.com.hk www.vegasuites.com.hk
Staff Benefits
100% proven track record at helping companies: Reduce employee benefit costs, Reduce HR workload, Increase employee satisfaction
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Tel: (852) 3168 0228 Fax: (852) 3568 5252 corporate@redpacket.hk www.redpacket.hk
Contact person: Pauline Williams Tel: (852) 2891 8915 info@welcometoalliance.com www.welcometoalliance.com
HR CLASSIFIEDS
Nespresso, the worldwide pioneer and market leader in highest-quality premium portioned coffee, introduces consumers to the world’s finest Grand Cru coffees to be enjoyed in the comfort of their own homes and savoured outside the home, in locations such as gourmet restaurants, upscale hotels, luxury outlets and offices. Nespresso is driven by core competencies that enable it to create highest quality Grand Cru coffees, long lasting consumer relationships, and sustainable business success. Nespresso focuses on its unique Trilogy, the unmatched combination of exceptional coffee, smart and stylish coffee machines and personalised customer service. Together, these three elements deliver moments of pure indulgence – the Nespresso Ultimate Coffee Experiences.
Nespresso Division of Nestle Hong Kong Ltd. 7 Floor, Manhattan Place, 23 Wang Tai Road, Kowloon Bay, Hong Kong
Total Loyalty Company provides a staff social club outsourcing solution for Hong Kong companies. Offering a customised solution for each client, the staff social club program includes a company branded website, branded membership cards, a wide range of lifestyle benefits and privileges and a full calendar of social events. A staff social club can add immense value to a company’s culture, from generating greater employee engagement, assisting with staff retention, through to creating a better work life balance for employees.
Total Loyalty Company Suite 2202, 22/F Manley Comm. Bldg. 367-375 Queen’s Road Central, HK
Tel: 800 905 486 Fax: 800 968 822 club.asia@nespresso.com www.nespresso-pro.com
Contact person: Sam Lau Tel: (852) 2536 9010 Fax: (852) 2536 9008 sam@totalloyalty.hk www.totalloyalty.hk
Managing difficult employees Get advice from industry experts on: • Enhancing employee communication • Successful negotiation strategies • Conflict resolution strategies that work • Matching EVPs with recruitment & onboarding strategies • HRIS—case studies—what works, what doesn’t and why
18 July 2013 8.30AM–4.30PM
HR BOOKS
Creating Balance & Finding Happiness By Diane Lang, MA
This publication serves as a happiness toolkit—a handy-sized reference book on
Talent Intelligence: What you need to know to identify and measure talent By Nik Kinley & Shlomo Ben-Hur
goals and action plans to get there. Lang advised that workers should
The USD4-billion-per-annum talent management business is failing to deliver
how to find harmony when faced with the
consider their career and whether it was
that which it was created for over thirty
mounting and often conflicting pressures
right for them. Typically they are happier
years ago. Why? In this book, authors
of work and home life. It offers simple,
and more creative if immersed in a career
Kinley and Ben-Hur investigate the current
realistic and easy-to-use tips for happiness.
rather than employed in a mere ‘job’. To
state of the market, its dubious products
According to Lang, many employees work
probe further she suggested questioning,
and services and why it is failing to make
anywhere between 60 and 80 hours a week
“Are you passionate?” Another strong
the impact it could. They theorise that
once commuting and technology-enabled
recommendation was to make time for
organisations are either using the wrong
work outside of contracted hours are
the family which is far away from the
assessment processes for their needs or
accounted for. It is of little surprise, she
distractions of technology. As for HR she
are using them in ways that limit their
concludes, that a large proportion of these
asserted that they should offer both on-
impact. In response, the book shows how to
are facing work-life balance issues and
site wellness programmes and coaching to
overcome the stumbling blocks that stand
resulting dips in their happiness quotient.
show that the company cares—back to that
in the way of successful talent intelligence
most fundamental belief that contentment
and gives a step-by-step guide of what
breeds productivity.
companies should be measuring, how to do
The book maintains that the building of a strong core is essential for happiness: that the spiritual foundation is as central to our
From the Humanistic school of
so, how they can use this information and
emotional health as a physical therapist
psychological thought, Lang promotes self-
how they can use it best to get the results
would claim is the spine, surrounding
awareness and the power of internal change.
they want.
muscles and central nervous system to
Since these principles are universal this
our physical wellness. It goes on to offer
compact resource is valuable for anyone:
solutions which deal with a variety of states
the average employee seeking to shoo away
of being which cause stress, dissatisfaction
those Monday-morning blues through
and unhappiness such as losing control
to the enlightened HR Director planning
and anger, and cites amongst others the
morale-boosting policies to enhance
philosophy of Albert Schweitzer as its ethos,
company performance.
“In the hopes of reaching the moon men fail to see the flowers at their feet.” When questioned how the book
Lang is a Positive Living Expert and Psychotherapist and a nationally recognised speaker, author, educator, therapist and
helps employees in their daily quest for
media expert. In addition to holding
happiness, the author’s response was
multiple counselling positions, she is
forthright —by relinquishing control;
also an adjunct professor at Montclair
employees need to delegate to release the
State University. She has spoken at many
need for control. By trying to resolve those
companies and universities including
things that we have no control over we
Bayer and JP Morgan and is becoming
become angry, frustrated and overwhelmed.
well known for her vibrant, inspiring and
In the same way she rationalised that the
action provoking workshops and wellness
search for perfection is futile. Workers and
programmes for employees of small and
management should set small, realistic
large companies.
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