HR Magazine Winter 2016 by HR Magazine

HR Magazine 2016 WINTER

2016 WINTER

PUTTING PEOPLE FIRST If it’s important to HR, it’s in HR Magazine.

COVER STORY Championing D&I balancing and leveraging diversity in the workplace

32 BIG DATA ERA

Meet Doctor Watson, AI and learn why it won't replace talent

WORKFORCES 34 FLEXIBLE Growing more flexible workforces: everything HR needs to know

HR’s D&I struggle

PUBLISHER’S NOTE

IN THE NEWS The hiring outlook for mature workers in APAC is looking good. Employees with a few more miles on the clock are being increasingly recognised for their value in the workforce. (page 8). While many employees realise the value of diversity, research shows that 60% in Hong Kong still prefer to work in single gender teams (Page 4). Additionally, thanks to greater brand awareness among jobseekers, an organisations reputation is becoming a key decider for new talent when looking for work (page 10).

COVER STORY Feel like your job is tough? Well you are not alone as Difficult HR is on the cards. Never shy of a challenge, HR Magazine enters the fray to examine the difficulties that today’s leaders are facing when it comes to organisational culture and D&I. The Community Business Conference, held in late November, brought together some great minds for knowledge sharing. A common theme was moving from a competitive based market to a collaborative one embracing all three major sectors: government, non-profit and commercial. Our upcoming HR Conference on 13 January 2017 will delve even further to discuss some of HR’s toughest challenges today.

OTHER STUFF In case you missed it, read the recap of our last HR conference (page 24). HR Magazine also paid a visit to IBM to talk with Horst A. Gallo, VP, People and Culture about how HR can leverage big data and AI. Lastly, to bump up our energy levels mid-week, Bounce HK had us jumping on trampolines around Kowloon Bay to not only keep employees fit, but also promote teambuilding. Enjoy...

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

HR MAGAZINE EDITORIAL Publisher & Editor-in-Chief Paul Arkwright

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

Editor Sam Cope Staff Writers Ben Chadwick, Andrew Crothers, Rachel Forrest ART & GRAFT Designer Elaine Shek Photographer Sean Baylis

EDITORIAL ENQUIRIES Paul Arkwright Tel: (852) 2736 6318 paul@excelmediagroup.org ADVERTISING & SPONSORSHIP Justin Chang Tel: (852) 2736 6339 justin@excelmediagroup.org Joseph Ma Tel: (852) 2736 6339 joseph@excelmediagroup.org PHOTOS & IMAGES Freepiks, Jan S0L0 (Flickr.com), Luis (Flickr.com)

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2016 WINTER

HR’s D&I struggle

22 16 HR NEWS

HR FEATURES

04 08 10 12 14 15

21 22

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

Top 5 tips to get your employment checks right The harder you fall, the higher you bounce

HR COMMUNITY 24

HR Conference—Don’t forget HR

COVER STORY

HR TRAINING

HR’s D&I struggle Overcoming D&I challenges, leveraging it and loving it

HKMA Award for Excellence in Training and Development—What’s in store for 2017

24 32

HR TECHNOLOGY

SPECIAL SUPPLEMENTS

32 HR in the Era of big data

38 44

HR LEGAL

HR CLASSIFIEDS

34 Flexible workforce: things to look out for

HR BOOKS 36

Leadership 2030; Why Make Eagles Swim?; Translating Coaching Codes of Practice

Benefits of having benefits HKMA Award for Excellence in Training and Development 2016: winners

HR Classifieds

HK NEWS On the move If it seems like employees and colleagues are always on the move then you are probably not wrong. 66% of employees in Hong Kong stated they were considering a move in the near future. Likewise, employee retention was another flash point for companies. 65% of organisations indicated that they view retention of key employees as the biggest challenge they face, second only to recruiting the right staff, according to Working in Asia: Key HR and Leadership Priorities for 2016 published by Profile. Lack of career growth and development opportunities topped the list of reasons employees give for seeking to leave their current organisation. A lack of opportunity to broaden skills also featured strongly. Whilst the scope for making changes to financial rewards may sometimes be limited, there is scope for providing opportunities for development if leaders and HR think creatively enough. The majority of HR managers reported recruiting the right people (77%) as the key challenge their organisations are currently facing. Richard Letcher, Managing Director, Profile commented, “It is interesting to note that diversity and generational

Mixed gender teams? Not quite yet issues are not some of the main current challenges that HR managers reported.” Managing an ageing workforce (19%), encouraging women into senior leadership positions (32%) and managing a multi-generational workforce (31%) are all low on the list. These issues may be important for HR, but are currently on the back burner due to the urgent need to recruit and retain key employees. Letcher noted, “The irony is that diversifying talent pools may be one answer to current recruitment challenges.” A key people challenge reported by HR is that of developing strategic thinking in leaders (62%). There is a real need to develop leaders who can rise above the detail and articulate a clear and compelling narrative about the direction of their team, department or organisation that effectively excites and energises staff. Lastly, one-third of employees in Singapore and Hong Kong are considering leaving simply because they do not feel appreciated. This would seem a fairly easy win for managers looking to engage their staff. It does not require any money or much effort to say ‘thank you, well done’.

CY Leung announces no plans for re-election

Image courtesy of Information Services Department, Hong Kong

Chief Executive Leung Chun-ying recently made a surprise declaration in December that he will not seek re-election in the Chief Executive elections in 2017. Though the reasons for his snap announcement remain shrouded, there has been rumours it is related to the health of his daughter. During his announcement he expressed, “If I run my family will suffer an intolerable stress.” This only fuelled the fires of speculation. It has certainly been a turbulent time for Leung. In 2014, two years after Mr Leung took office, pro-democracy rallies—also known as the Umbrella Revolution—failed to win any concessions from him or from China, and he was vilified by protesters who accused him of being too close to Beijing. This, and a host

4 | HR MAGAZINE

of other controversies, has had resounding effects on his personal life and left much of Hong Kong polarised. Almost 70% of Hong Kong people opposed his re-election as Chief Executive, according to a poll conducted by the Democratic Party. During 2016—under Leung’s leadership— Hong Kong's unemployment rate remained unchanged at 3.4%. The underemployment rate also remained unchanged at 1.4%. In the global climate of increasing automation, how one interprets these figures as negative or positive are subjective. Leung will step down when his term ends in July 2017.

Gender equality in the workplace has been a focal point globally for the past few years. While progress is being made, the gender gap is very much an ongoing issue. So begs the question—how do men and women really feel about working with each other? Research from Q3 2016 revealed that employees in Hong Kong do see the value of mixed-gender teams, but with some caveats. According to the Randstad Workmonitor report, 83% of Hong Kong employees want to work in gender-diverse teams, just below the global average of 87%. The preference for mixed-gender teams may come from the findings that almost nine out of 10 employees feel that gender diverse teams are better for success. Natallie Sun, Managing Director, Randstad commented, “The majority of employees do feel there is value in diversity.” Hong Kong female employees (92%), felt much stronger than men (83%), about the positive benefits of gender diverse teams. Overall, whilst employees noted their preference for mixed teams, Hong Kongers revealed that they still prefer to work in teams comprised mainly of people of the same gender. 60% of employees fit into this category—the second highest globally after China (62%). This result turned out to be nearly double the global average of 32%. It seems that many Hong Kongers still view gender diverse teams as ideal in theory, it does not necessarily reflect their own actual preference or reality. The results throw up odd conclusions. Sun elaborated, “Companies still need to work on the promotion of inclusion to help employees familiarise with the changing workplace.”

HK NEWS Hong Kong: 9% drop in new jobs available

APAC Employment Monitor Q3 2016 highlights Permanent financial services jobs remained relatively steady, quarter-on-quarter, and showed a slight increase of 5% year-on-year, across the APAC region

3% Professionals seeking new jobs increased by 27% quarter-on-quarter and by 45% year-on-year

25% • •

5% Contracting job vacancies remained steady quarter-on-quarter, and showed slight decrease (3%) year-on-year

27% 9%

45%

Hong Kong: 9% decrease in jobs available, quarter-on-quarter and 25% decrease in professionals looking for new jobs

Significant Brexit impact was felt in Hong Kong, but for the most part, APAC region unscathed Growing tensions in the South China Sea caused anxiety, but currently business as usual

Job growth has stalled in Hong Kong as organisations continued to outsource support services, accounting and back office functions to locations such as the Philippines, India or Mainland China. Brexit, instability in the Middle East, military muscle flexing in the South China Sea and market fluctuations are making for global uncertainty that has employers and jobseekers alike unsure of what lies ahead. Nevertheless, Q3 employment data showed an overall

resilience in the financial services employment market throughout the APAC region. After a marked decline in both permanent and contracting jobs in Q2, Q3 employment numbers showed a steadying of the jobs market. Permanent positions increased by 3% quarter-on-quarter and 5% year-on-year, rising to a total of 16,095. Contracting openings remained flat with a change of 1% quarter-on-quarter, decreasing only slightly by 3% year-on-year.

The number of professionals seeking new roles soared by 27% quarter-on-quarter and by 45% year-on-year. A combination of seasonal factors, confidence in fintech growth and concerns about job continuity all contributed to the spike. Global ripples Reverberations from Brexit ranged from significant in Hong Kong to paltry in China, but for the most part left the region unscathed. Richie Holliday, Chief Operations Officer, Morgan McKinley APAC commented, “While Brexit contributed to the erratic business climate, the doom and gloom that was predicted failed to materialise. APAC countries are following Brexit with extreme interest, but also moving on with day-to-day transactions”. With tensions in the South China Sea growing; military bluster by China, North Korea, Russia, the Philippines and the United States is causing anxiety in the region. If tensions escalate, global trade and market stability may be further affected but, for now, business continues as usual.

HK NEWS HR Power Profiles

Missing out on millenials

Hong Kong’s 2016 Power Profiles for Human Resources has been released. Comprised of the 13 most-viewed LinkedIn profiles in the industry, it reveals which recruiters may have a slight edge when filling their organisation’s talent needs. Power Profiles are experts in their domains— those who have invested in building their professional identities by sharing their knowledge and inspiring professionals around them. Shubhro Mitra, Regional Chief Human Resource Officer, AXA Asia, who is a back-to-back Power Profile member remarked, “Employees can be powerful employer brand advocates and we encourage our members to keep their profiles up to date. In setting an example, I help boost our brand and leave the door open for great new employees to get in touch.”

2016 HR Power Profiles Gilbert Yeung, Assistant Talent Acquisition and Onboarding Manager, HSBC Human Resources Jenny Chan, Director of Human Resources, The Peninsula Hong Kong Lien Chu, Area Director of Human Resources & Learning, Hotel Jen Shubhro Mitra, Regional Chief Human Resource Officer at AXA Asia Oliver Blum, Chief HR Officer and Member—Executive Committee, Schneider Electric Adam Cooke, Director at Musubi Group (previously Talent Acquisition Manager, APAC, GroupM)

Clara Luk, Recruitment, Human Resources, BNP Paribas Catherine Sham, Experienced Hire Recruiting, Finance Divisions, Goldman Sachs Virginia Wan, Managing Partner, Catalyst Management Consulting (previously Talent Acquisition Director, Ralph Lauren)

Charles Rue, Internal Recruitment Management, HSBC Nicole McGrath, Director of Talent Acquisition & Strategic Projects, Shangri-La Hotels and Resorts Veronica De Homersley, Talent Acquisition, Diversity and Inclusion Director, VF Asia Ltd. Monique Cheung, Vice President Asia Corporates, HSBC

6 | HR MAGAZINE

Employers in Hong Kong are not doing enough to motivate and retain the next generation of professionals. Lack of feedback from hiring managers and complaints that the actual role did not match the job description were common themes cited by millennials. 25% of respondents felt that lack of feedback was the biggest challenge. This reveals a large gap between the employee's expectations and the reality. Findings show that hiring managers should be more collaborative from the very early stage of the hiring process, as revealed in new research by Morgan McKinley. The survey stated that hiring managers felt that the new generation wanted more feedback and were ‘experts’ at not understanding the importance of experience in the workplace. Millennials disagreed with this view—only 23% of millennials stated that they have learned all they can and are open to more learning opportunities, compared with 32% of non-millennials. 10% of millennials stated that they were not really learning anything new, compared with 15% of non-millennials. Hiring managers felt that personal development and career progression were the biggest challenges in retaining millennial generation talent alongside impatience with regards to salary growth. However, 26% of millennials ranked faster promotion as the most important factor in job satisfaction compared to 16% of non-millennials. Non-millennials were more likely to rank recognition from management as their top priority than millennials (31% versus 18%).

Sustained work motivation Hiring managers felt that millennials do not have sustained work motivation, lack career goals and tend to change jobs more frequently. The research showed that 37% of millennials have been in their current role for less than a year, compared to 26% of non-millennials. Only 23% of millennials have been in their current role for more than three years, compared to 39% of non-millennials. However, many hiring managers stated that their organisations had not implemented any initiatives apart from training and team building to retain millennial employees. Reina Cheng, Managing Director, Hong Kong, Morgan McKinley commented, “It’s clear that millennials will be a powerful generation of workers and those with the right skills will be in high demand. They may be able to command not only creative reward packages by today’s standards, but also influence the way they work and where and how they operate in the workplace.” Drive a culture of continuous learning Another key consideration for millennials is the focus on a promotion. Business leaders need to foster a culture of continuous learning, professional growth and provide clear career pathways to attract this generation. Employers must have more than just employee benefit policies to keep their staff; they need to understand what motivates this generation of workers and what they are looking for from an employer. Business leaders must adapt to the needs of this emerging workforce and introduce programmes that will keep them engaged and motivated.

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APAC NEWS Inspirational leaders meet in Beijing or work-related diseases, totalling over 2.3 million deaths per year. This amounts to approximately 4% of global GDP each year, and provides an overwhelming economic reason to protect workers.”

The 8th International Forum on Work and Safety, took place in Beijing, China recently and brought together health and safety professionals, business leaders and government officials to share their achievements, as well as the latest trends and developments in health and safety worldwide.

The forum, hosted by China’s State Administration of Work Safety and the International Labour Organisation (ILO), demonstrates the country’s continuous efforts to reduce the toll of workplace injury and ill health and its improving record in occupational safety and health.

Speaking recently, Mike Robinson, Chief Executive, British Safety Council presented the business case for the proportionate management of health and safety, as well as exploring the nature of leadership in the industry.

Health care’s global cost Robinson remarked, “The global cost of health and safety failures in the workplace is still unacceptably high. Every day, 6,300 people die as a result of occupational accidents

Topics for the Forum included how a company can create an environment where employees are encouraged and supported to identify potentially dangerous situations. Further to that, they can recommend solutions for improvement that would prevent future accidents. To encourage such positive employee engagement in health and safety, the management needs to inspire them with passion and dedication, which are the qualities of true leaders. Mr Robinson concluded, “Really good leaders are truly inspirational. Their passion and dedication drives people to follow them and to adopt similar beliefs and ideas. They inspire others, not just because of what they say but because of what they do.”

Positive hiring outlook for mature workers in Singapore, Hong Kong and Malaysia The slow global economic environment has cast a somewhat gloomy outlook for mature workers as businesses strive to become more productive and adapt to the pace of technological change across all industries. Despite this, Randstad’s recent Workmonitor research points to a more positive sentiment amongst workers in Singapore, Hong Kong and Malaysia.

certain age brackets. Hong Kong and Malaysia respectively run the Employment Programme for the Middle-aged and the Human Resources Development Fund aimed at training mature and retrenched workers. Whilst in Singapore, the WorkPro scheme offers a number of support programs and incentives to retrain and retain mature age workers.

Governments in the region have recognised the value of mature workers in the workforce, as well as the economic value they could bring to businesses and society at large. Past research has shown that hiring mature workers brings many benefits, which include the ability to leverage greater experience and knowledge, higher loyalty and commitment and a stronger work ethic.

The research has also revealed that employers in the region are beginning to feel the benefits

Mature workers form a critical percentage of the local talent pool in Singapore, Hong Kong and Malaysia. By keeping this segment of the workforce in employment, businesses are able to tap into a much wider database of local talent to hire from. In Singapore, businesses are being incentivised to employ mature workers through subsidies in the form of wage support for professionals, managers and executives in

8 | HR MAGAZINE

and are showing a stronger positive sentiment towards the future outlook of mature employees in the workforce. Sentiments around employment prospects increasing for mature workers over next five years were also substantially stronger with the highest percentage of employees in Hong Kong (68%), followed closely by Singapore (66%) and Malaysia (63%) beating the global average of 44%.

APAC NEWS

INTERNATIONAL NEWS Bad company reputation a talent turn off

International assignments key growth driver for young professionals

Bad behaviours most harmful to a company’s culture and reputation Public exposure of criminal acts

41%

Failure to recall defective products

25%

Public disclosure of workplace discrimination Public disclosure of environmental scandal

Four-fifths of Americans would decline a job offer from a company with a bad reputation. That is an increase of 4% over 2015. The impact on an organisation of a bad reputation has never been higher. This is according to research published by Corporate Responsibility Magazine. Bad behaviours most harmful to a company's culture and reputation include public exposure of criminal acts (41%); failure to recall defective products (25%); public disclosure of workplace discrimination (20%); and public disclosure of environmental scandal (13%). Of the employed Americans surveyed, only 62% would take a job with a company that had a bad reputation if they

20% 13% were offered more money. Males are much more likely than females to take the job, 69% versus 54%, respectively. Working for companies with good reputations Surprisingly, young people are the least concerned about corporate reputation. Just under three-quarters would take a job with a company with a bad reputation, versus 56% of those 35 years and older. However, the vast majority, 91%, would consider leaving their current job if offered another role with a company that had an excellent corporate reputation. In fact, virtually all (97%) of those in the 35 – 44 year age range would leave their current employer and take a job with a company with an excellent reputation.

3 in 5 MNCs not securing employee data The 2016 Global Payroll Survey commissioned by TMF Group found that 61% of multinational corporations still transmit confidential employee information via email. Additionally, nearly half of all respondents said they still use the inherently insecure medium of email for payroll-related communications. The study also revealed that this figure rose to nearly two-thirds (61%) for those organisations operating in six or more countries.

local requirements was also highlighted. Respondents were asked to rate the degree of difficulty of several key global payroll activities.

Despite the progress made in the implementation of more secure data transfers, nearly a quarter of respondents (23%) said that they do not modify their procedures for cross-border communications for security purposes. Deborah Williams, Head of Global Business Services, TMF Group commented “It clearly follows that the greater the number of countries in which any organisation operates, the harder it becomes to co-ordinate payroll activity. However, the number of large organisations still sharing payroll data over email—and the inherent risk that carries for a business—was quite a surprise.”

Creating management reports from disparate cross-border payroll data

Globally secure The challenge of maintaining global consistency of payroll reporting and management while staying secure and compliant with

10 | HR MAGAZINE

Five areas rated as most challenging Working with multiple payroll suppliers across different locations Ensuring payroll operations are compliant with local rules and legislation

Authorising and controlling the payroll process Following multiple and varied payroll approval processes Balancing the need for centralised global reporting, while also meeting local in-country requirements, can prove a complex challenge for organisations. Williams added, “The complication of working with multiple payroll providers in multiple languages and currencies makes it obvious why over half of the organisations are looking to engage technology-based solutions to deliver payslips or pay advice to their employees in future.”

53% of young professionals think that gaining technical experience and doing more than is in their job description are important factors for career growth. On the contrary HR managers considered this to be of far less importance and lower down their list of priorities (36%). As revealed in recent research by CEMS, it appears there is a misalignment between what young people think they should be doing for career growth and what potential employers see as useful.

Main drivers for young professionals’ career growth 61%

Working outside their comfort zone

59% Gaining broad experience

56%

Networking

36%

Taking international assignments as a career driver One small relief for young professionals is that potential employers placed little value on working long hours. Neither students nor employers thought that working long hours would aid career growth, with only 5% and 4% respectively considering this to be something young professionals should be doing. Roland Siegers, Executive Director, CEMS, commented, “Although technical skills still have relevance, global recruiters we work with believe that it is most important for young professionals to develop a diverse skillset, gain broad experience, and develop resilience by working outside their comfort zone.” Key takeaways: Work smart rather than harder; and if possible, take international assignments to really make your CV glow.

INTERNATIONAL NEWS Brain drain? It could be your commute

International Safety Awards 2017: better safe than sorry

17% of professionals globally regard commuting as profitable work time with the majority declaring it is a drain on work and personal time

19% regard their commute as personal time, perhaps as they are able to read and catch up on the latest news on their smartphone.

During a recent survey, 37% of global professionals believe that the daily commute is a major productivity drain. This ‘limbo’ of time that is mainly seen as neither productive work time, nor enjoyable personal time, is widely regarded as an obstacle to more useful or entertaining pursuits as according to research by Regus. Out of almost 40,000 survey respondents, over a third reported it as pointless, undefined time, while 27% positively hate their commute and brand it as a waste of their precious time. This means that for well over half of business professionals globally, commute time could be

re-invested in more productive work time or in enjoying a few hours more sleep in the morning. Natina Wong, Country Manager of Hong Kong, Regus commented “People globally are expected to always be available and connected, but in reality there is a much bigger and subtler drain on their productivity than not having a smartphone on hand, and that is the daily commute. Savvy businesses wanting to restore productivity and reward workers with more personal time or simply with a lie-in every once in a while, would do well to allow employees to work closer to home at least some of the time.”

In the year of the British Safety Council’s 60th anniversary, the 2017 International Safety Awards will celebrate those organisations that go the extra mile to keep their workers and workplaces healthy and safe. The awards will recognise and reward organisations from around the globe who demonstrate a real commitment to achieving high standards of health and safety during 2016. Open to businesses and organisations of all sizes, types and sectors—both members of the British Safety Council and non-members—in the UK and internationally. Last year, 443 organisations from a wide range of industries, countries and continents won an International Safety Award. Launching the awards, Mike Robinson, Chief Executive, British Safety Council affirmed, “The British Safety Council’s vision is that no one should be injured or made ill at work— anywhere in the world—and the International Safety Awards celebrate organisations that are taking effective steps to protect the health, safety and welfare of their workers and others who could be harmed by their activities. Applications are now open.

C-3PO took my job! Break neck speed advances in technology are having an impact on those in IT. 62% of technology professionals in APAC believe a significant part of their job will be automated within the next 10 years, rendering their current skills redundant, according to the findings of the Harvey Nash Technology Survey 2017.

up being much bigger, and we should be ready for it to skyrocket in the future. Of course software engineers are not the only jobs at risk. The Oxford study projected that 47% of all employment in the US is likely to be automated by 2030. Where tech may have been previously regarded as a safe bet it is now very much a high risk occupation.

62% is far higher than the global average of 45%. In fact, the change in technology has been so quick that 87% believe their career would be severely limited if they do not gain new technical skills.

Frey, Carl Benedikt, and Michael A. Osborne. “The

Future of Employment: How Susceptible Are Jobs to Computerisation? ” (2013)

Other key findings include:

Bart Selman, Computer Scientist, Cornell University commented, “I can envision systems that become better and better at writing software.” He continued, “A person complemented with an intelligent system can write maybe ten times as much code, maybe a hundred times as much code. The problem then becomes you need a hundred times fewer human programmers.”

•

An oft-cited 2013 Oxford study1 estimated that

•

programmers and software engineers had just an 8% chance of automation in the next 20 years. Selman disagrees. He said that number will end

•

The most important technologies in the next five years are to be Robotics, Augmented / Virtual Reality, Artificial Intelligence and wearable tech, big data, Cloud and The Internet of Things. AI takes the lead—The biggest technology growth area is expected to be Artificial Intelligence, with 84% of APAC respondents expecting it to be important to their company in five years’ time—a huge leap from the current figure of 31% in the region. Where are all the women? 14% of APAC respondents are women, showing next to no growth from the 13% who responded in 2013. The pace of change is glacial and—at this rate—it will take decades before parity is reached. The tech community do not trust the Cloud, with 40% of respondents stating they have little or no trust in how Cloud companies are using their personal data. Headhunters radar: Software Engineers and Developers get headhunted the most, followed closely by analytics/big data roles. At the same time 74% believe recruiters are too focused on assessing technical skills and overlook good people as a result.

| 11

HR EVENTS

HR EVENTS December 2017 Organised by

American Chamber of Commerce Hong Kong

2016 Human Resources Conference

Location: Four Seasons Hotel Hong Kong Website: http://www.amcham.org.hk/events/signatureevents/human-resources-conference Tel: (852) 2530 6922 / (852) 2530 6918 Email: msimpson@amcham.org.hk / mshih@amcham.org.hk

January 2017 Organised by

IC4E

2017 8 International Conference on E-Education, E-Business, E-Management and E-Learning th

5–7

Location: Kuala Lumpur, Malaysia Website: http://www.ic4e.net/ Email: ic4e@iedrc.org (Alex Maeng) Organised by

HKMA

HKMA Excellence in Training and Development Award Briefing session Location: The Hong Kong Management Association, CYMA Charity Fund Management Development Centre, Room 201, 2/F, PICO Tower, 66 Gloucester Road, Wanchai, Hong Kong Website: ww.hkma.org.hk/trainingaward Tel: (852) 2826 0543 (Ellis Yeung) Tel: (852) 2826 0521 (Nichola Wong) Email: ellisyeung@hkma.org.hk (Ellis Yeung) Email: nicholawong@hkma.org.hk (Nichola Wong) Organised by

21st Century Academic Forum

International Conference on Education and Workforce Development 2017

17 – 19

Location: Abu Dhabi, UAE Website: http://www.21caf.org/ Email: info@21caf.org (Eli Ghazel)

Difficult HR Everything you were too scared to ask your boss about • • • • • • • • • • • • • • • •

Leading organisational transformations Rolling out challenging leadership development programmes How to handle younger generations How to re-motivate staff How to encourage staff to take risk and seize opportunities How to foster innovation & collaboration Housing solutions as part of a total rewards package Managing increasingly mobile workforces How to handle downsizing How to hire the right people Personal data ordinance—overcoming HR headaches Avoiding common HR compliance issues Managing multiple HR vendors Avoiding HR data analysis paralysis Managing middle management—empowering & delegating HR legal update

Location: Cliftons, Central, Hong Kong Website: http://www.hrmagazine.com.hk Tel: (852) 2736 6339 Email: sydnie@excelmediagroup.org Fee: FREE ENTRY for HR Magazine subscribers, non-subscribers HKD 1,200

March 2017 Organised by

IQPC

15 Annual HR Shared Services and Outsourcing Interactive th

Location: Singapore Website: http://bit.ly/2fPjCWI Tel: (65) 6722 9388 Email: enquiry@ssonetwork.com

7–8

The Economist

Pride and Prejudice

27 Organised by

Marcusevans

HR Summit Location: RACV Royal Pines Resort, Gold Coast, Australia Website: http://events.marcusevans-events.com/summithr/ Tel: (603) 2723 6748 Email: SitiK@marcusevanskl.com (Siti Khadija)

12 | HR MAGAZINE

Organised by

27 – 29

Location: Hotel Icon, 17 Science Museum Road, Tsim Sha Tsui East, Kowloon, Hong Kong Website: http://prideandprejudice.economist.com/hong-kong/ Tel: (852) 2585 3312 Email: asiaevents@economist.com

HR in NUMBERS

3.8%

37%

US millennials who report using their smart phone for less than an hour a day

Professionals who regard their daily commute as a major productivity drain Source: Regus, survey of 40,000

Source: Millennial Insights Project, MFour

3 in 5

HKD

multinational companies* that are failing to secure their employeesâ&#x20AC;&#x2122; payroll data

34.5

New hourly minimum wage for workers in HK, starting 1 May 2017

* with employees located in more than 6 countries. Source: 2016 Global Payroll Management Survey, TMF Group

Source: labour.gov.hk

1,769 2,606 Average number of hours worked in 2015 by employees in Germany

Average number of hours worked by each employee in Hong Kong in 2015 (over 50 hours per week)

Source: UBS Prices and Earnings 2015

30%

Increased likelihood of HiPos (who successfully negotiate their roles) leading projects with great visibility to C-suite, over less successful negotiators. Source: Catalystâ&#x20AC;&#x201D;Role Negotiation and the Pursuit of Hot Jobs

14 | HR MAGAZINE

Source: UBS Prices and Earnings 2015

78%

Hong Kong employees who prefer a male boss Source: Randstad Q3 2016 Workmonitor

HR MOVES

Nicolai R. Jensen joins Sivantos as Chief Human Resources Officer Nicolai has recently become CHRO at Sivantos in Singapore and is responsible for Group HR across 3 regions: NA, EMEA and APAC. Nicolai has 20 years’ experience in HR leadership. Previously he worked at Carlsberg for 7 years in various Global VP roles within Performance & Talent Management becoming VP HR at Carlsberg, Denmark. He is pleased to be back in a region that he treasures and working in a business that helps improve people’s lives through their hearing. Here he will be focusing on rebuilding a strong, supportive, business focused HR function.

Sanjiv Agarwal takes on a new role at Swiss Reinsurance as HR Director for South East Asia In his new role for Swiss Reinsurance Sanjiv will be based in Singapore. Sanjiv is a seasoned HR professional with extensive experience over a spectrum of HR functions including Relationship Management, Operations Excellence, Learning & Talent Management, Risk & Financial Governance and Transformation projects. He has recently completed an Executive Master's degree in HR Management from Cornell University, New York. Sanjiv is excited about the move to Singapore for this new opportunity and is looking forward to leveraging his varied experience across all functions.

Emily Smith becomes Group COO at Elliott Scott Group In a move from Elliott Scott Group’s Hong Kong office to London Emily Smith, previously Asia COO, has become Group COO; expanding her role to cover all regions and brands. Prior to joining Elliott Scott, Emily worked in a broad spectrum of HR roles and a variety of different industries including Head of HR for a private investment business, Human Capital Consultant for Mercer, Talent Management for Fujitsu Australia and HR Business Partner for Fujitsu UK. Emily is excited about the expansion of her COO role and will be working with the CEO and management team to drive strategy, business performance and operations.

Nikhila Rangaswamy moves into a new role at Kellogg Company as HR Director Snacks and Supply Chain, Asia Pacific Previously HR Director for Kellogg India, in her new role Nikhila will be based in Singapore. Nikhila has over 18 years HR experience spanning Business Partnering, Talent Management, Compensation & Benefits and Change Management in diverse roles across the financial services, consulting and consumer goods industries. She sees this new role as an opportunity to utilise her experience working in multi-cultural environments in order to build the right culture and capabilities for the company, therefore enabling the business to progress in line with its growth ambitions.

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COVER STORY

HRâ&#x20AC;&#x2122;s D&I struggle Overcoming D&I challenges, leveraging it & loving it

Why HR is still struggling with D&I

HR faces many challenges, some of which cause a great deal of frustration. However, the solving of these problems can lead to huge advantages for both the business and the individuals it employs. A growing concern of modern day HR is in effectively managing and leveraging Diversity & Inclusion. HR Magazine media partnered the Community Business Conference 2016 and spoke with some of the current thought leaders in HR about this issue and how finding solutions generates much broader gains for HR and the business as a whole. Our cover story explores this seminal sharing from the conference together with that from other thought leaders in the D&I sphere.

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COVER STORY

ble? Unavoida

biases

It is arguable that some of the major Diversity and Inclusion (D&I) challenges faced by HR are simply part of human nature. Biases exist everywhere, in all countries and cultures and businesses, because these entities are formed by people. Many biases are subconscious, and have their roots in the environment we grew up in. It may therefore be concluded that many biases are subconscious and naturally occurring, and so we must consider them unavoidable. Tinna Nielsen, Founder, Move the Elephant for Inclusiveness, however, strongly disagrees with this notion. She stated, “If you can notice your biases, you can challenge and change them!” On the importance of this understanding in relation to D&I she continued, “The first step towards total inclusion is really acknowledging that you are going to be making unconscious choices regarding who you hire, who you work with, and how you work with them.” She added, “These biases can also vary wildly. It may be a person’s religion, gender or race, but they may even be something very superficial such as the colour of shirt someone wore the first time you met them.” Religion & culture often forgotten One area that tends to be fertile ground for bias is religion. Race, sexual orientation and gender equality may have somewhat more traction in diversity-advocating circles, but according to Mark Fowler, Deputy CEO, Tanenbaum, religion remains relatively untouched. Fowler strongly encouraged an open dialogue on this particularly sensitive topic. He stated, “Think terrorism, hate crime, white supremacists and the rise of Trump. It breeds an anti-Muslim sentiment. Hate crimes are on the rise in America.” How is this

relevant to HR? External factors will affect your talent in the workplace. Mistreatment based on religion often goes unreported. Fowler explained, “People don’t always come forward to stand up for their freedoms; they will suffer in silence and that is a sure fire shortcut to losing talent.” Empathetic boardrooms To start confronting bias Nielsen recommends encouraging empathy at the senior level—with the decision makers. She suggests that it is vital that they understand how it feels to be excluded or treated badly. Nielsen proposed, “We need to trigger the part of the brain where empathy is. Sitting in the boardroom, senior leaders often cannot empathise with what is actually happening further down.” A more empathetic boardroom may be in a position to initiate the necessary change to bring about further inclusivity and diversity. Regarding the challenge of implementing this change, Nia Joynson-Romanzina, Founder, iCubed (Former Global Head of I&D, UBS) takes a practical approach. She advised, “A small nudge here, a small nudge there can lead to organisations achieving significant change in shifting the paradigm towards greater inclusion and richer diversity. Combating bias is not an exact science and thus there is no fixed plan of action, but pacifism is unlikely to yield results.” Accommodating workplaces Fowler believes that taking some practical steps to accommodate people in the workplace is a good place to start. He recommended, “This can be done in a manner of simple ways,

Mark Fowler Deputy CEO Tanenbaum

for example, simple additions such as including a quiet room for prayer. But there are many other things to take into account such as diet, scheduling, attire and time off.” Of these things Fowler cautioned, “We all have blind spots when it comes to the idea of religion and culture in the workplace. Let’s not rely on our own experience to consider whether there is actually relevant work to do.” HR role still limited If biases are to be quashed and companies are to become more inclusive and diverse, it is important that HR is able to play a role in effecting change. There is much talk in HR circles of the evolving role of HR. Much is made of HR as a ‘business partner’ that actively collaborates and influences management. However, Niki Kesoglou, Group Head of Diversity & Inclusion, QBE Insurance Group Limited, believes there is still a long way to go in this regard. Although keen to stress that she did not wish to generalise across all businesses, she felt that the role of HR has still not evolved enough to keep up with the changing world around it. Kesoglou posited, “There is sometimes a lack of sophistication in understanding when it concerns the role of HR. They continue to focus largely on operations and undertaking transactions, many times on behalf of leaders who continue to operate as technical managers.” Instead she believes it is necessary for HR and Leadership to work together in identifying a company culture that will help the business adapt to change and realise its full potential. Both leadership and cultures need to constantly evolve and adapt to survive the changing world and attitudes of employees and consumers. Without this active partnership there is a danger that all the talk about D&I will remain just ‘talk’. Kesoglou continued, “You can’t talk about being growth-oriented, collaborative and innovative and then continue to hire, value and reward the same technical experts who are familiar, polite and compliant. In practice, many organisations don’t align themselves in management style, expectations and what they value in people with what they profess to want.” This is a serious concern for diversity and inclusion. It is very unlikely that a modern day company would profess to being against D&I, but the amount they are doing to further it in practice can vary wildly. Kesoglou seems concerned that the

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COVER STORY

ANGELINA KWAN Board Vice-Chair, The Women’s Foundation and Head of Regulatory Compliance, Listing and Regulatory Affairs Division, HKEx

ERIC STRYSON Managing Director GIFT

HR’s limited focus plays in many companies is preventing them from fully addressing the issue. NiQ Lai, Head of Talent Engagement and CFO, Hong Kong Broadband Network (HKBN) believes that part of the issue has been ineffective selling of the advantages of investing in HR. He observed, “Unless there is a direct long-term linkage between innovative HR initiatives and financial performance, the funding for extra HR activities will stop.” Has HR failed to sell the advantages of more diversity & inclusion? Angelina Kwan, Board Vice-Chair, The Women’s Foundation and Head of Regulatory Compliance, Listing and Regulatory Affairs Division, HK Exchanges & Clearing Ltd (HKEx) at least seems convinced of the advantages. Referring back to 2008, she proclaimed, “If there had been a Lehman Sisters—and it had been working with Lehman Brothers and Lehman Children—we would be in a different position economically today.” Leaders still thinking short term If HR is to take on the role many seem to believe is essential in order to tackle some of the major challenges facing business, including D&I, it is essential that there are business leaders who share this vision. A major challenge facing HR is a propensity among business leaders to think only of the short-term. Developing leaders with a long-term outlook is something many organisations are not doing effectively enough. It is obvious that the environment, for example, will not survive the drain on resources that a short-term view of business inflicts. There is an urgent need to readdress the balance between short-term requirements and long-term consequences. Key to encouraging more long-term thinking is developing leaders who are

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able to view things from a broader perspective. As Kelvin Cheung, Chief Operating Officer, Good Lab emphasised, “Leadership is more than buzzwords and sustainability reports.” Eric Stryson, Managing Director, GIFT shared some key trials and tribulations of leadership development. Stryson stressed, “Human development is the long game.” The first step towards being a better leader is to develop the ability to rise above the drudgery of the present. He continued, “It does take time to open up, and to actually distance oneself from the day-to-day onslaught of emails and business demands. Only then can you focus properly on the problems at hand, both in the environment around you and in your own work.” Once leaders have acquired this ability they will see the advantages of allocating time to personal development and the constructing of broad perspective long-term strategies that take account of more than just the immediate needs of the company and individual. Kesoglou believes that having the correct leadership is crucial to resolving the earlier-mentioned sometimes rather antiquated viewpoint of HR. She stated, “Leadership is number one. If I could change one thing it would be moving the quality of leadership away from just valuing technical knowledge and expertise, and instead looking to hire more rounded leaders who naturally have soft skills and can grow people, create a collaborative workplace, engage diverse talent and develop an authentic brand.” Identifying what kind of culture a company wishes to promote should also come from the top. She concluded, “Leaders need to understand the business that they currently operate under and ask themselves whether this aligns with their desired state. If not, they need to change how they makkkedecisions, what they reward, hire and promote.in line with that culture. It is leadership that shapes culture, not HR.”

Helpful HR in itiatives that nurtur e D&I With HR facing a battle against internalised bias, limitations on its influence, and a leadership that finds it difficult to look beyond the numbers of today and see a longer-term perspective, what can be done to resolve the situation? What some HR practitioners are doing to move things forward and bring about genuine change and progress requires further examination. #1 Collaboration If businesses become overly insular their leaders can sometimes become a little narrow-minded and miss out on opportunities that perhaps lie outside of their usual scope of thinking. Collaboration with other sectors is one route that could lead to solving internal problems as well as revealing previously unforeseen business opportunities and ensuring that products and services being developed by businesses are of maximum benefit to society. Jyoti Chopra, Global Head of Diversity and Inclusion, BNY Mellon highlighted collaboration as being the biggest step HR can take towards addressing workplace inequality. She asserted, “Our alliances with Community Business, Asia Society, Out Leadership and Interbank—as some examples—are vital when confronting D&I challenges. Broadening one’s perspective beyond just one’s own organisation is of great benefit when trying to drive legislative change.” Ada Wong, JP, Chairperson, Make A Difference was keen to speak about the latest development in cross-sector collaboration: tri-leadership. For the uninitiated, tri-leadership involves collaboration between three sectors: government, business and

COVER STORY

SOPHIE GUERIN APJ Diversity & Inclusion Lead Dell

#2 Attracting female talent What happens when certain demographics seem to be uninterested in specific fields, or industries? This is the challenge faced by many companies looking for graduates of STEM subjects. The lack of female participation in these subjects means recruiting a diverse workforce is a major challenge for some industries. Sophie Guerin, APJ Diversity & Inclusion Lead, Global Diversity & Inclusion, Dell was keen to pass on what Dell has been doing to counteract this issue.

non-profit. Each of these sectors has differing goals and approaches. The idea of tri-leadership (or tri-sector leadership) is that it takes the best elements of each sector and combines them to produce an all-encompassing and more balanced view of challenges within and outside of business. Eliza Lee, Professor, Department of Politics and Public Administration, HKU commented, “The paradigm is changing and the main goal is no longer necessarily profit. Collaboration is becoming a greater force than competition.” What this means, in a more tangible sense, is identifying opportunities that tap into progressively humanitarian ideals, rather than just shifting excessive quantities of consumer goods for the lowest possible cost. This shift towards a more CSR-centric model also helps HR attract and retain a diverse range of talent. Stryson identified a specific example, “Opportunities across the region are being overlooked because we are fixated on consuming. Across the Association Southeast Asian Nations (ASEAN) 200 million people don’t have toilets and hand washing facilities, therefore creating massive health issues and disease which in turn is a huge loss on productivity.” Advocating collaboration between business and government can help identify such opportunities to develop valid business while making a positive contribution to society. Wong added, “The borders of the three different sectors are becoming increasingly blurred and no longer can governments alone solve social problems.”

Guerin explained, “Research has shown that around the ages of 13 and 14 girls start to drop out and lose interest in STEM related learning. This means Dell has begun to focus on the grassroots, engaging with girls at a younger age in order to capture their interest.” Schemes such as the Girls Outreach Programme and the humorously named IT Is Not Just for Geeks focus on making STEM more attractive to young teenagers.

Employees at Dell worked with students on the Girl Student Outreach Programme over the course of 25 weeks, educating them on the skills required to work in the IT industry, encouraging them to work on networking skills and inculcating confidence in them. The participants were taken through basic programming languages and worked on computing, networking and storage. Both programmes work towards tackling low uptake of STEM subjects by girls through providing interaction with Dell representatives. Guerin defined the aims of the programmes, “The goal is to reveal some of the previously unseen avenues of future employment and to make tech more accessible to girls.” Dell— being a computer tech company—is uniquely positioned to offer these things. Combining engaged leadership and accountability, active mentoring of talent and monitoring of development, Dell hopes to see a greater intake of female STEM workers in the coming years.

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COVER STORY

Tattoos and Piercings:

Is Prejudice Causing SME’s To Miss Out on Talent?

Fem Ngai, CEO, Community Business (third from left) with speakers from the Community Business Conference 2016.

As Dell’s efforts make clear, other than the macro-ideas to do with strategy, collaboration and long-term thinking it is also important to have initiatives that aim to proactively remedy the issues faced today. When it concerns diversity and inclusion, there are a number of initiatives that various companies are carrying out that are making a difference. #3 Flexible workforces Dell is also a strong advocate for a flexible workforce through the promotion of formal flex contracts. Guerin commented, “Currently we have 28% of staff formally registered as flexible workers, and we are really trying to push that up to 50%. It’s great because employees get to choose more of when and how they like to work.” This freedom to work around life’s other demands is a step forward in furthering D&I in the workforce. It is typically women who have suffered from the traditional work life structure, so with a greater flexibility around working hours, it is hoped that one major obstacle to a successful career has been reduced. #4 Men advocating women Sophie Guerin was similarly very keen to discuss Men Advocating Real Change (MARC)—a project that encourages men to join and speak for gender equality. She stated, “When it comes to gender equality, it cannot be just women banging at the door asking for inclusion. We need to get men in on the act as well!” It is no secret that a lot of the decision makers are men, so making use of male advocates is seen as a good solution to overcoming potential resistance.

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#5 Diverse networks At BNY Mellon, to promote D&I employees are invited to engage in internal networks that provide a space for various groups to interact. These include LGBT, special needs, GenEdge and Woman’s mentorship programmes. GenEdge is increasingly catching on, wherein the mentorship model is flipped and the younger talent are actually coaching the more mature including higher management, bridging the traditional generation gap. #6 Local engagement Company-wide initiatives on improving D&I are extremely important, but Chopra insists that a lack of local engagement with strategies is often the reason little real progress is made. Chopra explained, “A strategy can be implemented and deployed at a regional level but also at a very local level. This is where traction and engagement happens.” She further advised, “You need to spend a lot of time in the region. You cannot run a successful D&I initiative from an office in New York. You have to be present there. APAC is very nuanced and unique, and each of these locales has to be understood. It is the fastest growing region in the world, and without a very local view it is not possible to operate and build successful business teams.” So although still a challenging area for HR, there are numerous ways in which D&I can not only be enhanced, but leveraged to drive business success. With a bit of initiative and a lot of persistence HR can champion amazing results through nurturing D&I while at the same time contributing to the bottom line which the CFO will be loving too.

Up until the last decade, tattoos were perceived as the reserve of the uneducated, the criminally intended and those who had not thought about the prospects that their future could hold. With more people—especially women— being tattooed more than ever, is this draconian view of body modifications leading to SMEs missing out on top talent? A recent report by ACAS and King’s College found that body modifications still act as a barrier to employment. Whereas a study of American consumers showed that 97% of adults would not change their shopping habits if employees had visible body modifications A 2015 Yougov poll reported that almost a 5th of UK adults have tattoos, with those under 40 being significantly more likely to have one. Are organisations losing out on emerging top talent and potentially breaching human rights? To have a truly diverse workforce means that you have a truer representation of your customer base. If we were to address the issue at its most basic level; the question would be how much of an impact does a piercing or a tattoo have on an individual’s ability to perform within the workplace. It could in fact be argued that those who have embraced such modifications may have a more liberal and creative mindset and perhaps be more willing to take risks; a trait that many workplaces are now searching for as micro-managing is out and self-management is in. As Richard Branson put it, there is a need for ‘disruptive talent.’

HR FEATURES

TOP 5 TIPS TO GET YOUR EMPLOYMENT CHECKS RIGHT

Deciding when and whom to check, and for what There is no one-size-fits-all approach to background checks. They should be tailored based on: • The nature of your industry • The needs of your business • The details of the position you are hiring • What local laws require or prohibit

Knowing the components of background screening When you are planning a background check, there is a selection of services you can choose from, including: • Criminal record checks • Identity checks • Employment and education verification • Credit checks • Executive screenings, especially for an upper level position

Understand background check processes and timeline A typical check may take 3 – 10 business days, with some types of checks taking longer than others. Thankfully, technological advancements have allowed the screening process to become much more fluid and convenient than previously thought.

Inform and prepare candidates for screening

Keeping candidates in the loop helps them prepare what is required during the checks. It is also key to help candidates understand that the objective is to maintain fairness in employment and safety in the workplace. These can help to ease the candidate’s anxiety about background checks.

Integrating with Applicant Tracking System Background checks can be a long and tedious process that taps into various sources of information. A good online system is able to consolidate information real-time to streamline HR processes so you can hire and onboard talent as quickly as possible.

Source: HireRight “Background Checks for Dummies”

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HR FEATURES

THE HARDER YOU FALL, THE HIGHER YOU BOUNCE

We have all been there—trapped in a long, boring training session in a windowless office that is either far too hot or cold. It is quite often the norm for teambuilding, and while it is sometimes necessary to be in the classroom, a more interactive approach demanding energy expulsion will have far greater impact. Sport has for centuries been a viable form of increasing team cohesion and unity, so why not use the same philosophy for teambuilding at work? Turning teambuilding upside down Many traditional teambuilding activities have become routine and predictable, leaving HR having to work harder and harder to organise something fresh and keep talent engaged. Hong Kong has some of the longest working hours,

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increasing the likelihood of stress becoming a major issue. We made a stopover at BOUNCE Inc in Kowloon Bay to investigate new options that they are providing to help HR with their teambuilding programmes. As the name suggests, there is definitely some bouncing involved on a raft of trampolines set in a sprawling, colourful venue. The quirky space is a far cry from the often harsh setting of many classrooms. KK Chan, Senior Manager at the facility asserted, “Our facility gives employees a break from the mundane surrounds of the corporate world. They’re still learning, but now in a fun environment that as well as providing an ideal zone for teambuilding activities, also relieves the stress of long work days—so it serves a double purpose.”

Encouraging staff to smash each other There is a huge array of activities available when it comes to choosing a team building exercise. Most are designed with the specific intent of breaking the ice and eliminating barriers that may exist between talent—who may be from wildly differing business units and/or levels within an organisation. The slightly bizarre experience of bouncing with colleagues makes dropping inhibitions that much easier. Smashing your colleagues with soft balls while playing a team match of trampoline dodgeball— don’t worry no pain involved—can be very liberating. This ‘demolition’ of barriers can help improve team cohesion, not just on the trampolines, but more importantly back in the office too.

HR FEATURES

Trampolining is considered a pretty active sport, however Chan expressed, “For those with physical limitations, there are also many activities that can be done at their own level of comfort—and yet still provide all the positive feelings that come from the physical challenges and working alongside a team.” For the more adventurous who want to take on more daring challenges—they can experiment with aerial moves under the guidance of experienced staff who are happy to assist when needed. Chan recalled one bouncing client who surprised them, “We had a hotel porter, aged 65, who thanked us and said he would have never thought of jumping into an air bag at his age. He laughed that it had made him feel 10 years younger!” The bouncy experience is certainly enlightening, a little exhausting, and a great mid-week bonding and de-stressing session. Best of all, it gives staff a fresh sense of vigour when approaching the office the following morning—after all, who does not like trampolining?

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HR COMMUNITY

INGREDIENTS FOR LASTING CHANGE Judy Feng, Head of Organisational Development, The Hong Kong Jockey Club (HKJC) shared that HKJC is undergoing an organisational transformation in building a customer-centric and performance-driven culture with the ultimate aim to enhance the organisation’s competitive advantage. To achieve this, a behavioural shift through leadership capability building is essential.

JUDY FENG Head of Organisational Development The Hong Kong Jockey Club

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Feng highlighted a leadership development programme—the Leadership in Action programme(LAP)—which was designed and executed to develop executives as the ‘change agents’. It adopted a systematic approach and partnered with world class subject experts. Action-learning is one of the programme components bringing about change. Feng explained, “Talent must see,

think and do to achieve meaningful and lasting behavioural change.” Feng described how the LAP programme has helped foster new behaviours among executives in adapting and thriving in their current work landscape. The programme’s impact has been wide-reaching and Feng highlighted, “Our talents are now demonstrating new behaviours: they have developed a new outside-in way of thinking and the entire process has significantly increased collaboration across different functions and work teams.” Key success factors include a structured action-learning process design, team coaching with professional methodologies and tools and gaining senior management commitment.

HR COMMUNITY

The HR team, champions of imparting knowledge throughout the organisation, is itself often the last in line for learning and development. The autumn HR Magazine Conference served as a keen reminder of the challenges facing HR and the importance of maximising learning and development opportunities for everyone across the organisation. As ever, the speaker line up from diverse industries and backgrounds gave practical input about how they are managing to not only develop their employees, but also further upskill their HR department and C-Suite.

CATALYSING TRANSFORMATION Eric Or, Managing Director, JOS Hong Kong, and Jenny Pong, Group Director, Human Resources, JTH Group, teamed up to share their transformation story. The GFC and the market fluctuations it brought previously meant HR had to step up to the plate with a transformational programme rolled out across the organisation to positively drive business results.

To Or, the opposite is true. He explained, “Our staff are our brand and our asset. We need to wow our staff so that they will wow our customers. Having unhappy staff with inadequate skills facing our customers is the last thing you want. I will not cut my L&D budget because it is crucial to maximise practical L&D opportunities across the organisation.”

This was no mean feat, and key to overcoming challenges was keeping the company culture up-to-date with the current market. Or used the office fax machine as a metaphor for how inertia is overcome. He explained, “Previously I had a fax machine in my office which had sat unused for months—when I finally questioned why it was there, the answer was ‘just because it has to be there’. I realised, to make change, you need to drive it. Someone has to be brave and take the risk in order to move forward.” He quirked, “I later ditched the fax machine and moved on.”

Pong highlighted the key initiatives in the transformation journey. Various focus groups were conducted to solicit feedback from staff. Policies, systems and structures were enhanced. Corporate values were crafted, communicated and reinforced via a gamification app to engage and connect staff. Innovative wellness programs were rolled out, L&D and talent management programmes were revamped and an inaugural employer branding award programme was launched. With HR working hand-in-hand with the business, these have led to increased employee engagement score, reduced staff turnover rate and profitability and business development heading the right direction.

A common concern among some management is the worry of offering more training to staff only to have them later leave the organisation.

JENNY PONG Group Director, Human Resources JTH Group

ERIC OR Managing Director JOS Hong Kong

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HR COMMUNITY JEFF HACKESON Managing Director, Advanced Prosci® Instructor Change Enablement

HR AS THE DRIVER OF CHANGE

JOHN PRENTICE Director, Prosci® Instructor Change Enablement

Understanding that change is managed differently in each organisation and getting HR involved is a great way to successfully manage the change process. Jeff Hackeson, Managing Director, Advanced Prosci® instructor explained, “If your strategy for Change Management is effective, you are six times more likely to meet project objectives.” (Prosci® 2016 Best Practices Research). HR can help to meet these objectives by analysing the impact of change before the project is launched and by contributing their input to the initial change management plan. Once a plan of action is decided upon, HR and the change management team can get the support and involvement of leaders and line managers to ensure that the change realises organisational benefits.

also should develop techniques to help deal with those who are, inevitably, reluctant to embrace change. What is critical is the need for HR to be consistent and persistent with such actions and conduct periodic reassessments to address deeper pockets of resistance to change. Times of corporate transformation often present some of the biggest challenges for HR and getting all staff to simultaneously change is a tall order. John Prentice, Director, Prosci® instructor, stated “Change puts HR in the driver’s seat—people instinctively don’t like change because of the unknown. HR has a critical role at this time to give talent a clear mapped-out structure for the change and keep them updated on what’s going on throughout the transition.”

The pair advised that when tackling change, HR should try to be consistent in their approach and one way to do this is use a proven methodology and set of tools. By using a suitable model such as Prosci ADKAR® — Awareness, Desire, Knowledge, Ability and Reinforcement—change can be defined for one person, teams and the organisation. HR

Hackeson and Prentice concluded by providing further insight on successfully enabling change and driving positive business results by enabling leaders to drive change and coaching line managers to lead their people through the change. The bottom line being that employees will support and embrace change with the right process, leadership and management.

BUSINESS TARGETS MEET HR TARGETS Antonio Ramirez, Senior Vice President of Human Resources, Sands China Ltd described how correct training was perceived by his staff as the most important development objective. Ramirez believes that development must focus on the business and talent within—with a mind-set to embrace change. Ramirez commented, “Development plans must not just have HR targets, but also business targets in mind.” Each day will bring different challenges and an ongoing process of change is necessary to cultivate the mind-sets of employees and develop the HR team. The importance of maximising talent to maintain a happy team and happy customers was stressed, Ramirez acknowledged, “Everyone needs to love their job.” He suggested that staff should have a purpose to

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change the way they think with a shift from control to empowerment. He remarked, “HR teams need to focus on the potential, think and raise the right questions regarding how the organisation can function better and to provoke thoughtful answers from the team.” Ramirez revealed how a visual management system at Sands has significantly helped his HR teams focus on solutions rather than problems. In this way, employees start to regard failure positively—as an opportunity to build and learn. Ramirez also believes traditional training sessions are still relevant, however a culture of utilising new knowledge and methods should be nurtured to use a dual approach: utilising the traditional as well as contemporary learning techniques.

ANTONIO RAMIREZ Senior Vice President of Human Resources Sands China Ltd

HR COMMUNITY

GUIDING YOUR OWN LEARNING Debbie Mannas, Head of HR, WallemGroup, opened with the statement, “Whose life is it anyway?” A rallying cry for all HR folk to take control of their own L&D and steer their own ship. Mannas discussed the trials and tribulations of sussing out a development roadmap for the HR function. She mentioned how MNCs only occasionally have clear development roadmaps in place, meanwhile medium and small organisations almost never do. She highlighted, “Most of the big organisations have them, but are they always followed consistently. Smaller organisations almost never have them, and this really leaves a hole in the development for the HR function.” She added, “With no roadmap in place, an effective plan of action cannot be followed and there is no way to measure success. Who is going to teach the teachers?” Mannas discussed how her previous leaders really sculpted her development as a HR leader today. A testimony to all of today’s leaders that even the smallest things may leave a mark on their people. So HR leaders should acknowledge that every action and choice made is being observed and absorbed. She advised, “Lead by example, and act like a disciple yourself—being willing to soak up every lesson and learning opportunity possible, whether positive or negative. This

is key to building up a varied and broad development experience for yourself—and it should also include situations you may not initially like or feel comfortable in.” To keep developing yourself as a leader Mannas made some key recommendations: • Imagine who you will be years from now • Ask yourself what legacy would you like to leave • Explore how you can add meaning to what you are currently doing • Examine new skills you will need to stay relevant in the future • Expect more from yourself • Pinpoint what gives you joy in certain roles, what does not, and what can you do about it

DEBBIE MANNAS Head of HR Wallem Group

Mannas stated triumphantly, “However you see yourself in a number of years, start working on it now. Developing skills should be addressed sooner rather than later.” She highlighted that establishing a map for development is a major motivator as it sets out goals, milestones and a clearer plan of action. She concluded, “on the way you may change course and priorities, which you may have never realised if you hadn't started that journey. Keeping an open mind enables you to spot opportunities that can be used as skill building tasks and this can sometimes mean going out of one’s way to look for them.”

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HR COMMUNITY

PANEL DISCUSSION Facilitated by Paul Arkwright, Editor-in-Chief, HR Magazine, the panel included Carmen Chan, Senior Manager, Employee Engagement & Internal Communications, Group Human Resources, JTH Group, Bernard Coulaty, International VP HR, Author and Speaker, Martina Li, HR Partner, IBM Hong Kong, Eva Lo, Director of Knowledge Management, Cordis Hotel and MaryAnn Vale, Vice President, Human Resources, Global Supply Chain, PVH Far East Limited who all shared their insights. Addressing skill gaps in HR The panel acknowledged that although HR has come a long way, there is still scope for further enhancing in-depth strategic business acumen among the HR community. Vale commented how HR supports business strategy by moving towards a partnering role with stakeholders and that business knowledge plays a large part in this. Coulaty described it as problems from managers above and people below and explained that there is a lack of a strategic vision and a shortage of simple and quick decision-making processes. He also highlighted that a gap exists between technology and engagement. In order to deal with the lack of business acumen in HR, Lo said she addressed this through training and by taking staff out of the normal workplace setting and educating them in unfamiliar surroundings. She elaborated, “Lots of HR graduates are very

28 | HR MAGAZINE

eager so we encourage them to take a broad variety of courses—such as labour law—and we also do a lot of coaching. To increase their business guile they are encouraged to read business journals and at least once or twice a month we hold a casual lunch to discuss what they have read.” HR has to retain a broad wealth of knowledge to function effectively and this can only be maintained by engaging with other departments around themselves. Having a team of HR professionals who are well-read with a good understanding of business is not only useful but it can help achieve a business edge. She stated, “Coaching plays a big part in boosting skills and it’s a huge role for senior HR leaders to undertake, but they’re the ones who have the experience and understand business.” Mapping out value change Everyone agreed that in terms of increasing value, the senior management team needs to be very open-minded and accepting of the way HR works. Li explained how they achieved this at IBM: “We enable global initiatives and programmes to encourage our teams to come up with fresh and unconventional ideas. We then choose the most innovative proposals and fund the team generously to make their ideas come to life.” She expanded on this by emphasising how HR needs to be forward thinking to address skill gaps. Chan discussed a recent imitative: “Students had a chance to flex their innovation muscle by competing for an innovation award—from 42

submissions we had eight finalists who all came up with a viable business blueprint.” Offering staff the chance to do something wildly different and perhaps even affect the way the business is run is not only affirming but provides opportunities for them to create their personal visions. Such an initiative could not be achieved had senior management kept HR on a short leash. Coaching, training or mentoring? Coulaty argued that mentoring is the most beneficial learning method. He suggested that training is seen as helping with the transactional side of things whilst coaching is good for inertia or pockets of people who resist change. “Conducting mentoring, such as spending one day a month within a department—whether it is marketing, IT or sales—creates engagement within all levels of a company.” When asked about the HR mindset of business people, Coulaty said that matching the right mentors with staff was the answer: “We have a training programme for mentors, but we also partner younger staff with the older generation which creates a dynamic not previously seen.” Mentoring becomes a two-way street rather than just a trickle down from one to another. Vale explained, “This is an untapped resource in most organisations that should be utilised more often as it offers a more varied method of learning.” Leaders are not just leaders, they are also teachers and at same time, students.

HR COMMUNITY BUILDING HR NETWORKS

Having a personal HR network can be not only your means to helping a fellow HR manager in distress, but also your own safety net in times of need. HR has to keep on top of a lot of information and changes within its own function. MaryAnn Vale, Vice President, Human Resources, Global Supply Chain, PVH Far East Limited cautioned, “Within a short period your knowledge and data will be outdated. At this point functioning optimally becomes difficult, sitting on what you thought you knew just will not do.” Vale offered her wisdom regarding how she has utilised her own HR network in the past to help achieve her business and personal career goals. She cited a recent event when faced with the challenging task of recruiting in Africa, owing to her keen networking she had managed to get in touch with a HR manager who had recently been very busy within that locale. She noted, “Because of my established networks, I was able to unlock

a trove of invaluable local knowledge and intelligence that you could only get from someone else’s firsthand experiences.” She went on to detail that networking should be viewed as a culture of ‘giving’. She explained, “Build a relationship with your key motive being ‘to give’. I am a firm believer in getting back what you give.” Vale went through some important points for being a star HR networker: honing your elevator pitch, determining the best places to network (HR Magazine’s Conferences naturally!), having relevant questions in mind to break the ice and help overcome your shyness. She reminded those in HR that networking is all about quality, not quantity. As a sign off, Vale reminded the audience to maintain their networks and not let them stagnate. Introduce members of your network to each other to strengthen it and maintain the manner of giving. Being generous is a long-term investment.

MARYANN VALE Vice President, Human Resources Global Supply Chain PVH Far East Limited

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HR TRAINING

HKMA Award for Excellence in Training and Development

What’s in store for 2017?

Details of Award Briefing Session Date

Friday, 13 January 2017

Time

9.30am – 11.00am

Venue

Fee

The Hong Kong Management Association CYMA Charity Fund Management Development Centre Room 201, 2/F, PICO Tower 66 Gloucester Road Wanchai, Hong Kong Free

Contact

Ms Ellis Yeung 2826 0532 / ellisyeung@hkma.org.hk Ms Nichola Wong 2826 0521 / nicholawong@hkma.org.hk

Website

www.hkma.org.hk/trainingaward

BIANCA WONG Group Human Resources & Corporate Communications Director Jebsen & Co Ltd. This is an exciting time for those in L&D. Over the past five years numerous changes in L&D programmes have been rolled out—which are having an enormously positive impact on talent development. Across all industries, talent engagement and development has been pushed to the forefront of the HR agenda. HR Magazine spoke to Bianca Wong, Group Human Resources & Corporate Communications Director, Jebsen & Co Ltd. to discover what the Group is now doing to champion L&D. Changing L&D landscape Bianca Wong has been a Member on the HKMA Award Organizing Committee every year since 2013 and during this time has seen a number of positive changes in L&D. She explained, “Training programmes now have much clearer objectives that are designed to meet specific business challenges. This means that L&D has become more of a business partner than ever and it is a positive trend for the industry.” Wong has also seen L&D programme designs become much more creative and diverse to help further enhance the learning experience and better engage the audience. She added, “L&D delivery

30 | HR MAGAZINE

mediums have also become much more diverse including video, experiential learning and deeper management engagement.” Awards for Excellence in T&D There are many benefits to joining the HKMA Award for Excellence in Training and Development. Firstly, the structure of the Award gives clear direction to training and development practitioners on how to design and execute a solid programme. Secondly, by entering the Awards, an organisation’s training team get the opportunity to review their programme design from a very objective perspective. Thirdly, during the process, the programme owners can also develop themselves by preparing for the judging panel, making presentations to a wide audience and showcasing their programmes. Finally, the Award provides the perfect opportunity to benchmark with other organisations and shares creative ideas with each other. Winning an award When providing the submission, it is important for entrants to understand the

judging criteria and tailor their programme descriptions accordingly. Wong explained, “During the judging process and when facing the panel, it’s important to not only highlight the programme design process, but also to provide detailed descriptions of the programme itself and how it’s linked to the key learning objectives.” The most crucial aspect of the evaluation process is how the learners have been trained or developed to gain the required skills, knowledge or competencies through the programme execution. Wong added, “Quantitative and qualitative objectives should both be highlighted to help demonstrate the programme’s ROI.” Successful staff development programmes Successful staff development programmes have to be sustainable and HR must really understand the business needs and partner with senior management to ensure complete support for L&D programmes. Wong said, “To achieve this heads of L&D have to demonstrate solid influencing skills in addition to keeping a close eye on market dynamics, the changing business environment and continually evolving customer needs.”

Presents

HR TRAINING

2016 Human Resources Conference

Human Resources, the Untapped Asset for Business Disruption December 2, 2016

All industries are experiencing disruptions that pose a risk to results. Consequently, many business are looking for new and innovative strategies to manage disruption. Yet in Asia, human resource is too often treated as an administrative function rather strategic driver of results; hence, it is under-leveraged as a business asset. The 2016 AmCham Human Resources Conference is designed not only for HR professionals, but also business leaders, seeking insights on how to better integrate the business and HR, while optimizing people resources, to deliver transformational results. Date & Time: December 2, 2016 (8:00am - 2:30pm)

Venue: Four Seasons Hotel Hong Kong

SPEAKERS Kimberly Arth, Co-Founder, Pivot Global Limited Lynne Barry, Global Head of Learning and Development, Telstra Camille Mirshokrai, Managing Director - Growth Markets, Growth & Strategy, Accenture Trevor Sunderland, Country Manager Hong Kong & Asia Operations, Agile -1 Leonie Valentine, Managing Director â&#x20AC;&#x201C; Sales & Operations Hong Kong, Google Trasy Lou Walsh, General Manager, Uber Macao

Rosemary Goater Partner Heidrick and Struggles (Opening Keynote) NiQ Lai Hong Kong Broadband Network Ltd. (Luncheon Keynote)

...more to be announced

PROGRAM HIGHLIGHTS (*Concurrent Sessions) Opening Keynote - Leading through Disruption, Avoiding a Talent Crisis in Asia Luncheon Keynote - Co-Ownership = More Alignment = Less Rules Disruption Track - Focuses on new people innovation trends *Disruption and Innovation-Small and Large Companies Share *The Gig Economy and a High Leverage Workforce *Disruption in China TITLE SPONSOR

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For registration and more details http://www.amcham.org.hk/events/signature-events/human-resources-conference

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HR TECHNOLOGY TRAINING

HR in the Era of

BIG DATA

Vice President, People and Culture, IBM Greater China Group has been working at IBM for the past 19 years. He originally started his HR career at an IBM service centre in Portsmouth, UK, after various roles in business and technical leadership. Since then, he has risen through the HR ranks, moving through many different regions to his current role as the Vice President of HR for the APAC region. Since taking the role as VP of HR, Gallo has highlighted how critical data is to HR, but also believes that “the best HR ideas come from outside HR. Employees come up with the best ideas that can be implemented internally.” This means transforming traditional HR into something which encompasses skills from all departments to perfect the HR experience

32 | HR HRMAGAZINE MAGAZINE

itself. Using data, IBM has saved around USD 20 million by proactively approaching employee retention and nipping HR problems in the bud. This is done by actively predicting who is going to leave and then investing money and time into those employees so they instead have an overall positive experience. Winds of change Moving from being only a hardware manufacturer into the integrated services sector has brought with it a fair amount of challenges. This is especially true of external factors—there are so many more competitors than previously. Gallo offers the example of Alibaba. Whereas previously they only played the role of an online marketplace for buyers and sellers, now they have even moved into

banking. Many businesses are diversifying and are offering more than ever before. This presents the challenge to IBM of having to innovate constantly, or be left behind. Who are the people to drive that innovation? The staff. “The expectations of people have changed. We are now customising the HR experience. Talent expects a tailor-made and customisable experience.” He cites that 50% of the work force is already comprised of millennials and this is only going to grow—and the traditional HR approach will not cut it with them. HR and AI Gallo has applied data and analytics to invigorate the work force, “Data is becoming the new natural resource.” IBM has responded

HR TECHNOLOGY HR TRAINING to that by producing their own form of AI, named Watson. Their website describes it as, “A technology platform that uses natural language processing and machine learning to reveal insights from large amounts of unstructured data.” Watson is a tool used by HR to absorb as much information as possible and then make analyses. It collects data from internal and external communications made with employees and identifies key issues. All this data is collected only after staff member give permission to do so, however. “Finding a balance between confidentiality and what needs to be out in the open. An open dialogue is encouraged because it means problems are identified and corrected earlier.” Gallo continued, “It lets the staff know that the company is actually listening to their concerns and the employees like it.” Talent not AI AI won’t replace people, but rather improve the employee experience. Gallo views the development of AI as a positive thing, not a tool to replace real people but to allow staff to focus on learning and customer service. The repetitive tasks can be automated instead. He stated, “Analytics can help us make better decisions but they won’t replace people. Instead you can focus on the fun parts. The lower end work will be replaced by computers, applying solutions enabled by technology. The jobs will transform and there will be more skill requirements.

Changes in learning Recently IBM has launched their learning portal, Your Learning. Watson uses the data and analytics gathered to then offer you resources that would be best suited to your personality. It is a customised experience for each individual. By offering the right information and learning it allows flexibility for the staff to learn how they want and when they want. The key thing being that this experience also offers what would be most beneficial to you as a person, by predicting what you might excel in and then honing that rather than pushing skills onto a person that they will not necessarily need, use or be particularly good at. Gallo also highlighted that gamification has been a fantastic way of driving engagement with staff. One idea is gaining currency for completing learning that can be exchanged—for example BluePoints, an internal programme that gives points to employees to redeem for awards. Embrace new challenges Gallo offered some advice to other HR leaders who have to steer the ship through change, “Embrace new challenges and be more proactive, don’t sit back and be like traditional HR. Embrace it and see what you can do with it. Technology can allow better decision-making and can help with organisational culture transformation. HR has to engage the millennial generation, which is only going to get bigger.”

HORST GALLO Vice President, People and Culture IBM Greater China Group

Dr Watson An example of Watson’s computing power has recently become evident. Having already been victorious on a popular American TV show and having developed its own exotic cook book, it has now made waves in the healthcare field. University of Tokyo doctors reported that the artificial intelligence correctly diagnosed a patient with a rare form or leukaemia. Previously doctors had been unable to provide an accurate diagnosis. The machine took just 10 minutes to compare the patient’s genetics with a database of 20 million research papers. This allowed doctors to then provide accurate treatment to the patient.

An early prototype of Watson in Yorktown Heights, NY. The cognitive computing system was originally the size of a master bedroom in 2011. (Photo: Clockready via Wikimedia Commons)

Watson first ‘enrolled’ in medical school at Columbia University in 2011. The AI was loaded up with medical cases and millions of research papers and went through several tests, as it were, with doctors, being corrected and learning when it gave an incorrect diagnosis.

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HR LEGAL Changes in the modern workforce are now happening more radically and rapidly than ever.

By Julia Gorham, Partner, Head of Employment—Asia, DLA Piper

FLEXIBLE WORKFORCES

THINGS TO LOOK OUT FOR

According to a report published by the International Labour Organisation in 2015, informal employment, very short term contracts, contingent freelance workers, homeworking and irregular working hours are becoming increasingly widespread. These changes in patterns of work—coupled with the rise of peer-to-peer platforms—are fundamentally changing the meaning of ‘workforce’ and ‘work’, as more people are now holding multiple jobs concurrently or challenging the traditional employment model. These changes provide organisations with access to a larger talent pool of millennials or parents returning to work under ‘returnships’ or similar programmes. These changes also potentially increase retention of existing staff (who may otherwise leave a company for new challenges or increased flexibility as their personal drivers change over time), and they can also have a positive impact on a culture of diversity and inclusion as well as creating family-friendly workplaces. Hong Kong currently lags behind other developed nations in its lack of legislation or even guidance on flexible working, non-standard forms of employment and on family-friendly employment rights. Hong Kong working culture still reveres ‘desk time’ and ‘face time’ with employees working some of the longest hours in the developed world.

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Although there are few statutory provisions on flexible working and family-friendly employment rights, there are some hidden statutory thresholds and risks under the

Independent

contractor and

misclassified employees

Labelling an on-demand worker as an independent contractor does not necessarily mean that the individual would be viewed by Hong Kong law as an independent contractor. In Hong Kong—as in many common law jurisdictions—the legal test to differentiate whether a person is an employee or an independent contractor is to examine the facts of the relationship and not just the label given to it. Therefore, the law examines all of the features of the parties’ relationship against a list of factors and decides whether, as a matter of overall impression, the relationship is one of employment. Relevant factors include the degree of control that the company can exert over the individual, the extent to which the individual is an integral

Hong Kong Employment Ordinance (Cap 57) (‘EO’) that forward-thinking organisations looking to implement flexi-work need to be mindful of.

part of the company, whether the company has any obligation to provide work, and whether the individual is running his own business and needs to manage his own time schedule and financial risks. Even if an on-demand worker is contracted as an ‘independent contractor’, if the overall impression of the work relationship between the company and the on-demand worker is one of employment, the ‘independent contractor’ label could be disregarded by Hong Kong courts in determining the worker’s rights and benefits. Misclassifying an on-demand worker as an independent contractor instead of an employee can lead to disputes over annual leave, statutory holiday pay and sickness allowance, Mandatory Provident Fund contributions, employees’ compensation insurance and statutory long service or severance pay. If the on-demand worker is ultimately found by the court to be an employee, the company’s risk exposure may include a record of criminal conviction and the criminal penalty can include fines.

HR LEGAL

Record-keeping For casual or atypical workers, one key challenge faced by many companies is how to keep a proper record of the hours and days they have worked, in order to comply with payment obligations and minimum wage requirements (where applicable). In Hong Kong, the Minimum Wage Ordinance provides for the statutory rate of minimum wage (the current minimum wage will rise from HK$32.5 to HK$34.5 per hour from 1 May 2017) as well as certain time recording obligations. The other common record keeping challenge faced by many companies is how practically to monitor if casual workers, across a range of work sites, do in fact work 18 hours or more each week for four consecutive weeks—at which time they are regarded by law as ‘continuously employed’ and therefore entitled to certain minimum statutory entitlements such as rest days. The entitlements to paid statutory holidays and paid vacation also apply to employees who are ‘continuously employed.’

Contract drafting

and holiday pay issues

When engaging casual workers and contingent workers with no base salary, a common pitfall is to assume that their remuneration (whether in the form of commission or otherwise) would cover statutory holiday pay. In 2015, a fitness and beauty centre was criminally prosecuted for not paying statutory holiday pay to one of its employees. This employee had no base salary but was remunerated for the hours worked in the form of commission and would receive an additional sum of HKD10,000 as her minimum commission each month. The case asked if the minimum commission was inclusive of statutory holiday pay—the employee argued that the company had failed to pay her any statutory holiday pay—while her employer argued that her minimum commission was inclusive of her holiday pay. The company was convicted and fined for contravening the EO in not paying the employee’s holiday pay because the contract did not expressly provide that commission would cover statutory holiday pay.

Dealing with flexible-working

requests The

benefits As an employer, there are many benefits of having flexible-work arrangements. Employee engagement is the obvious benefit but commercially many businesses also see an economic benefit in allowing staff to work at home to improve productivity through positivity and empowerment, as well as sometimes a cost saving on office space or related infrastructure requirements. From a health and safety perspective, additional flexibility may reduce tension and stress within the workplace for those balancing home life and work, creating a more positive environment for all. As such, flexible forms of work and related arrangements will boost retention and rehire rates, which will benefit successful companies due to the high cost of training new staff and the shortage of skilled labour in Hong Kong. Despite the lack of statutory provisions for implementing such policies, it is a wise business decision to introduce them as there are definite advantages that will generate growth.

Unlike other jurisdictions, such as the UK where all employees have a statutory right to request flexible working, dealing with requests in Hong Kong will currently depend on the organisation’s internal policies. Although there is no current trend of claims in Hong Kong, it is conceivable that employees may in the future try to argue that failure to consider a request for flexible working amounts to discrimination. For example, under the Sex Discrimination or Family Status Discrimination Ordinance provisions, because women generally have a greater responsibility for the care of immediate family members such that an organisation’s refusal to grant flexible, working indirectly impacts a greater proportion of women. For the time being, when dealing with flexible-working requests, the business should look at each request on a case-by-case basis, whether it is able to tailor arrangements to the employee and their role, as well as the overall impact to the business and number of other flexible arrangements ongoing. It can be hard to balance the idea that a precedent has been set in the past by agreeing to flexible work for some employees, against the objective needs of the business not to have all staff working flexibly, if there is a reasonable concern regarding business impact. Most forward thinking organisations have already embraced remote-working technology to facilitate a degree of ad hoc flexible working but they should also look at their overall technology and HR strategies in anticipation of an increase in more formal requests for flexible working. This will include reviewing the use of remote technology, data security, bring your own device (BYOD) schemes, the need for homeworking desk assessments for those working formally at home and insurance etc.

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HR BOOK REVIEW

Leadership 2030

The six megatrends you need to know to lead your company into the future By Georg Vielmetter and Yvonne Sell Leadership 2030 attempts to illustrate the dramatic impact ‘megatrends’ are having on markets, cultures and processes. It sets out a vision of how firms will need to be structured and led into the future. The author pinpoints six megatrends that businesses and leaders will need to address in the coming decades: Globalisation 2.0, environmental crisis, individualism and value pluralism, digitisation, demographic change and technological convergence. The book allows a clear grasp of exactly what is changing, what the future may look like and how business leaders need to adapt to cope. The author calls for the rise of ‘altocentric’ leaders: individuals whose primary focus is on others, not themselves and who view themselves as a part of the greater good. The book sets out a model for the skills and competencies of so-called altocentric leaders. Essential attributes include impeccable ethical standards, complex strategic thinking and the ability to create meaning. Georg Vielmetter is a member of Hay Group’s European leadership team. He has responsibility for the European leadership and talent practice, and is regional director for the consulting practices across Europe. He also acts as a business coach to CEOs and senior executives.

Why Make Eagles Swim?

Embracing Natural Strengths in Leadership & Life By Bill Munn with Libby Cortez The ability to assess strengths and challenges of employees and candidates is one of the hallmarks of a good manager, however in Why Make Eagles Swim? Munn argues that too much attention is focused on fixing weakness rather than leveraging a person’s inherent strengths. Munn advocates a different approach: harnessing attributes to maximise performance and promote synergy. He writes, “Why are we spending so much time focusing on weaknesses and so little time discussing how to leverage those natural strengths?” Munn has compiled an inventory of attributes—natural characteristics that influence perception of and behaviour towards others—which he has distilled down to a core 14. He locates the most relevant in a team setting and then goes on to present insights, power and cautions of each attribute. This leads on to the books key point: the attribute matrix. Readers are invited to create their own matrix, so as to reveal a team’s natural strengths and challenges, which in turn unearths opportunities for improved management and balance. Bill Munn is a leadership coach, speaker, former Dow 30 executive with an MBA and former university teacher of finance and economics. He has 20 years corporate experience and 26 years of career coaching executives around the world. Combined with a background in time management, team building tactics, corporate development, Munn uses this to explain his theme that true success lies on focusing on one’s inherent gifts.

36 | HR MAGAZINE

HR BOOK REVIEW

Translating Coaching Codes of Practice Insight from the leading edges of everyday practitioners Various authors, edited by Yvonne Thackray Translating Coaching Codes of Practice contains a collection of nearly 70 short articles portraying experiences and perspectives on coaching practice, written by 18 coaches who bring together a diversity of styles and backgrounds. As a good example, in the article â&#x20AC;&#x2DC;East Meets Westâ&#x20AC;&#x2122;, the deeper impact can be seen as it explores further how different philosophies, rooted in different religious and ethnic cultures, can be drawn on. It respects and makes best use of similarities, as well as the differences, to inform coaching and coaches more creatively. Many of the article authors are very open about the true challenges and issues facing them and how they draw on their experience when describing cases and providing examples of the kind of issues clients bring. As an example, one such article covers managing upwards in the traditional hierarchical culture that still exists in parts of the UK Civil Service; and what 'resilience' looks like from the perspective of a group of managers in a UK public sector organisation. The book contains a rich collection of practitioner research, beneficial to both individual practitioners as an activity of personal continuing professional development and to the broader coaching world, as a contribution to the larger body of knowledge on coaching.

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SPECIAL SUPPLEMENT

Benefits

of having

BENEFITS

Benefits have become a recent buzzword in HRâ&#x20AC;&#x201D;and everyone seems to be talking about them. What does an organisation offer? It goes way beyond MPF and medical cover, with firms creating increasingly more innovative and flexible total rewards packages. Employees are expecting more than ever before, especially as more Millennials move into the workplace. But rather than just an extra expenseâ&#x20AC;&#x201D;benefits can be used as a huge lever to make organisations more attractive to talent and boost productivity to boot. 38 | HR MAGAZINE

SPECIAL SUPPLEMENT As the benefits sector rapidly grows larger, so has HR’s choice of providers for their workforce. Hong Kong Business recently reported strong growth in the health insurance sector as companies invest more in employee benefits and consumers display greater interest in life and health insurance. Pauline Mei Ling Williams, Director, Mybenefits—an Alliance Group Company—has been examining the benefits sector for the past seven years and witnessed its dramatic transformation. She explained, “When I first began studying the benefits sector, things had all but stagnated until companies—specifically focused on analysing benefits available from various providers—began to reinvigorate the market to bring back some much-needed competition. This meant approaching previously unexplored avenues and taking a proactive approach.” Fleshing out benefit policies Williams explained that HR often overlooks a number of crucial items when implementing a benefits policy—if one even exists at all. She said, “In terms of conducting an analysis of the benefits market, HR is not shopping around enough. They frequently do not have the time or resources to conduct real market comparisons.” The inertia created by this daunting task means that HR often allows benefits policies to simply roll over unchanged, year after year. Williams continued, “It’s not that HR doesn’t want to do a full-scale analysis, but more often than not they just aren’t given enough time. They need to allow themselves sufficient time for this process, keep it focused and objective driven and then repeat it on a yearly basis.” Once the issue of addressing the policies has been acknowledged, it can be tricky to know where to start. Williams offered some suggestions, “Conduct an industry benchmarking exercise and full employee benefit review every year—because it’s an ever changing market. Also conduct annual employee surveys as this will help demonstrate to them that you are acknowledging their needs. Engage staff, as much as possible, so that you really gain an idea about what they feel is missing from existing policies and/or what needs enhancing.”

Competitive benefits: no longer just a luxury What makes benefits so important in today’s organisations is that they are no longer just something required by law, but have become an integral part of an organisation’s EVP that can give them a huge competitive edge. The days of staff and potential hires being ’satisfied’ with conventional benefits such as medical and MPF are well and truly over. Williams explained, “People’s expectations have dramatically increased. HR must understand the perceptions of upcoming talent—they expect enhanced benefits. To meet this forward-thinking, companies are looking into flexible benefits. This means giving access to more resources, but rather than just another expense, these can be fantastic team-building exercises that promote wellness at the same time.” She added, “Innovative benefits on offer recently include holistic health benefits—such access to recreational activities or wellness days is done as a group rather than alone to help increase cohesiveness and boost team morale at the same time. HR should encourage and facilitate most of the ideas for activities coming from the staff themselves. In this way, staff members are given direct input into the development of the benefits policy, which leads to greater buy-in.”

Williams cited a previous case where a policy provider was not sufficiently inclusive with their existing insurance coverage. With the power of collective bargaining, Mybenefits were able to negotiate with the supplier to change their policy regarding same-sex relationships, so that same-sex and different-sex partners received exactly the same benefits.

Williams elaborated, “Ultimately, your talents are also your clients. The same level of service given to external clients needs to be given to your own staff. If you can resonate with your internal staff, you will with your external clients also, so they can actually see the culture within the company. What goes on behind the scenes can also be seen on the outside.”

Risk mitigation policies Recently there has been movement towards HR implementing an increased number of risk mitigation policies. This generally affects staff who frequently travel and are given access to resources allowing them to assess their risk and personal safety concerns. Williams cited terrorist activities targeting tourist areas, such as the recent spate of bombings in Thailand, as one reason behind the surge in risk mitigation policies as they allowed HR to set up contingency plans and clear policy directives for future emergencies. She explained, “For HR this means proactively preparing for situations where there could be an increased risk in personal safety and detailing how staff should get to safety should something untoward occur.” Latest benefit trends So what will staff be expecting in their next benefits packages? Williams was quick to point out that all employees are different—so it is essential for HR to align policies with the unique demographic that exist within their particular organisation, and try to also bring enhancements to their family’s lives too. She conceded, “This can be a momentous task for HR. Begin by talking with your staff and find out what they are interested in. Based on what I have seen in the market today, the three benefits you are most likely to hear your staff requesting more of are: nutrition, sleep management and stress-busting techniques. So I would look at ways of working these into your future wellness programmes as part of a wider benefits package.”

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SPECIAL SUPPLEMENT

BUPA One of the challenges faced by HR professionals is to find ways to maximise the value of the investment in employeesâ&#x20AC;&#x2122; health. Integrated solutions can help employers understand the drivers of health costs using data insights. An informed decision can then be made towards lowering the health risk of their workforce to support cost containment efforts and potentially lower future medical costs. The key to achieving these objectives is to make use of work health analytics against the background of a fragmented and at times complex delivery of health.

40 | HR MAGAZINE

SPECIAL SUPPLEMENT

Bupa’s corporate health solution provides health consulting and wellness in addition to health insurance. This enables insightful work-health analysis based on the workforce’s key health risks, their actual health indicators such as biometric numbers, claims trends, and benchmarking against the market and population data. Using these findings, companies can manage their medical costs and develop targeted and preventive corporate wellness solutions that ultimately contribute to a healthier workforce with higher productivity. The whole package As recruitment is very competitive in Hong Kong, it is challenging for HR professionals to offer the right benefits package to attract and retain talent, as well as recognise the need and the importance of understanding the workforce’s expectations on health benefits. Based on recent research*, it was found that jobseekers nowadays are looking for more than just health insurance benefits from a potential employer. About 70% said they are more likely to consider working for companies that care for the employees’ health and wellbeing, while 62% said workplace wellness programmes can incentivise them to stay with a company. The survey also found that HR professionals face a number of challenges in running workplace health programmes, either due to limited time, knowledge and/or experience in a new but important area of health and benefits. The fact that such efforts to provide wellness programmes by HR are encouraging, however, running wellness programmes

without fully understanding the workforce’s health profile and employees’ expectation will mean that the potential value and effectiveness of the employee health programme may be diminished by not necessarily addressing the root causes in a systematic way. Therefore, when HR assesses which vendor to work with, it is important to consider whether the provider has the data and knowledge to provide an in-depth health analysis of their workforce.

TRACY WONG Business Development Director - Direct Service Bupa Hong Kong

The unclear effects of presenteesim The research further revealed that there is a high level of presenteeism among the millennial generation in Hong Kong. The research findings show presenteeism is 3.4 times more costly than people taking leave when ill. Most employees surveyed reported illness suffered from common ailments. However, presenteeism seemed to be underestimated. Employee self-assessments indicated they went to work while sick on an average 64 days in 2015; yet employers estimated this number to be just 19 days. The research also showed that there was low awareness on addressing minor illnesses and hidden loss of productivity. These low-grade illnesses may not be apparent, but they can actually grow worse over time if not treated. It raises the question of how much attention we pay to employees’ health and related conditions that may turn out to be chronic in the long run. Employers can help by evaluating and tailoring employee well-being strategies to promote good health as well as combat presenteeism.

To develop a wellness programme that is tailored to suit different staff needs is a question of whether HR has the right tools and resources. In order to engage staff of diverse backgrounds and cultures, HR needs to first set a clear goal for the programme and create tangible ROI to measure, track, and continually optimise their wellness programme’s effectiveness. On an aggregate level, identifying major health risks affecting the most number of people in the company that can be improved is important. On an individual level, providing a detailed analysis of employee’s health status and recommendations to achieve each individual’s health goals should be apparent. It should also be noted that senior management’s commitment and support play an important role in a programme’s success. Their buy-in and commitment to their employees’ health can boost staff participation, sustain the programme’s momentum, and promote a healthy-living work culture throughout the organisation.

Massage session arranged in Bupa as one of the health initiatives

Spinal test

* Source: Bupa Hong Kong Wellness@Work Research 2016

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SPECIAL SUPPLEMENT

AD MediLink

CHALLENGE INTO OPPORTUNITY

42 | HR MAGAZINE

SPECIAL SUPPLEMENT

Identifying individual needs is key to cost savings when picking up the tab on an employee group medical plan. Amelie Dionne-Charest, Co-founder & CEO, AD MediLink Ltd. commented, “I firmly believe it is important to understand your demographics. Both identifying employee categories and understanding each category’s needs are necessary steps to take when providing appropriate medical benefits.” Is the company more of a start-up with primarily young men? In that case, maternity, Traditional Chinese Medicine and alternative medicines may not be a high priority. Do you have an international team who travel regularly? In that case, an international plan with an extensive international network should be a priority. It is standard practice in Hong Kong to provide different levels of coverage to different employee categories. It is also essential to ensure that a firm’s coverage is competitive as it is the employment benefit staff are most interested in. HR departments can save costs by identifying the medical benefits that correspond best to their budget, their employee demographics and the reality of the local healthcare options. There is no one-size-fits all group medical plan. Some companies may or may not need maternity coverage and others who have more senior employees may want to focus on a comprehensive inpatient only plan.

How can I help? With AD MediLink the key advantage comes in the form of a Healthcare Concierge Service. It acts as an ear for staff to voice their concerns and ask any questions that may be troubling them. They can assist with all queries including identifying the right doctor, where to go in a medical emergency and, for the thriftier ones, tips on reducing prescription and private medical costs. AD MediLink aims to be an insurance and healthcare advisor that is working with employees, rather than against them. Though the changing job market can be seen as a challenge for HR, it also offers the opportunity to stand out from the rest. The younger generations are becoming increasingly interested in wellness benefits, complementary medicines and preventive medicine. As women are having children later in life, an increasing demand for infertility treatment coverage can be seen as well. Now is an excellent time to challenge the status quo of the Hong Kong medical benefits market, and instead provide something talent really wants. Dionne-Charest concluded, “One of the best ways to be competitive and differentiate yourself as an employer in the market is to provide adapted, comprehensive and progressive coverage.”

AMELIE DIONNE-CHAREST Co-founder & CEO, Hong Kong AD MediLink Ltd.

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FOREWORD Message from James Thompson GBS Chairman The Hong Kong Management Association

Message from Dr Victor Lee FRSA Executive Director The Hong Kong Management Association

2016 is a remarkable year globally with numerous important events, both local and worldwide. With one of the most prestigious international events â&#x20AC;&#x201C; 2016 Olympic Games as a part, the best athletes around the globe are gathered once again to compete in various challenging games after years of strenuous efforts, robust training and dedicated perseverance.

When changes are inevitable in the business world, organisations and individuals should embrace uncertainties as opportunities. If one believes that it is important to invest in human capital in good times, it is even more important to devote this investment to the business in times of adversity and instability.

Facing recent social instability and teetering on the brink of recession in Hong Kongâ&#x20AC;&#x2122;s economy, more organizations than ever recognize the importance of human capital in achieving favourable business results. Sustainable and comprehensive learning and development programmes that help retain manpower and mitigate talent loss in such a crucial time become the key to long-term success.

People have always been the most vital building block for any change initiative, particularly in this critical time of challenges. Among the most successful organisations, those regard their human capital as the most valuable assets would dedicate a long-term commitment and give high priority to the investment in training and development.

Since 1990, the HKMA Award for Excellence in Training and Development has grown from strength to strength for 26 years. Having recognised over 350 training and development programmes and trainers, the Award has benchmarked the best practices among the profession and hence has become a well-recognized symbol of training excellence. All winning companies and trainers over the years have been making exceptional efforts to nurture future managers and leaders, contributing tremendously to various corporate achievements.

Since its launch by The Hong Kong Management Association 26 years ago, the Award for Excellence in Training and Development has been a prestigious business accolade that acknowledges exemplary organisations and individuals in the field of training and development. The Award has put forward an excelling set of benchmarks and has continued to promote the very best training and development practices in Hong Kong and the region.

On behalf of the Association, may I extend my deepest gratitude to the Panel of Adjudicators, the Board of Examiners and all members of the Organizing Committee, particularly its Chairman, Mr Anthony Rushton, for their invaluable advice to the development of the Award. Their unwavering commitment and support have ensured the continued success of the Award. My salutation also goes to the Lead Sponsor, Main Sponsors, Sponsors, and Media Sponsors for their generous support. Taking this opportunity, I would like to extend my sincere gratitude to Mr Vincent Lo GBS JP, Chairman of Hong Kong Trade Development Council for sharing his invaluable insights at the Award Presentation Dinner. Finally, I would also like to congratulate all our Award winners for their outstanding performance. May your Award serve as a role model for others to emulate, and an inspiration for your peers to advancing excellence in the future!

On behalf of the Association, I would like to express my sincere thanks to the Panel of Adjudicators for their insightful input to the Award; the Board of Examiners for their devotion to training and development; and all members of the Organising Committee for their time and effort in making this yearâ&#x20AC;&#x2122;s Award another great success. My heartfelt gratitude also goes to the Lead Sponsor, Main Sponsors, Sponsors, and Media sponsors for their generous support. I would like to pay tribute to Mr Paul Poon, Managing Director of CLP Power Hong Kong Limited for being the Keynote Speaker of the Final Presentation Seminar. Last but not least, thanks must also go to all the Award entrants this year, for their continuous endeavours and tireless dedication to raising the standard of training and development in Hong Kong. I sincerely wish them every success in their talent development effort.

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

The 2016 Awards have again attracted a high calibre of entrants from diverse industries. With a wide variety of organisational sizes this year, companies are putting their T&D insights into the mix with the MNCs. This year an underlying theme in many of the programmes has been alignment with key business issues. Rushton explained that this year’s Award presentations will see a new wave of energy and enthusiasm—with the audience even more engaged with interactive energisers throughout the day as they capture the key L&D take-away sharings from the presentations of the finalists. He highlighted, “Today, self-development is more critical than ever. A key point that new recruits highlight is the fact that they want to get there quicker, sooner and faster. This is where effective, robust T&D programmes come into their own.”

In his third year as Chairman of the Organising Committee for the 2016 HKMA Award for Excellence in Training & Development, Anthony Rushton, Regional Head of Learning, Asia Pacific, Human Resources, HSBC shares the ‘wow’ that the Awards continue to create among the L&D community.

HR Magazine • hrmagazine.hk

Business-aligned T&D T&D programmes are becoming increasingly aligned to mission-critical business goals. Commenting on this year’s entrants, Rushton noted, “The fact the T&D programmes are increasingly aligned with business issues has been reflected in both the written submission and the spoken presentations of the entrants. This year’s training programmes are focused on enhancing numerous aspects of the business including customer service, making business processes more efficient and helping better engage talent.”

T&D thought process Rushton highlighted the importance of the whole thought process when designing and delivering successful T&D programmes. He explained that there are many things that have to be carefully considered throughout the T&D process— initially identifying critical business issues and the specific requirements of business sponsors to help solve these. He added, “It’s essential to do a proper needs analysis, engage all the relevant stakeholders, design a best-fit programme, deliver it in an interactive way and measure the impact it has on the organisation and the bottom line. All of this makes a T&D programme more robust.” Simple interventions—massive impact One thing the Awards have highlighted is that L&D programmes do not always have to be complex, Rushton explained, “Some of the simpler interventions have been surprisingly effective—having a solid impact on the organisation as a whole.” Advice to entrants With a nod to the trepidation that is often synonymous with entering prestigious events such as the HKMA T&D Awards, Rushton gave some simple advice to would-be entrants, “Feel the fear and do it anyway!” He added some key advice to those thinking of joining next year’s competition, “Firstly, be inquisitive—come along to the briefings and talks to learn more about the Awards. Talk to previous participants—all said it was an enjoyable and enlightening experience. Take things step by step—the whole entry process can be a bit daunting at the beginning, but broken down stage by stage it’s surprisingly manageable.”

Key benefits of joining the HKMA Awards Reflection: the process of going through the written submissions and spoken presentations helps organisations properly take stock of what they have achieved to date and areas that they can further enhance. Wow moments: with reflection comes a few ‘wow moments’ when heads of T&D realise the amazing things they have achieved within their organisation. Chance to share: the Awards provide the ideal platform to share ideas throughout the L&D community, and benchmark organisations’ T&D efforts across all industry sectors. Elevating HR: the Awards help recognise and celebrate the achievements of HR and business leaders within the T&D sphere.

What makes a winning trainer? Rushton highlighted three key traits that winning trainers have: • • •

Rushton concluded, “HR is critical within any business and, within that, T&D is one thing that can touch so many people, so quickly, and have a really dramatic positive impact throughout the organisation.”

“ n takes time Anthony Rushto HKMA lobby.

out for a selfie

right in the

with Paul Arkw

Vocation—rather than just seeing it as a job Genuine passion—enthusiastic and dedicated to work in T&D Going the extra mile—leveraging every T&D experience to the max.

Simpler interventions have been surprisingly effective—having a solid impact on the organisation as a whole.

”

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

Gold

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Food Training for Alibi Colleagues

Cordis, Hong Kong

Building a New Business with the Line

aving rebranded from Langham Place to Cordis in August 2015, the iconic hotel in Kowloon’s bustling Mong Kok district has long distinguished itself as a hotel that not only delivers an outstanding customer experience, but provides very tailored services to all its guests. As part of its incredibly successful transformation, Cordis completely renovated its bar and lounge and re-opened it as Alibi. Aside from meeting the latest consumer demands for exciting food, wine and cocktails, the new outlet also offers guests an upscale yet informal ambience, buzzing with happy vibes and ‘Heartfelt Service’. This ‘Heartfelt Service’ focuses on the four essences of the Cordis brand: happy, healthy, tailored services, and good times. How to deliver this exciting cocktail of brand characteristics has formed the backbone of an incredibly innovative and hands-on training programme. During training workshops, staff practise small talk in role plays, learn creative food & wine pairings and how to make innovative cocktails and coffees which exceed the expectations of guests. They even get the chance to try and critique each other’s concoctions. Empowering staff to find their own way through experiential learning has been at the centre of this hugely successful programme. Eva Lo, Director of Knowledge Management, Cordis Hong Kong noted,

“You inspire through practical learning. We train our colleagues how to engage in sincere small talk with guests, explore their likes and dislikes, and tailor the perfect drink for them.” The scheme has had incredible results. Lo added, “I have seen guests with unique drinks that are not on the menu. This shows our colleagues are successfully tailoring to guests’ individual preferences as a result of conversations with them. It makes me incredibly proud!”

“

Develop and execute your training programme with HEART!

Devoted • Vibrant • Memorable HR Magazine • hrmagazine.hk

”

– Eva Lo, Director of Knowledge Management, Cordis, Hong Kong

Silver

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Sports Federation & Olympic Committee of Hong Kong, China and MTR Corporation Limited

tion Ceremony

the Gradua Group picture taken at

iving back meaningful contributions to society is the bold concept behind the MTR’s threeyear partnership and collaboration with the Sports Federation & Olympic Committee of Hong Kong, China (SF&OC). The idea behind the Life Skills Training Programme is simple—retired professional athletes undergo retraining to upskill and help them through the transition from sports fields into the mainstream work field, while they get the opportunity to share their unique life lessons with others. Charles Ho, Manager-Global Training, MTR explained, “Athletes have a very good attitude, are very persistent and very disciplined. However, we want to further help them by developing specific working skill sets. To achieve this, MTR is supporting such talent with ‘Life Skills Training’. This covers five key elements, namely presentation, problem solving, communication, time management and decision making. In other words, by the end of their training transformation, they will have equipped themselves with all five of these key work-life skills.” What makes the programme so unique is the joint effort between the MTR and the SF&OC. Sam Wong, programme in charge from the SF&OC, who competed as a windsurfer in the 1988, 1992 and 1996 Olympic Games, has first-hand knowledge of what athletes face upon retirement from professional competition. He explained, “When retired athletes learn their skills sets during training, they are later able to share this valuable insight with others. These skill sets put them in great standing for working with corporates, NGOs and schools alike where they can utilise their unique knowledge to give something back to such organisations.”

“From Medals To Business” —Life Skills Training Programme for Retired Athletes On the life skills course, retired athletes also get the opportunity to share their stories with over 10,000 students from schools in Hong Kong. Wong noted, “We organise Sport Ambassador talks where athletes talk about their perseverance stories and share with the kids. We continuously run these ambassador programmes so retired athletes can share their ups and downs—which helps give students hope.”

“

With close partnership with the Sports Federation & Olympic Committee of Hong Kong, China (SF&OC), this T&D programme realises MTR’s VMV by creating a dramatic and positive impact to the retired athletes and fulfilling our Corporate Social Responsibilities. It also brings benefits to our staff members, the organisation, as well as the community as a whole.

Passion • Application • Transformation HR Magazine • hrmagazine.hk

”

– Chester Tsang, Acting General Manager—Human Resources (China/International and Development), MTR Corporation Limited

Bronze

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

nt, Operations, TAL Apparel Limited; (From left to right) Troy Hawkins, Senior Vice Preside Capital Management, TAL Apparel Limited Human nt, Preside Vice Beth Putman Williams, Senior

TAL Apparel Limited

stablished in 1947, Hong Kong-based TAL Apparel has now manufactured over 1 billion high quality garments for a wide variety of prestigious brands world-wide. The implementation of the Go! Skills! programme was aimed at introducing a systematic framework and methodology for creating and delivering structured, consistent and replicable core functional skills (FSKs) training for employees throughout the organisation. Troy Hawkins, Senior Vice President—Operations, explained, ‘The great thing about the Go! Skills! programme is that not only do we have our core FSK training programmes in place—we also have an in-house certified training design team and a recognised methodology to continuously expand and update these programmes as changes in our manufacturing process requires.’ The Go! Skills! programme, and the FSK training foundation and flexibility it provides, is critical to maintaining TAL’s competitive edge in the market. Maintaining and continuously improving core technical skills is the foundation for high quality and on time garment production essential for consistently meeting or exceeding customers’ expectations. With Go! Skills! FSK training having already become part of TAL’s standard way of operating, Beth Putman Williams, Senior Vice President—Human Capital Management explained that the HKMA awards has provided a unique opportunity to pause and reflect on the FSK training progress made within the Company. She added, ‘The process has helped us to better understand what we have accomplished in terms of our skills development and where we need to continue to extend and improve our processes going forward.’

Go! Skills!

“

Partner with line managers and target participants throughout the entire process to ensure learning interventions address real needs, are practical to apply and engage learners.

– Beth Putman Williams, Senior Vice President—Human Capital Management, TAL Apparel Limited

Essential • Enabling • Engaging HR Magazine • hrmagazine.hk

”

A good career begins with finding the right fit.

Excellence

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Eliza Ng—Director, Human Resources of Fuji Xerox

(Hong Kong) Limited

Fuji Xerox (Hong Kong) Limited

i-PRO Skill Enhancement Programme

uji Xerox has successfully undergone a strategic transformation to further enhance its position as a world-class Information and Communications Technology (ICT) provider. The launch of the Group’s innovative i-PRO Skill Enhancement Programme provided the springboard for this change. The Programme comprises a comprehensive range of skills training interventions to advance the ICT capabilities of all 900 of its staff based in Hong Kong.

success—interactive seminars, sophisticated e-learning platforms and approachable mentors combine to provide the most conducive environment for participants to reach their goals. Ng commented, “We are professionals helping professionals. By nurturing employees’ skills through these qualifications, we have raised their confidence in understanding our products and clients—this has maximised business success.”

Skills in the burgeoning ICT sector often require specialist training to meet customer and partner needs. Eliza Ng, Director, Human Resources, Fuji Xerox explained, “We believe that to set the benchmark for the industry, and to standardise the selection, planning, delivery and support of IT services to businesses, all of our staff should strive to attain professional qualifications.”

The ROI speaks for itself, talent who have completed the training have seen their solution sales increase by an average of 34% and individual revenue rates increase by 64%.

Going one step further, in addition to becoming an authorised partner of the Computer Technology Industry Association (CompTIA), Fuji Xerox has also established itself as an authorised test centre for a wide range of internationally recognised industry qualifications including the Information Technology Infrastructure Library (ITIL) framework and Project Management Professional (PMP) programme. Talent throughout the Group now benefits from the ultimate convenience of being able to access such qualifications through in-house training and examinations. The firm’s highly effective blended approach to learning has played a critical role in the Programme’s

“

L&D is about pioneering new ideas and methods—we are proud of the value all employees gain from our innovative training process.

Professional • Pioneer • Pride HR Magazine • hrmagazine.hk

”

– Eliza Ng, Director, Human Resources, Fuji Xerox (Hong Kong) Limited

Excellence

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

The trainees showed their gratitude to the mentors in the Thanksgiving

Closing Dinner in Mar 2016.

Hong Kong Sheng Kung Hui Welfare Council Limited Y-Power Talent Development Scheme

he Hong Kong Sheng Kung Hui Welfare Council Limited sought to roll out a highly transformational project to provide continuous employment support and a full range of training options for frontline workers such as care workers, programme or rehabilitation assistants. This project has not only injected ‘new young energy’ into the elderly and rehabilitation services sector—boosting the performance of existing dedicated manpower— but also significantly eased manpower shortages and regenerated a positive image of the care industry. The Y-Power Talent Development Scheme is unique in three aspects. Firstly, it encourages young workers to apply for a continuous study subsidy for advanced skills training in an area of their choice— significantly enhancing trainees’ motivation to realise their career aspiration. Secondly, the Council endeavoured to further inspire its trainees by taking them on an overseas study tour to Taipei. The tour was aimed to stimulate trainees to build up a caring and innovative culture at work through appreciating the development of Taiwan’s social services. Finally, the programme emphasised the incorporation of personal growth as part of the training, cultivating positive work attitudes and increasing their overall sense of belonging to the Council.

Dr Jane Lee, Director, Hong Kong Sheng Kung Hui Welfare Council Limited remarked, “The design of the training and implementation strategy has made the scheme successful. A total of 345 training hours were provided including orientation and coaching on core competences, personal growth and career development.”

“

Serve with passion and seasoned skills are the cornerstones for quality service.

Commitment • Self-being • Support HR Magazine • hrmagazine.hk

”

— Dr Jane Lee, Director, Hong Kong Sheng Kung Hui Welfare Council Limited

Excellence

SKILLS TRAINING CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Commitment from every heart

The Great Eagle Properties Management Company Limited—Langham Place V Care Programme 2015

angham Place has established itself as Kowloon’s premiere shopping venue located in— and completely transforming—one of the busiest parts of Mong Kok. Boasting an average of 220,000 visitors per day, the grade A building complex is now also set to become the ‘most caring grade A services mall and office building’ in Hong Kong. Its dedication to service and care, alongside the company’s enduring commitment to corporate social responsibility, led to the birth of its innovative V Care Programme 2015 . There are two core objectives of the V Care Programme to ensure that all staff: 1. Make their best endeavours to return any lost property to its rightful owner. 2. Take a proactive approach in providing heartfelt care that pampers every customer. David Chiu, General Manager—Langham Place, explained, “With CSR in mind, we have an obligation to serve the wider community. It underlies the V Care Programme to help staff to be motivated from the heart and truly understand the importance of caring for customers and the organisation. Launching the V Care Programme was no easy task as all 400 members of the team need to sustainably deliver heartfelt customer service in a huge volume of cases daily. Experiential learning has been a key to ensuring the Programme’s success in this regard. All frontline staff participate in stimulating group discussions about case studies,

fun role plays and interactive team activities to encourage warmth and pro-activity when helping customers. Staff also took part in specialised external training sessions to learn about ‘Sighted Guide Technique’—a highly inventive method which helps staff understand the feeling of being visually impaired and how to better help such people. To reinforce its values, exceptional performance is monitored by top management. A monthly recognition ceremony is held to recognise outstanding staff members who have received lots of compliments from visitors. This is officiated by the General Manager with senior management and all staff members in attendance.

“

Building a caring attitude and serving from the heart are the keys to success.

Quality • Teamwork • Service HR Magazine • hrmagazine.hk

”

– David Chiu, General Manager, Langham Place—The Great Eagle Properties Management Company Limited

Gold

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

ef Agency Jones Lam, Deputy Chi

g Kong Limited pment, Prudential Hon Officer—Agency Develo

Prudential Hong Kong Limited Run to MDRT 2015

s one of the leading insurance providers in the city, Prudential holds itself to high standards—focusing not only on the huge quantity of services provided, but more importantly on their quality. In doing this, Jones Lam, Deputy Chief Agency Officer—Agency Development of Prudential explained that the company encouraged their financial consultants to strive for membership of the prestigious Million Dollar Round Table (MDRT). The MDRT drives some of the best business practices in the world for the insurance industry as well as nurturing ethical and effective ways of maximising client interest in financial products. Lam elaborated, “The process of getting MDRT membership is tough and requires participants to undergo ‘whole person development’ to reach the standards required for entry.” He noted that developing perseverance was key to achieving this goal and to facilitate this. Prudential has established a comprehensive coaching and review programme. An integral part of the development is the Run to MDRT programme which includes all participants running a 10km race. Lam said, “Running is not just about strength, it is also about perseverance and mindset. The persistence to reach your goals and continually endeavouring to deliver quality is what MDRT is all about—this is how we inspire our financial consultants.” Experiential learning is another great benefit brought by the programme—providing an ideal opportunity for the participants to share their success. Lam added,

60 | HR HR MAGAZINE Magazine • hrmagazine.hk

“Once they get their medal for completing their run, they share that online—and that, in turn, spurs on other participants to achieve similar ambitions. 522 participants had never run 10km before the programme—now more than half of them have reached the goal!”

“

A successful L&D programme depends on facilitators knowing participant goals and exactly where they want to go. Getting them to run 10km helps too!

”

– Jones Lam, Deputy Chief Agency Officer (Agency Development), Prudential Hong Kong Limited

Innovation • Sharing • Commitment

Silver

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

ing capabilities

Esquel Group helps talents to develop logical reasoning skills, programm and computational thinking ability in innovative coding workshops.

Esquel Group You Can Code

echnology is revolutionising the way the textile and apparel industry works today which has driven the need to upskill talent. To facilitate this, Esquel Group recently launched its You Can Code campaign—an innovative programme that has transformed employees’ perception of technology and instilled confidence when using it. Bessie Chong, Director—Group Training and Talent Management, Esquel Group noted, “We are dramatically changing our employees’ perception of technology. The campaign augments their logical reasoning skills, programming capabilities, and more importantly, computational thinking ability.” The training campaign went far beyond simply ‘training’ and was carefully designed to help talent at all levels in the organisation get to grips with, and better leverage, new technology. An integral part of the training was a one-hour coding workshop during which staff experienced coding firsthand and discovered that it was not as difficult as they might have first imagined. In the workshop staff used an ‘App Inventor’—a highly interactive application developed by the Massachusetts Institute of Technology (MIT). The application’s simple interface allows the trainees to create fully functional original mobile apps within an hour or less. In doing so, it eliminates the need for staff to use complex coding and instead they can easily utilise visual drag-and-drop building blocks to create their own apps. The Esquel Group T&D team also placed great effort in engaging talent in the campaign at all levels in the organisation—from senior management all the way to frontline staff. In order to help overcome inertia about coding, the Group deliberately used members of the senior management as role models to promote the idea that, “If I can code, then you can code.” This concept was

62 | HR HR MAGAZINE Magazine • hrmagazine.hk

remarkably successful as such members of the team would typically be viewed as being less technical savvy which then encouraged less-tech-savvy team members to jump in with both feet and have a go at coding. The result has been a far-reaching cultural transformation getting everyone comfortable with using adaptable hands-on mobile and cloud-based technology. This has helped further foster collaboration and exchange of ideas throughout the organisation. The success has been built on blending training elements with a real sense of fun and enjoyment. Chong proudly explained, “Playing with apps is fun but making them is even more so. People have a real sense of pride when they build an app—it attracts people to try it out and in turn makes learning effective.” Employees are further motivated by the ‘App Challenge’ which further reinforces key knowledge and skills cultivated throughout the training process.

“

All our talents can see the long-term strategic value in being equipped with coding skills and computational thinking.

”

– Bessie Chong, Director—Group Training and Talent Management, Esquel Group

Engaging • Fit-for-purpose • Sustainable

Bronze

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Tara Lockyer, Vice President—Global Leadership Manulife (International) Limited

and Learning,

Manulife (International) Limited Leadership as a Profession

n response to robust global business growth, Manulife recently launched an innovative businesswide organisational transformation initiative. Tara Lockyer, Vice President—Global Leadership and Learning, Manulife said, “To help everyone understand this transformation and the capabilities required from current and future people leaders, we rolled out our global Leadership as a Profession programme.” So far, over 13,000 staff across Asia—encompassing senior management, middle management and frontline roles—have already benefited from the training. With the objective of helping people leaders to further build and lead highly engaged, productive and innovative teams in the new work environment, the programme encourages participants to embrace an entirely new effective leadership framework. This inculcates the ethos that to build an authentic leadership style and win team participants’ trust leaders must really come from understanding the people within their teams, developing them, giving them recognition and energising change. Aside from workshops, coaching and feedback, Manulife has embraced the power of technology to reinforce deliverables in the programme. A mobile app is being utilised to reiterate core skills learnt and promote continual application of them in the workplace. Its social platform, MFConnect allows employees to join different communities to exchange ideas and experiences. Manulife has also made use of online videos and self-study interactive guides to further diversify and augment the programme.

64 | HR HR MAGAZINE Magazine • hrmagazine.hk

Explaining the success of this programme Lockyer added, “It has steered employee performance and engagement towards a performance-based culture. All people leaders, regardless of level, must include a Leadership Goal within their own KPIs—which accounts for 25% of their overall performance. Not only are they evaluated on what they have achieved, but also on how they did so. What’s more, it all has had total backing from our senior leaders.”

“

Learning and development is not about the activity, it’s about the impact.

”

– Tara Lockyer, Vice President—Global Leadership and Learning, Manulife (International) Limited

Fun • Learn • Pride

If you thrive on change, growth and opportunity, and are interested in a career in the financial services industry. Manulife is the place for you. Manulifeâ&#x20AC;&#x2122;s size and breadth of operations create excellent opportunities for you. We treasure innovative thinkers who have the knowledge, enthusiasm, and drive to succeed and the ability to anticipate the challenges facing our industry. So come explore the world of Manulife â&#x20AC;&#x201C; youâ&#x20AC;&#x2122;ll be impressed by the scope of opportunities that await you.

Visit our career site to find out more.

Manulife (International) Limited (Incorporated in Bermuda with limited liability)

Excellence

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Barry Lo, General Ma nager, Channel Manag ement, Bank of China (Hong Kong) Limited

Bank of China (Hong Kong) Limited

Operational Excellence Academy

ank of China (Hong Kong) set up its Operational Excellence Academy to deliver T&D programmes to staff throughout the banking giant. Since 2013 it has adopted an innovative ‘Dandelion Approach’ to facilitate the delivery of an effective and extensive people development scheme. The T&D programme has three core objectives. Firstly, to establish a structured academic framework ready for operation training at a regional scale. Secondly, to develop a full range of operation management training programmes for talents at different levels and roles. Thirdly, to develop operational experts with profound knowledge in process, quality, risk, and customer-experience management. Programme delivery was accomplished through a combination of in-house trainers and best-practice knowledge sharing. Furthermore, to bolster the idea of quality management and continuous improvement in the minds of employees, the Bank also holds various award competitions to promote best practices. These include the LSS YB Award—The Best Innovative Ideas and the LSS GB/BB Award—The Best Lean Project. In just three years from 2013 to 2015 over 1,200 employees within the organisation have gone through the programme and become certified operation specialists. The academic framework is structured to offer development programmes for talents at different levels and roles. Each programme is carefully designed to address specific competency needs. To create new operational standards for the company, the elementary and intermediate levels of operational specialist certification were also benchmarked under the HKQF Levels 3 and 4.

66 | HR HR MAGAZINE Magazine • hrmagazine.hk

“

Since running the Programme from 2013 to 2015, we have successfully completed 223 workflow enhancement projects. This has increased per-capita productivity by 10.6% and generated 50 million dollars saving per annum.

”

– Barry Lo, General Manager, Channel Management, Bank of China (Hong Kong) Limited

Learner-centric • Professional • Lifelong

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

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

Jacob.Feenstra@cliftons.com

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

Phone +852 2159 9935 Mobile +852 9869 7545

cliftons.com

Excellence

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

icer; Ben Shao, Development Off es, up Learning and Gro Human Resourc oi, of Ch ad ie He ck up Ja as, Gro (From left to right) nt; Debbie Mann me lop ve De d an Head of Learning Wallem Group

Wallem Group

Management Foundation Programme

he Wallem Group operates a network of 48 offices with over 8,000 employees worldwide. As a leading global maritime service provider, the Group employs extremely talented, technically-skilled employees—over 300 of whom are based on-shore in Hong Kong—and with bold visions for the future came the need for more new strategic leaders in the Group. Debbie Mannas, Group Head of Human Resources, Wallem Group explained, “With the company growing fast, we wanted to go further and give our technical experts the skills to manage and lead teams.” The Management Foundation Programme drives employees to become high-calibre managers. It allows them to cultivate key skills to manage high-performing teams, communicate effectively, and exposes them to the knowledge and skills needed to manage projects and large budgets. It comprises three components. Firstly, the learning phase—where core concepts are transferred both from in-house and external trainers. Secondly, the assignment stage—where trainees get the opportunity to apply these innovative, new skills learnt in a project conducted over a two-month period. Finally, participants have the chance to share their stories and tap into each others’ experiences. The attractiveness of the programme has led to impressive participation rates. Ben Shao, Head of Learning and Development, Wallem Group noted, “Talented employees are busy people—but despite that, training headcounts have gone up by 59%, number of training hours completed have increased by 85%, and attrition reduced by 4%—and we have done all of this with significant reduction in cost than previous years.”

68 | HR HR MAGAZINE Magazine • hrmagazine.hk

“

We have changed the conversation at Wallem Group. Our people see that we are committed to their development— and that they need to have the right competencies and behaviours for career advancement.

”

– Debbie Mannas, Group Head of Human Resources, Wallem Group

Alignment • Commitment • Enablement

Developing Maritime Professionals www.wallem.com/careers

Delivering Maritimes Solutions www.wallem.com

Excellence

DEVELOPMENT CATEGORY

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

Andy Wong, Head of Hum

an Resources, Zurich Insu

rance (Hong Kong)

Zurich Insurance (Hong Kong) Zurich Oxygen

he ambition to deliver sustainable insurance solutions and the desire to build up deeper emotional resonance with its brand has led Zurich Insurance to initiate a comprehensive reinforcement of its group strategy in recent years. Andy Wong, Head of Human Resources, Zurich Insurance (Hong Kong) stated, “To achieve our new goals, employees have to be empowered and motivated by a common purpose—but they can only be at their best if their people manager is too.” With this cultural shift, Zurich Oxygen was launched to help the organisation’s talented people managers lead their teams even more effectively. A key focus of the programme has been creating fun activities—delivering a mix of highly interactive inhouse and offsite activities. The T&D experience allows talent to explore best practices through stimulating case study group discussions and group conversations about the ‘upward feedback survey’ that is based on the subordinates’ views of the People Managers’ performance. These candid sharing sessions help participants in numerous aspects of their work form greater understanding of setting objectives, to ensuring timely deliverables, to cultivating better coaching skills and recognising employee success. Participants share their experiences and photos on the firm’s own innovative social media-style ‘Zurich Events’ platform, which doubles up as a convenient resource bank for pre- and post-seminar reading.

70 | HR HR MAGAZINE Magazine • hrmagazine.hk

Wong noted, “It is easy to forget knowledge learnt in a normal seminar, so we make our workshops fun and interactive. We actively encourage people managers to implement changes and try new ideas with their teams.” The Zurich Oxygen programme certainly seems to have breathed extra vitality into talent across the organisation, with employee engagement up 9% since the firm’s 2013 engagement survey.

“

Learning and Development is not something nice to have, it’s a business imperative.

”

– Andy Wong, Head of Human Resources, Zurich Insurance (Hong Kong)

Result-orientated • Innovation • Commitment

ZURICH INSURANCE. FOR THOSE WHO TRULY LOVE THEIR BUSINESS.

INDIVIDUAL AWARDS WINNERS

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

2016 INDIVIDUAL AWARDS WINNERS Distinguished Trainer Award Winners Ms Vivian Ling Assistant Vice President Citibank (Hong Kong) Limited

Mr Edmond Poon Assistant Manager, Staff Training and Development Pricerite Stores Limited

It is my great honour to participate in this signature event for the Learning and Development community! I would like to express my sincere gratitude to the distinguished judges, dedicated HKMA staff, Citibank Business Training Team and all my mentors and previous employers who support me through my L&D career!

I would like to offer my sincerest gratitude to both my company Pricerite and my teammates. With their unreserved support, I am honored to receive the Award which best demonstrates my passion in people development. I will continue to dedicate myself to nurturing talents and help my colleagues to develop their fullest potential and hence their future career path.

Ms Julia Wong Manager—Learning and Development Synergis Management Services Limited

Mr Tolar Ng Manager, Learning and Development Ralph Lauren Asia Pacific Limited It is a great honour to receive the ‘Distinguished Trainer Award’. Thanks to my Company and Leaders’ support and nomination. The selection process was challenging, yet rewarding! It gave me an opportunity to reflect what I have done in the past, and how to lead my way to the future in training.

I am grateful for the tremendous support from my Company—Synergis and my colleagues; they encouraged me to sustain the learning culture in Synergis. It is an honour to receive the “Distinguished Trainer Award” and it certainly inspires me to develop more and better training programmes for our colleagues.

Outstanding New Trainer Award Winners Mr Lawson Chan Training Officer Midland Realty I am honoured to be awarded the ‘Outstanding New Trainer Award’ by the HKMA. This is a prestigious recognition for my achievement which marks a key milestone in my career path. I would like to express my heartfelt gratitude to my company, Midland Realty, and my department head and my colleagues who gave me their full support. The insights gained from this experience are priceless for my long-term development.

Mr Cyrus Chau Senior Officer, Learning and Development Maxim’s Caterers Limited This is a precious recognition in my life. I would like to express my heartfelt thanks to my supervisor and team members for their continuous support and encouragement. Maxim’s provides a great platform for me to exert myself and develop my career. The experience is invaluable! Thank you Maxim’s and HKMA!

Ms Hester Cheng Senior Officer, Learning and Development Maxim’s Caterers Limited It is my honour to have received the ‘Outstanding New Trainer Award’ from the HKMA. This is a valuable experience which drives me to be a training professional. I would like to express my heartfelt gratitude to my company Maxim’s Caterers Ltd., supervisor and team members for their continuous support and encouragement.

Mr Cheng Kam Hong Training Engineer CLP Power Hong Kong Limited It is my honour to receive the ‘Outstanding New Trainer Award’. The award does not only recognise my contribution in the training profession, but also motivates me to continuously strive for excellence. I would like to express my heartfelt gratitude to my colleagues at Power Academy of CLP Power for their unconditional support and encouragement.

HR Magazine • hrmagazine.hk

Ms Vanessa Chou Senior Officer—Corporate and Talent Development New World Development Company Limited Receiving the ‘Outstanding New Trainer Award’ from the HKMA has certainly strengthened my passion and commitment in being a training and development professional. I would like to say a big thank you to the examiners of the HKMA for their recognition and CTD team at New World Development for their unfailing support and encouragement. In the future, I shall continue to strive for excellence in this exciting and rewarding profession.

Ms Edna Chow Senior Learning and Development Specialist DFS Group Limited It is my honour to be recognised by the HKMA and the judging panel of industry professionals. To me, being a trainer is not only an identity, but also a mission to unleash our colleagues’ potential with passion, knowledge and inspiration. I would also like to express my sincerest gratitude to DFS and I will continue to go from strength to strength with this honour.

Mr Gary Wong RSG Consultant—Training, Learning and Development McDonald’s Restaurants (Hong Kong) Limited This award is a recognition of my efforts in being a committed trainer. It is a key milestone for me to strive for a greater achievement in my future development. I would like to express my heartfelt thanks to McDonald’s management and peers for their support and encouragement.

Ms Kamy Wong Assistant Learning and Development Manager Sheraton Hong Kong Hotel and Towers I am so excited to receive the Outstanding New Trainer Award from HKMA. This marks a key milestone in my career path and recognizes my commitment and dedication in the training profession. My heartfelt gratitude goes to Sheraton Hong Kong Hotel & Towers for giving me this opportunity to challenge myself.

Ms Selina Li Supervisor, Airport Services (Training) Hong Kong Express Airways Limited

Ms Miriam Yang Training Officer, Learning Academy Standard Chartered Bank (HK) Limited

I am very honoured to receive the ‘Outstanding New Trainer Award’ which is truly a valuable experience and key milestone in my career. Special thanks to my mentor for the encouragement and my heartfelt gratitude to my company and managers for giving me support and the opportunity to develop myself.

I am so glad to get the Outstanding New Trainer Award from HKMA. It is a good opportunity for me to learn. I would like to express my heartfelt thanks to my company Standard Chartered Bank and my team Learning Academy which supported me all the time. This is really a wonderful journey in my life.

Mr Chris Tsang Assistant Manager—Corporate and Talent Development New World Development Company Limited I am greatly honoured to be selected as a recipient of the ‘Outstanding New Trainer Award’. I did not make it alone. My company, my managers, my team and my beloved family have supported me along the way. I would like to offer my sincerest gratitude to all of them. The award has definitely motivated me to strive for even better in the future.

2012

2008

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

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

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

2014

2011

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

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

2013 Trainer of the Year Dr Kelvin Wan, HSBC Distinguished Trainer Awardees Mr Tomas Bay, Ethos International Limited Mr Rex Choi, CSL Limited Mr Charles Ho, MTR Corporation Limited Ms Mandy Hong, CLP Power Hong Kong Limited Mr Billy Ip, The Hong Kong Jockey Club Ms Jessie Kwong, HSBC Ms Angelina Lee, CSL Limited Dr Kelvin Wan, HSBC Outstanding New Trainer Awardees: Mr Anthony Chan, Standard Chartered Bank (Hong Kong) Limited Mr Ray Chan, Bank of China (Hong Kong) Limited Mr Frankie Fang, Standard Chartered Bank (Hong Kong) Limited Mr Gene Fung, Australia and New Zealand Banking Group Limited Mr Vikas Grewal, Fleet Management Limited Ms Jannet Kan, McDonald’s Restaurants (Hong Kong) Limited Mr Donald Lai, Standard Chartered Bank (Hong Kong) Limited Ms Lolita Lei, Richemont Asia Pacific Limited— Alfred Dunhill Mr Andrew Li, HSBC Ms Jessica Siu, The Hong Kong Jockey Club Mr Simon Wong, CLP Power Hong Kong Limited Mr Raymond Yip, McDonald’s Restaurants (Hong Kong) Limited

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

2009 Trainer of the Year: Ms Elsa Lam, Ageas Insurance Company (Asia) Limited Distinguished Trainer Awardees: Mr Joseph Chan, HSBC Ms Elsa Lam, Ageas Insurance Company (Asia) Limited Mr Thomas Robillard, FedEx Express Mr Wilkins Wong, Civil Service Training and Development Institute, Civil Service Bureau, HKSAR Outstanding New Trainer Awardees: Ms Fanny Chan, HSBC Ms Effie Cheng, McDonald’s Restaurants (HK) Limited Mr Andy Lau, HSBC Mr Nelson Wong, The Hong Kong Jockey Club Mr Will Wong, HSBC

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

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

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

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2014 SUPPLEMENT

2015

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 2015 SUPPLEMENT

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

PAST WINNERS INDIVIDUAL AWARDS

PAST WINNERS

73 73

HKMA Award for Excellence in Training & Development • 2016

CAMPAIGN AWARDS PAST WINNERS

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

2016 CAMPAIGN AWARDS WINNERS * The list below shows the names of the award-receiving companies during the year of the Award indicated.

SKILLS TRAINING CATEGORY Gold Award

Excellence Awards

Silver Award

“Y-Power Talent Development Scheme” Hong Kong Sheng Kung Hui Welfare Council Limited

“Building a New Business with the Line” Cordis, Hong Kong

“From Medals to Business—Life Skills Training Programme for Retired Athletes” Sports Federation & Olympic Committee of Hong Kong, China and MTR Corporation Limited

Bronze Award

“Go! Skills!” TAL Apparel Limited

“i-PRO Skill Enhancement Programme” Fuji Xerox (Hong Kong) Limited

“V Care Programme 2015” The Great Eagle Properties Management Company Limited—Langham Place

Most Innovative Award “Digital Transformation Programme” New World Development Company Limited

Citation for Community Contribution

“From Medals to Business—Life Skills Training Programme for Retired Athletes” Sports Federation & Olympic Committee of Hong Kong, China and MTR Corporation Limited

Best Presentation Award

Mr Sam Wong Head of Office Hong Kong Athletes Career and Education Programme, Sports Federation & Olympic Committee of Hong Kong, China

DEVELOPMENT CATEGORY Gold Award

“Run to MDRT 2015” Prudential Hong Kong Limited

Silver Award “You Can Code” Esquel Group

Excellence Awards

“Operational Excellence Academy” Bank of China (Hong Kong) Limited “Management Foundation Programme” Wallem Group “Zurich Oxygen” Zurich Insurance (Hong Kong)

Bronze Award

“Leadership as a Profession” Manulife (International) Limited

Citation for Staff Well-being “Frontline Staff Retreat—A Body-Mind-Spirit Approach” Hong Kong Sheng Kung Hui Welfare Council Limited

Most Innovative Award “You Can Code” Esquel Group

Citation for Cultural Change

“CTF Wisdom Dynamic Programme” Chow Tai Fook Jewellery Company Limited

Best Presentation Award

Mr Fred Chiu Learning Partner, Greater China and Japan Manulife (International) Limited

PAST WINNERS 2015

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

2014

2012

Skills Training Category Gold Prize: The Hong Kong Jockey Club Silver Prize: DHL Express (HK) Limited Bronze Prize: CLP Power Hong Kong Limited Excellence Awards: Hong Kong Air Cargo Terminals Limited Hong Kong Broadband Network Limited Shanghai Feng Cheng Property Management Company Limited — Subsidary of Shui On Land (HK & China) Development Category Gold Prize: The Hong Kong Society for the Aged Silver Prize: Hip Hing Construction Company Limited Bronze Prize: MTR Corporation Limited Excellence Awards: Civil Service Training and Development Institute, Civil Service Bureau The Dow Chemical Company HSBC

Skills Training Category Gold Award: Hong Kong Broadband Network Limited Silver Award: Synergis Management Services Limited Bronze Award: RS Components Limited Excellence Awards: Chow Tai Fook Jewellery Company Limited Hotel ICON Ma Belle Jewellery Company Limited

2011

Development Category Gold Award: Crystal Group Silver Award: DFS Group Limited Bronze Award: Bank of China (Hong Kong) Limited Excellence Awards: Fuji Xerox (Hong Kong) Limited Hotel ICON Shun Tak – China Travel Ship Management Limited

2010

2013

2009

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

HR Magazine • hrmagazine.hk

Gold Prize: BOC Group Life Assurance Company Limited Silver Prize: Shangri-La Hotels and Resorts Bronze Prize: Kowloon Central Cluster, Hospital Authority Excellence Awards: Fleet Management Limited Maxim’s Caterers Limited Standard Chartered Bank (HK) Limited Gold Prize: Bank of China (Hong Kong) Limited Silver Prize: Morgan Stanley Bronze Prize: The Hong Kong Jockey Club Excellence Awards: Aon Hong Kong Limited Fuji Xerox (Hong Kong) Limited Mandarin Oriental Hotel Group Gold Prize: MTR Corporation Limited Silver Prize: Synergis Management Services Limited Bronze Prize: Zurich Life Insurance Company Limited Certificates of Excellence: Hang Yick Properties Management Limited Hong Yip Service Company Limited InterContinental Grand Stanford Hong Kong

2008

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

2007

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

2006

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

2005

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

2004

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

2003

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

2002

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

Building your Enterprise Change Capability www.ChangeEnablement.hk/HKMA

HKMA AWARD FOR EXCELLENCE IN TRAINING & DEVELOPMENT 2016 SUPPLEMENT

2016/2017 HUMAN RESOURCES DEVELOPMENT

MANAGEMENT COMMITTEE Mr Stephen Leung (Chairman) Country Manager Pfizer Corporation Hong Kong Limited Mr Morison Chan Deputy General Manager – Corporate Planning Group Executive Office Chow Tai Fook Jewellery Group Limited Ms Catherine Chau Head of Human Resources Hongkong Land Limited Ms Ivy Cheng Head of Human Resources AMOREPACIFIC Hong Kong Company Limited Ms Kit Fan Head of Corporate HR The Hong Kong & China Gas Company Limited Ms Judy Feng Head of Organizational Development The Hong Kong Jockey Club Mr Barry Ip Senior Director, Division Learning and Development Principal, Jabil Employee Development International Institute Jabil Circuit, Inc.

Mr Ellis Ku Head of Learning and Organization Development Maxim’s Caterers Limited Mr Steve Lawrence Head of Training and Development – Airports Cathay Pacific Airways Limited Ms Maylie Lee Head of Human Resources, Hong Kong and Greater China Marsh (Hong Kong) Limited Mr Teddy Liu General Manager – Corporate and Talent Development New World Development Company Limited Mr Anthony Mak Principal Assistant Secretary (Civil Service) Training and Development Civil Service Training and Development Institute Civil Service Bureau Ms Eliza Ng Director, Human Resources Fuji Xerox (Hong Kong) Limited

Mr Kelvin Ng General Manager – Training and Organization Development Human Resources Department Nan Fung Development Limited Mr Anthony Rushton Regional Head of Learning, Asia Pacific Human Resources HSBC Ms Carmen Ting Partner in-charge, Talent People, Performance and Culture KPMG Mr Chester Tsang Acting General Manager – HR (China/ International and Development) MTR Corporation Limited Mr Kenneth Wai Director of Human Resources Island Shangri-La Hotel Ms Bianca Wong Group Human Resources and Corporate Communications Director Jebsen & Co Ltd

2016 TRAINING AND DEVELOPMENT AWARDS

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

Ms Ivy Lau Head of Talent Engagement and Corporate Social Investment, Co-Owner Hong Kong Broadband Network Limited

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

Mr Steve Lawrence Head of Training & Development - Airports Cathay Pacific Airways Limited

Mr Ian Choy Senior Director – People Resources McDonald’s Restaurants (HK) Limited Ms Mimi Fu Director, Learning and Development Ocean Park Corporation

Ms Ivy Leung Head of Human Resources & Administration Octopus Holdings Limited Mr Teddy Liu General Manager – Corporate and Talent Development New World Development Company Limited

Ms Felicity Sam Senior Director, Learning & Development Ralph Lauren Asia Pacific Limited Ms Carmen Ting Partner in Charge, Talent People, Performance and Culture KPMG Ms Bianca Wong Group Human Resources and Corporate Communications Director Jebsen & Co Ltd Mr Albert Yeung Director – Human Resources & Administration K Wah International Holdings Limited

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

PANEL OF ADJUDICATORS SKILLS TRAINING CATEGORY Mr David Fong BBS JP Managing Director Hip Shing Hong Holdings Company Limited

Mr Stephen Leung Country Manager Pfizer Corporation Hong Kong Limited

Ms Cassie Wong Managing Partner, China & Hong Kong PricewaterhouseCoopers

Mr Bankee Kwan JP Chairman and Chief Executive Officer CASH Group

Dr Victor Lee Executive Director The Hong Kong Management Association

Ms Yu Lei Managing Director Marsh (Hong Kong) Limited

DEVELOPMENT CATEGORY Mr Giovanni Angelini Chairman Angelini Hospitality

Dr Victor Lee Executive Director The Hong Kong Management Association

Mr Ben Wong Chief Operating Officer Hong Kong Airlines Limited

Mr S K Cheong Executive Director and General Manager Television Broadcasts Limited

Mr Anthony Leung Managing Director, Hong Kong and Macau FedEx Express

Mr Patrick Wu Managing Director & Leader, Greater China Duff & Phelps

HR Magazine • hrmagazine.hk

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HR CLASSIFIEDS

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

| 78 | 78 – 79 | 79 | 79 – 80 | 80 | 80 – 81 | 81

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Drawing on our comprehensive professional expertise backed up by the latest technologies and systems, we provide solutions in a wide range of different areas, including: Business Advisory; Accounting & Financial Reporting; Treasury & Payment Administration; Human Resource & Payroll Administration, Tax Services; Trade Services, Trust Assets Administration, Fund Administration, Governance, Risk & Compliance, and Information Technology Solutions.

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

Tel: (852) 3589 8899 Fax: (852) 3589 8555 info.apac@tmf-group.com www.tmf-group.com

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

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

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

HR CLASSIFIEDS

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

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

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

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

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

Tel: (852) 2815 9880 enquiries@gilespublications.com www.gilespublications.com

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

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

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

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

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

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

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

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

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

Tel: (852) 2586 0731 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com

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

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

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HR CLASSIFIEDS HR TECHNOLOGY SOLUTIONS COL, an IT services subsidiary of Wharf T&T, is a leading IT services company in Hong Kong with over 40 years of experience and has been crowned Excellent HR Information System Provider of HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management. COL offers a full range of IT infrastructure, application development and implementation services including Business Process Outsourcing (BPO). With domain expertise in business applications, we deliver the best practice Human Capital Management (HCM) solutions ranging from award-winning HRMS, web-based employee self-service portal to outsourcing services for MNCs, enterprises and SMEs.“Doc:brary” Document Management System is another key application in our HCM product portfolio to securely manage HR related documents including employees P-file, appraisal records, training materials, etc.

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

COL is a Cisco Gold partner, an EMC Velocity Partner, a Juniper Networks Elite Partner, an Oracle Gold Partner and a VMware Partner. COL was CMMI Level 3 assessed in May 2005.

With strategic offices in Hong Kong, China, UK and US, DaXtra is a world leading specialist in high-accuracy multilingual CV parsing, semantic search, matching and process automation technologies. Our solutions are compatible with most leading recruitment ATS and CRM systems and are designed to bring efficiency and automation, while dramatically reducing the overall ‘cost of hire’. Over 1000 organisations globally use DaXtra products every day – from boutique recruitment firms to the World's largest staffing companies, from corporate recruitment departments to job boards and software vendors.

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

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

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

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

Tel: (852) 3529 4123 Fax: (852) 3007 1424 infodl@flexsystem.com www.flex.hk

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

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

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

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

Tel: (852) 2111 2980 Fax: (852) 8209 3800 info@hrmessentials.com www.hrmessentials.net

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

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

SuccessFactors 35/F, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, Hong Kong Tel: (852) 2539 1800 Fax: (852) 2539 1818 info.hongkong@sap.com www.successfactors.com

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

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

HR CLASSIFIEDS

For 20 years MDS has led the field in leadership development, executive coaching and sales effectiveness training. We are also the certification centre and distributor for leading assessment instruments including the MBTI® and FIRO® for personality, LEA 360™ and GMI for leadership, SPA™ for sales performance and Strong Interest Inventory® for career planning. We have a large range of leadership and sales programmes including the leading edge Miller Heiman products. Our team of 25 leadership and sales trainers and 30 executive coaches deliver around the region in English, Mandarin, Cantonese, Korean and Japanese. We have offices in Hong Kong, Beijing, Shanghai and Taipei.

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

LEGAL / EMPLOYMENT LAW / TAX

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

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

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

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

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

Tel: (852) 2846 1888 Fax: (852) 2297 2289 info@excelglobal.com www.excelglobal.com

Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk

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

atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan Tel: (852) 2522 9018 info@atrain-apac.com www.atrain-apac.com

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

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

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

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

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

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

Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk

Tel: (852) 2980 1027 Fax: (852) 2262 7596 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com

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HR CLASSIFIEDS MICE VENUES / EVENT ORGANISERS

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

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

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

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

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

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

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

Tel: (852) 2159 9999 enquiries@cliftons.com www.cliftons.com

Tel: (853) 8798 9699 Fax: (853) 2872 7123 info@francemacau.com www.francemacau.com

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

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

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

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

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

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

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

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

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

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

Tel: (852) 2973 6737 shookliu@frazerjones.com frazerjones.com

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

Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com

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

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

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

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

Tel: (852) 2528 1384 Fax: (852) 2529 7443 info@asiantigers-hongkong.com www.asiantigers-mobility.com

Tel: (852) 2636 8388 hongkong@crownrelo.com www.crownrelo.com

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

Four Seasons Place 8 Finance Street, Central, Hong Kong

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

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

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

at the ICC megalopolis

Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com

Tel: (852) 3973 3388 Fax: (852) 2861 3020 enquiry@gardeneast.com.hk www.gardeneast.com.hk

The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, three minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre, the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong, guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.

The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong

Conveniently nestled in the East of Hong Kong, Kornhill Apartments is one of the biggest apartment blocks in town, featuring a total of 450 units with a variety of unit configurations designed to suit every need imaginable.

Kornhill Apartments 2 Kornhill Road, Quarry Bay, Hong Kong

Notable for cozy and contemporary décor, as well as superior amenities and services, the complex is located next door to Kornhill Plaza where you can relish a wide array of shops and entertainment choices.

Tel: (852) 2137 8101 Fax: (852) 2568 6256 kornhillapts@hanglung.com www.kornhillapartments.com

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

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

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

Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street, Tseung Kwan O Hong Kong Tel: (852) 3963 7888 Fax: (852) 39637889 enquiries@vegasuites.com www.vegasuites.com.hk

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

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

Each V carries a different design motif, yet shares one critical ingredient – we deliver a high standard of comfort and good honest service.

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

Bounce Inc EMAX, KITEC 1 Trademart Drive, Kowloon Bay, Hong Kong Tel: (852) 2556 9555 events@bounceinc.com.hk www.bounceinc.com.hk

http://www.bounceinc.com.hk/groups-events/corporate-team-events

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

Mybenefits 22/F OVEST, 77 Wing Lok Street, Sheung Wan, Hong Kong Contact person: Pauline Williams Tel: (852) 2891 8915 info@welcometoalliance.com www.mybenefits.com.hk

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

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

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

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

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

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

Tel: 800 905 486 Fax: 800 968 822 CRC.HK@nespresso.com www.nespresso-pro.com

TALENT MANAGEMENT

Through our vision, research and tools across 80 offices and 3,400 employees, we convert potential into greatness. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning, and recruitment process outsourcing (RPO). Organisations around the world trust Korn Ferry to manage their talent – a responsibility we meet every day with passion, expertise, integrity and results.

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apacmarketing@hireright.com www.hireright.com/apac

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