Autumn 2013
COVER IN DIF. FILE t i ed n U r te
HK hiring woes
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HR BY Ma
managing difficult employees
nc
Ping pong tables & hr
alent on tar t g ge in p t ee
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PUBLISHER’S NOTE
HR MAGAZINE EDITORIAL Publisher & Editor-in-Chief
Paul Arkwright Copy Editor
Sophie Pettit Staff Writers
Philippa Edwards Zane Hosgood Andrew Ladommatos Drew McNeill ART Designers
Gloria Chan Aimee Han
OFFICE SHAKE UPS Photographers
We look at why replacing the boardroom
Graham Uden
table with a ping pong table can seriously enhance communication, page 7, and why
Editorial enquiries
Paul Arkwright Tel: (852) 2736 6318
Paul Arkwright Publisher & Editor-in-Chief HR Magazine
letting the grass grow beneath staff’s feet can be good for HR too, page 13. Cover story
paul@excelmediagroup.org
In the midst of Hong Kong pitch advertising & sponsorship
IN THE NEWS...
controversies, we put our HR questions
Kim Lam
More job ads, but still less hiring. Looking
to the football giants on how the team
Tel: (852) 2736 6862
at the Q3 hiring forecasts, things are
manages close to 800 staff and keeps them
kim@excelmediagroup.org
‘cautiously optimistic’ again with HR being
motivated and on target, page 16.
relatively bullish about expansion plans as Mark Nettleship
we move into the latter part of 2013. Despite
Fewer reports, more advice
Tel: (852) 2736 6339
this sentiment, over half of hiring managers
HR lessons from the big boys: a roundup
markn@excelmediagroup.org
in Hong Kong are currently finding it
of advice shared at our breakfast briefing
difficult to hire talent with the right skill
from keynote Ken Pearson, Director,
SUBSCRIPTIONS
sets, page 5. Salary increments in Hong
Business Execution Architecture,
Vivian Wong
Kong are also beginning to fall short of those
SuccessFactors and former Director of
Tel: (852) 2736 6375
made in China in relation to respective
Talent Development at Walmart.
Fax: (852) 2736 6369
inflation rates, page 6.
subs@excelmediagroup.org
With recruitment headaches dominating
ALL CHANGE FOR CHINA
the news, LinkedIn is getting set to help
We look at recent changes to China’s
PUBLISHED BY
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before they even leave school. They have
page 9, and take a detailed look at how
Unit 101 Fourseas Building
just launched their University Pages and
changes to Chinese tax, employment,
208–212 Nathan Road,
high school pages due for launch in mid
immigration and foreign exchange control
Jordan, Kowloon
September, page 5.
laws are affecting HR, page 64.
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AUTUMN 2013 • 1
CONTENTS 05 HR NEWS 05 HR news 14 HR events 15 HR in numbers
18 COVER STORY 18 Cover story: HR by Manchester United
18
HR by Manchester United “Risk management can be invisible; either nothing is going wrong or it’s thanks to the good—or lucky—risk management”
20 HR FEATURES 20 Cautious optimism for Hong Kong hiring 23 HR must provide advice, not reports... lessons from Walmart 25 Employee hopscotch in Hong Kong 26 Going against the grain 29 Rebranded out 31 Civil serive...that’ll do nicely 32 Work-life balance 34 Does an office have to look like an office? 36 Catching up with complexity 37 Employees undervalue benefits 39 Challenge of change
40 employee wellness 40 Keeping staff healthy, staying competitive
41 HR Technology 41 The critical role of technology in the next generation HR 42 Redefining HR processes 43 Add oil!
45 HR Training 45 Sweet approach to learning and development 46 Four succession planning tips in fast-growing markets
50 HR COMMUNITY 50 HR Conference: managing difficult employees
54 HR legal 54 Healing China’s expat headache
56 HR CLASSIFIEDS 64 TIME OUT 64 HR’s dilemma
2 • HR MAGAZINE
29
Rebranded out It is vital all employees are engaged in the rebranding process
CONTENTS
HR bullish on Q3 hiring ” Finding workers with the right skills remains a challenging issue”
Challenge of change How will the change impact me personally?
20
39
HR lessons from Walmart “We didn’t have enough talent to fuel our growth”
23
Add oil! Video gaming entices potential talent to discover the oil industry.
43
Reverse mentoring—make or break? “A senior manager with 15+ years of experience...can still learn from someone half your age or a recent graduate”
HR Magazine’s HR Conference: managing difficult employees
26
50
AUTUMN 2013 • 3
• HR NEWS
4 • HR MAGAZINE
HR NEWS •
Hong Kong one of the most difficult places to hire in Asia 57% of employers in Hong Kong are
Lancy Chui, Regional Managing Director,
Global problem
currently struggling to find staff with the
ManpowerGroup, Greater China Region
The global survey results reveal this talent
right skill sets—6% higher than the APAC
commented, “Sales representatives continue
shortage is endemic across the world and
average—according to the latest Annual
to be the most challenging positions to fill. In
most acute in Japan.
Talent Shortage Survey results just released
addition, our survey results have constantly
by ManpowerGroup Hong Kong.
shown that employers report a growing concern over the availability of engineers,
Who moved my talent?
with the job category having maintained
A pronounced worldwide talent shortage
a presence in the top five in-demand jobs
is now having a dramatic impact on Hong
over the past eight consecutive years due to
Kong employers, with the majority of
the booming of infrastructure and railway
them experiencing difficulty finding the
construction projects.”
right talent. In 2012 just 35% reported such
Who’s having problems?
Japan 85% of employers Brazil 68% of employers India 61% of employers
Surveyed employers in Hong Kong also
Turkey 58% of employers
difficulties, but since then the figure has risen
report that there are challenges filling open
dramatically to almost 60%—the highest
positions, with over a quarter saying that
level of hiring woes recorded since the global
candidates lack technical competencies, and
economic crisis struck. Over 400 Hong Kong
almost 20% reporting that candidates lack
employers were surveyed and 86% said that
self awareness. Fifteen percent of employers
Employers in Ireland, 3%; Spain, 3%; South
talent shortages will have a medium- to high-
also expressed concern that candidates’
Africa, 6%; the Netherlands, 9%; and the
impact on their ability to serve clients and
salary expectations were higher than could
Czech Republic, 9% are the least likely to
maintain their competitiveness.
actually be offered by the organisation.
face talent shortages.
Who’s hardest to hire?
Hiring solutions
most difficult roles to fill are skilled
Employers in Hong Kong are having the
Hong Kong survey participants did,
trade workers, engineers and sales
most difficulty filling jobs in sales, technical
however, acknowledge they are taking steps
representatives—unchanged from last
and engineering roles. Sales representatives
to overcome difficulties in filling critical
year. This year employers also report
have continued to top the ‘hardest to hire’
positions by adopting new approaches to
that accounting and finance, and
list in Hong Kong since 2007 and in APAC
people practices, modifying work models
management/executive positions are
since 2006.
and sourcing talent differently.
becoming increasingly hard to fill. Despite
Hong Kong’s hardest to fill jobs
Top approaches to innovative recruitment
1. Sales representatives (1)
1. Recruiting more from untapped talent
Hong Kong 57% of employers
The research shows that globally the
acknowledging the impact talent shortages have on their business, 22% of employers are not changing course to identify new 2. Technicians (4)
pools such as older workers (24%)
ways to address these shortages. In ManpowerGroup’s insight paper The
3. Engineers (2)
2. Actively recruiting women (13%)
Great Talent Shortage Awakening: Actions to
4. IT roles (6)
3. Redefining qualifying criteria to include
Take for a Sustainable Workforce, they suggest
individuals who may lack certain key
several strategies HR leaders should pursue
skills, but demonstrate the potential to
to fuel their organisation’s competitiveness.
acquire them (11%)
These include; identifying and attracting
5. Management / executive roles (5) (Figures in brackets indicate 2012 rankings, where applicable)
4. Using nontraditional recruiting practices (10%)
untapped talent, creating a culture of talent development, implementing a ‘Teachable Fit’ framework to ‘manufacture’ talent
LinkedIn taps into youth market
aligned with business needs, and improving collaboration with education institutions to ensure graduates are work ready.
LinkedIn has just launched its University
With University Pages, LinkedIn members
Pages. This addition to the LinkedIn suite
can now:
milestones in their education from getting
•
onto campus, right through to sourcing successful careers. In addition, from mid September, LinkedIn will also be made available to high
engage with the campus community and alumni of schools
•
explore universities
•
check out notable alumni
•
expand opportunities via exploring
school students who can explore schools
diverse professional career paths of
worldwide, expand their understanding of
other graduates—seeing where they
the careers available, and get a head start on
work, what they do, and what skills
building a network of family and friends to help guide them at every milestone of their
(See results of the Manpower Employment Outlook Survey for Q3 on page 20)
of services aims to help students at critical
they’ve acquired along the way •
build a career support network
career journey.
AUTUMN 2013 • 5
• HR NEWS
HK salary slump
✓ Employer of Choice
In relation to inflation rates, Hong Kong
are expected to award salary increments of
is lagging behind its neighbour China in
8.8% in 2013. Hong Kong and Singapore,
terms of Projected Salary Increases (PSIs),
however, have a far more paltry PSI
A recent survey from Asian Legal Business
according to the Towers Watson 2013 Salary
to come, estimated to be 4.5% in both
(ALB) has seen Baker & McKenzie nominated
Budget Planning Report—
locations. With inflation set to hit 4.4%
as employer of choice in the Philippines,
Asia Pacific.
in Hong Kong and 3.8% in Singapore,
Singapore and Thailand. Thousands of law
employees will find their salary rises will
firm employees over the region provided
not go far.
ALB with feedback on job satisfaction,
Against an inflation level of 4.3% in China, employers
The Economist Intelligence Unit (EIU), responsible for collecting inflation data for the Asia-Pacific region, found that
remuneration, work-life balance, career prospects, mentorship and job security. Experience enrichment was one of the key
Bangladesh, India, Sri Lanka and Vietnam
attributes associated with Baker & McKenzie
will be seeing the largest inflation hikes
Thailand whilst its Filipino and Singaporean
this year, although these will be offset by
arms were lauded for their international
impressive PSIs of up to
and local knowledge, team dynamics and
four percentage points over
competitive compensation packages.
inflation. Inflation in Japan is estimated at 0%, with a 2% PSI.
Winston Lee, APAC Regional Chairman, APAC, Baker & McKenzie commented, “We are very pleased with this result and to be recognised by our employees for our efforts in providing a great place to work. Happy employees create happy clients.”
You are worth...
Finance professionals jump ship again Lack of career progression and recognition
culture and good working environment
for their accomplishments, along with
are the most tempting factors for
limited compensation offered by their
finance professionals seeking a new
current employers, is pushing 73% of Hong
employer, according to the finding
Kong’s finance professionals to jump ship to
of the eFinancialCareers 2013 APAC
a new employer in 2013. This is significantly
Employment Survey.
higher than other countries, such as
A slowdown in hiring activity, however,
Singapore and Australia, where only 64%
has led to less people movement between
and 46%, plan to do so.
financial services companies while large-
When seeking a new position, nearly
scale layoffs at the end of last year are
Robert Walters recently launched its new
36% surveyed said they were looking for
likely to have stalled the potential for some
Salary Checker app, available for iPhone and
a minimum compensation increase in the
individuals to progress within
iPad. The app aims to provide information to
range of 10% to 19% to accept an offer, while
their organisations.
professional job seekers, allowing them to
32% were looking for 20% to 29%. On the
determine their market salary rate, compare
flip side, a minimum salary increase of 10%
deterred professionals in the finance field
this rate with other sectors and locations
to 29% from their current employer would
to look elsewhere for opportunities to
and view salary trends over time.
stop 55% from leaving their current jobs.
fulfil their needs, as George McFerran,
Phil Jenkins, Director, Digital Marketing,
Nonmonetary benefits were also noted as
These factors do not appear to have
Managing Director APAC, eFinancialCareers
Robert Walters commented, “Finding out
crucial, with 65% of respondents perceiving
explained, “While many companies are
what you’re worth can be a minefield but
healthcare as the most critical benefit,
mindful of the risk associated with losing
our new Salary Checker app makes it easy. It
followed by flexible working hours, 21%,
top talent, outward pressures can’t always
also provides a comprehensive and accurate
revealing the desire for an improved work-
be overcome. In this situation we tend to
overview for employers looking to benchmark
life balance.
see more candidates looking externally for a
pay against the rest of the market.”
Aside from compensation, the opportunity for promotion, a supportive
6 • HR MAGAZINE
chance to advance their careers despite the challenging hiring environment.”
HR NEWS •
Shalini Mahtani, Founder
Time to come home, Hong Kongers
Community Business
In today’s internationally developed and
MBE for Shalini Mahtani
highly-transient economy, CEOs are
Founder of Community Business, Shalini
increasingly expressing their concern
Mahtani, recently received an MBE—
with the difficulties associated with
Member of the Order of the British
finding top talent.
Empire—for her outstanding contribution
According to the recent Bringing Talent
to Corporate Social Responsibility in
to Asia study commissioned by talent
Hong Kong. She received her medal from
acquisition firm Alexander Mann, 48%
His Royal Highness, Prince Charles, at
of companies in Asia reported that they
Buckingham Palace on 28 June.
were struggling to find talent, however the
Commenting on her achievement,
company opined that only 9% were looking
Mahtani said, “I am honoured to accept
in the right place—overseas—for people to
this award for my contribution to CSR
fill opportunities. The study recommends
expertise and experience which local firms
in Hong Kong. I will continue to serve
that companies focus on trying to attract
could leverage for a competitive advantage
my home, Hong Kong, and will focus my
candidates originally from Hong Kong who
and sustained growth.”
attention on making Hong Kong a more fair
have moved overseas. Commenting on the study, Martin Cerullo,
The study demonstrated that Asia’s brain drain is continuing to impact businesses,
and equitable society.” Mahtani has written numerous
Managing Director, Development, APAC,
with people moving overseas for travel
publications on the subjects of diversity and
Alexander Mann Solutions illustrated, “APAC
(65%), work experience (45%), better pay
inclusion, work-life balance and corporate
professionals who have moved abroad
(38%) or opportunities (38%). Cerullo argued
community investment in addition to
are some of the city’s best and brightest.
that businesses need to understand where
the work she has done with Community
What’s more, their time overseas has made
APAC nationals overseas look for jobs and
Business to further the cause of equality in
them even more valuable, earning in-depth
harness those channels to ‘market’ to them.
Hong Kong.
Boardroom ping pong Hong Kong Broadband Network recently announced its secret weapon in reaching boardroom decisions and achieving recordbreaking sales and financial performance in the first half of 2013. The traditional boardroom table has been replaced with a ping pong table to facilitate more relaxed communication and help shake up outdated business styles and boardroom boredom. This quirky boardroom style appears to be working, as latest performance figures released by the company show that, one year after the 62-manager-strong buyout, business is better than ever with revenue, subscriptions and coverage all significantly up. NiQ Lai, Head of Talent Engagement and CFO assures that those who succeed in emerging victorious against their seniors will gain bragging rights—rather than a stern talking to. The company, known for its out-of-thebox ideas and future-led initiatives also recently held its annual Sports Day for its Guangzhou employees, helping to further foster team spirit between Talents and as a sign of appreciation for their hard work.
NiQ Lai, Head of Talent Engagement & CFO, Hong Kong Broadband Network
AUTUMN 2013 • 7
• HR NEWS
Q1 jobs up 21% in Asia Property management jobs in Singapore
21st century career development
increased by 11.9% in the quarter as the country continues to build new
Korn/Ferry International has launched
developments, however Singapore overall
Forte—a career development tool,
experienced a net drop in job numbers by
intended to reinvigorate talent
Despite continued global economic
0.7% between Q4 2012 and Q1 2013. This
development in today’s competitive
uncertainty, job figures in Asia are showing
may be partly due to an increasing number
industry. Forte professes to give
robustness according to the Robert Walters
of low-margin businesses choosing to hub
employees control over their career
Asia Job Index Q1 2013. The report stated
in Malaysia instead of Singapore as a result
development plan by mapping out a clear
there was an increase in job advertisements
of the strengthening of the Singapore dollar
path to the next level, focusing on the
placed in Q1 of 20.6% across the APAC
and rising operating costs.
skills required to get there.
region. China reported a 23.8% rise in
Matthew Bennett, Managing Director,
Byrne Mulrooney, CEO, Futurestep—Korn/
overall job advertisements throughout Q1
Robert Walters Greater China commented,
Ferry’s Recruitment Process Outsourcing
as a result of a strengthened economy,
“Positive momentum in China has
business—commented, “Employee
following appointment of its new leaders.
somewhat boosted confidence in Hong
development has never been more
China’s expansion of consumer and luxury
Kong. The financial services sector is also
important. Organisations that will succeed
goods into second- and third-tier cities
benefiting from an improving stock market,
and achieve a competitive edge in their
also helped spur this growth in the world’s
with 94% year-on-year growth in equity
industries will put employee engagement at
second-largest economy.
funds in the first two months of 2013.”
the heart of their business strategy.”
8 • HR MAGAZINE
HR NEWS •
Top 10 China dream jobs
China employment, business & visa changes
1. Google
The procedure for obtaining a visa to visit
The exposure draft clarified situations which
2. Nanfang Media Group
or work in the PRC has changed as of 1 July
constitute illegal employment under the
3. Procter & Gamble
2013. Audit, advisory and tax firm KPMG
new law:
4. Apple
shared in the June 2013 China Tax Alert
5. Baidu (China’s answer to Google)
that the exposure draft of the ordinance
6. Bank of China
on the administration of entry and exit
7. Disney
of foreign individuals contains additional
8. Ikea
subcategories which will allow China to
9. Tencent
tighten and standardise processes and better
10. LVMH
define illegal employment behaviour. F visas, previously issued to foreign
Based on a survey of humanities, liberal arts
citizens invited to the PRC for various
and education students in China
reasons including giving lectures, taking part in sports events, conducting business
Google takes the top spot as the most
and research and studying culture and
desirable place to work for humanities,
education, will be split into F and M visas.
liberal arts and education students in China,
Going forward, the F visas will cover
according to the latest global Universum
only non-commercial activities whilst all
Student Survey, which reveals how students
business or trade visits will require M visas.
perceive organisations as employers. The complicated relationship between
The R visa, or ‘new talent visa’, is a new
• working in the PRC without a valid work permit and residence permit unless an exemption is obtained; • carrying out employment duties outside the working jurisdiction stipulated by the work permit; • carrying out employment duties for an employer other than the one specified in the work permit; • foreign students working beyond the scope and hours permitted under the student visa; and, • Z2 visa holders working beyond the scope of work approved by the authority. The application process for residence
addition to cover the visits of senior-level
permits is also going to change. Medical
the Internet giant and the Chinese
executives and foreign nationals with
check-ups—previously required for all
government does not appear to have
special skills that are in shortage in the
foreigners aged between 18 and 70 years old
tarnished its reputation among this specific
PRC. Applications for an R visa will require
when applying for a residence permit—will
target group of students, with 9% of them
recognition by the respective authority at
be extended to incorporate all ages from 16
rating it as their number one employer of
both provincial level and above regarding
and above, with no upper age limit. Also,
choice, moving up three places from last
the skills of the applicant and the need for
the time frame allowed for authorities to
year’s survey.
them in the PRC. Two types of R visa will
process applications is increasing from five
be issued, an R1 visa will be given to those
to 15 days.
Securing second place for two years running is southern China’s leading
staying for over 180 days, while an R2 visa
publisher Nanfang Media Group, with
will be offered for shorter stays, with the
Whilst the need to be aware of who is
the support of 8.9% of students, closely
option of applying for an extension. As
entering the country and when they
followed by Procter & Gamble, which
yet, the criteria for the R visa has not been
plan to leave is clearly important,
maintains the third spot on Universum's
specified, it is expected that in due course
KPMG suggest that an ulterior motive
list, with 8.5% of votes.
guidelines will be issued to assist authorities
may reveal itself. Their statement
in identifying and approving eligible
read, “It will be interesting to see how
applicants.
the Chinese authorities will link the
Interestingly, this year Apple experienced the biggest drop in popularity of any company in the top ten, sliding down from first to
The Z visa, the standard working visa, is
visa type to the foreign nationals’ tax
fourth place, with only 8.1% of student votes.
to divide into two: Z1 for visits of over 90
compliance status in the PRC, thereby
Despite this disappointing result, Apple
days and a Z2 for shorter visits.
enforcing the collection of individual
upholds its strong reputation and sales record
For family members visiting Chinese
income tax from foreign individuals.
in China regardless of its limited number of
nationals or foreigners with a Chinese Green
It is imperative that the HR personnel
retail outlets in the country.
Card, a new visa—Q—has been introduced.
of companies in the PRC familiarise
Q1 will allow for visits of over 180 days and
themselves with the new visa types and
Q2 for short-term stays.
their associated requirements.”
Technology and media are not the only industries China’s students aspire to break into, with Disney, Ikea and French retailer LVMH—owner of luxury brands such as Louis Vuitton—also making it onto the hot list.
AUTUMN 2013 • 9
• HR NEWS
Give dad a break! As little as 15% of male executives are taking
After returning to work only two weeks after
advantage of their paternity leave after the
giving birth last year, she decided to take a
arrival of a new addition to the family.
drastic approach to the work-life challenge
This is surprising news given that more
by building, at her own expense, a personal
than half of men surveyed in a recent poll
nursery next to her office so that she could
conducted by Korn/Ferry stated that their
bring her baby to work.
company allows fathers to 'flex' their
This tactic, however, has caused outrage
hours to attend to parenting activities
among some stay-at-home employees
and a significant 61% feel their enterprise
following her announcement that all
encourages a healthy work-life balance.
Yahoo staff would no longer be able to
Furthermore, a whopping 76% of
work from home, demanding that all
respondents believe that companies
remote workers report back to the office or
that offer paternity leave benefits have a
resign. Given the free reign that computer
competitive advantage when it comes to
and technology types are often given to
attracting and retaining top talent. So what
support their creativity this may seem like
is stopping dad from taking a break?
a risky couple of steps for the CEO. In less
According to the poll, as many as four in
than a year, however, she has managed
ten new dads believe that doing so would
to increase Yahoo share price by 74%—
actually slow their career advancement.
something the previous four CEOs could
But what about mum? The pitter-patter of little feet has certainly not hindered the career of new mum and Yahoo CEO Marissa Mayer.
not even come close to. It seems that, until attitudes towards
scales are far from balanced for many when it comes to juggling the life of work with
maternity and paternity leave change, the
newfound parenthood.
Staff members of PageGroup once again
kids living with cancer a better chance for a
showed their commitment to the St Baldrick’s
cure. I’m also particularly pleased that for the
Foundation by going under the razor to help
first time, my two young sons went under the
raise funds to go towards research to help find
razor and, with this act, stand in solidarity
a cure for childhood cancer.
with kids their age fighting cancer who
Close shave for CSR
Cheering spectators packed the Hard Rock Café in Lan Kwai Fong to witness fourteen
typically lose their hair during treatment.” The Group’s CSR activity also involves
volunteers from the Michael Page, Page
taking part in the annual Great Wall
Personnel and Page Executive businesses
Marathon held in Beijing, China, which
participate in the charity’s annual shave
sees around 130 staff from the business’s
event held on April 15.
China offices and other locations around
This is PageGroup’s fifth consecutive
the world run along the wall to raise
year of participation, demonstrating their
donations for the charity Operation Smile,
long-term commitment to the Foundation,
which funds surgical procedures for
which has resulted in a contribution of close
children with facial deformities.
to US$ 100,000 in donations raised by staff,
Thompson added, “Our involvement
clients, candidates and friends and family of
in corporate social responsibility activity
the organisation.
is a win/win for everyone. We have raised
Commenting on the chop, Anthony
money that has benefited people in need
Thompson, Regional Managing Director,
while at the same time, our employees
PageGroup, Greater China said, “PageGroup
have had the opportunity to be involved in
has been involved with the St Baldrick’s
incredibly meaningful causes and they have
Anthony Thompson, goes bald for the fifth time at this
Charity Shave event over the past five years
grown and developed through the process
year’s St Baldrick’s Charity event
and we are proud to be doing our part to give
and become better human beings.”
10 • HR MAGAZINE
HR NEWS •
HR MBAs—are they really worth it? With the usefulness of MBAs increasingly scrutinised since the global financial crisis hit, one must ask themselves the question—is it really worth it? As MBAs around the world continue to become more specialised in the separate corporate fields, how useful is an HR MBA? HR Magazine decided to explore this frequently asked question by speaking with Yen, Le Thi Hoang, HR MBA graduate and Country HR Manager at British Council Vietnam. What does an MBA involve? Ms Le Thi Hoang—who recently received her MBA in Human Resource Management from the University of Wales—commented, “The MBA focused on a wide range of challenging topics. Firstly, it gave me a variety of hard skills, focusing on topics such as finance, management, marketing,
Is a bachelor’s degree enough?
operations and change management. It also
When questioned about the benefits gained
greatly assisted in the development of soft
from partaking in the MBA as opposed to
skills including leadership style, business
a regular bachelor’s degree, Le Thi Hoang
For entrepreneurs or corporate types?
ethics and communication.”
stated, “My bachelor’s degree helped me
Many people believe that MBAs are solely
to ‘read and learn’ some of the theory and
useful for people starting their own
on human resources issues including
practice of HR, my experience from working
business; Le Thi Hoang believes this is
employee relations, retention, HR
in HR put some of these pieces of the puzzle
not purely the case. She ascertained that
strategy and HR management, 50% of
together. And now my MBA gives me the
the various case studies and challenges
the course actually concentrated on
right tools to assemble the entire puzzle in a
of the MBA programme could help an
other business topics including sales,
logical, systematic and sensible way.”
entrepreneur launch a new business into
Although the focus of her MBA was
accounting and growth strategy. As
Le Thi Hoang asserted that one does not
a market, but similarly can help people
a result, this allowed more effective
need an MBA to be able to see the entire
working in different corporations become
communication with other areas of the
puzzle, but she feels it has helped her
more entrepreneurial and strategic in their
business outside of the HR function.
substantially as an individual.
day-to-day challenges.
AUTUMN 2013 • 11
• HR NEWS
BASF launch global learning campus When a staff development programme
region’s development such as a ‘New Leader
proves successful in a local setting, global HR
Program’—a programme designed to groom
executives can be faced with the challenge of
new leaders and accelerate their transition
rolling it out on an international scale. In this
from individual contributor to team leader,
situation it may be difficult to avoid losing
and the ‘New Employee Program’—aimed
some of the course’s effectiveness. Whether
at helping newly joined talents integrate
a company chooses to document and deliver
into the company smoothly and be more
the specifics or ship out the trainers, they
efficient in their roles.
must ensure that the impact of the original course is not compromised.
E-learning platform In addition to the proposed bricks-
Yes, money still talks
Asian talent hub
and-mortar learning hubs, virtual courses
Chemical company BASF is set to launch
will be designed and delivered online in
The latest figures from the jobsDB Q1 2013
a global learning campus to provide its
order to enhance their immediate and
Hiring Index suggest that 82% of employers
employees with best-in-class learning
continued accessibility, allowing for the
are willing to increase a staff member’s
opportunities focused on life-long learning.
best training secrets to be shared, retained
salary to help retain them, after they
The first of its facilities will be set up in Asia
and made available to future trainees.
resign. Other retention measures taken
Pacific, in Singapore. Hans-Christian Marxen,
According to Dr Wolfgang Hapke,
by employers include providing training/
Senior VP, HR APAC for BASF asserted that
President, HR, the advanced learning
career development opportunities (44%)
the country was the perfect place to start the
platform will allow BASF to, “Combine
and providing better work arrangements
venture due to its highly-educated population
global and regional customised
(40%). Mr Justin Yiu, General Manager,
looking for development opportunities to
programmes, in order to support the
jobsDB, Hong Kong commented, “When
give themselves an advantage. The first
continuous development of employees
good employees resign, employers will try
programmes to be offered in the APAC campus
while contributing directly to the
to retain them. This implies that salary is
will be centred on topics deemed core to the
company’s ambitious growth targets.”
one of the top concerns for employees.”
JW Marriott Hotel Awarded Hong Kong Best Employer JW Marriott Hotel Hong Kong scooped the top spot in the Aon Hewitt Best Employer Awards in Hong Kong for the second time in a row this May. The award aims to recognise high standards of business and service excellence through effective people management and inspiring outstanding performance from its employees. Mark Conklin, General Manager commented, “I think it’s a reflection on our management team and their hands-on support and involvement of our frontline associates. It’s about teamwork, trust and working together; we are all one team.” From left to right, Jeremy Andrulis, Managing Director, Hong Kong & Taiwan, Aon Hewitt; Karl Hudson, Market Vice President, South China, Marriott International; Sandra Ng, Director, HR, JW Marriott Hotel Hong Kong; and Klaus Liu, CEO Greater China, Aon Hewitt
12 • HR MAGAZINE
HR NEWS •
HR letting the grass grow beneath staff’s feet—and reaping the rewards kitchen and walllength windows, which provide a captivating view of Central Hong Kong. The office marks the continued expansion of Spencer Ogden into Asia, building on the successful launch of their first Asian office in Singapore earlier this year, designed in a similarly flamboyant fashion. Design director Bonita SpencerPercival explained that the main inspiration was to provide an environment in which employees felt Global energy recruitment specialists
to the drab, uninspiring appearance
‘energised and motivated to work’, and
Spencer Ogden recently launched their
of many traditional offices. The main
that the best way to do this was to release
new office (pictured above) in Hong Kong,
workspace features large, round tables
them from the shackles of the traditional
providing staff and guests alike with a
standing atop a carpet of astro-turf,
working environment and to give them
stimulating, open space—in stark contrast
alongside a 1950s American-diner-style
something truly special.
AUTUMN 2013 • 13
• HR EVENTS
Dates for your HR diary! September 11 (Tue)
October 7 (Mon)
October 24 (Thu)
December 4 (Tue)
Who:
Who:
Who:
Who:
SCMP and Classified Post What: Employer Branding Conference Where: The Mira, Hong Kong Fees:
Orchid Associates Group What:
HR Magazine What:
World Corporate Universities
HR Magazine Conference—
Forum
Attracting the best global leaders:
Where:
Intipesan What: HR Expo 2013 Where:
executive recruitment & employer
Richard Ivey School of Business—
Jakarta Convention Centre,
branding
HKCEC
Workshop A, HK$2,500
Cheng Yu Tung Management
Cliftons Central Facility
info@intipesan.co.id
Workship B, HK$3,000
Insitute, 3/F Phase One
Level 5, Hutchison House
+021 7883 8781
1 Harbour Road,
10 Harcourt Road,
Details: promotions.scmp.com/ hrconference
Where:
Indonesia
Full day HK$3,500
Wanchai, Hong Kong Fees:
Central, Hong Kong Fees:
€1000.00 + VAT (I.V.A) @21%
September 26 (Thu) Who: The Goa Chapter at Panaji, Goa
The 3rd APFHRM Annual Regional HR Conference and the 32nd NIPM Annual National Conference 2013 Where: Kala Academy, Goa Details: info@ nipmnationalconference2013.com +91 9 561 266 094
What: Award for Excellence in Training and Development 2013 Where:
The Ken Blanchard Companies What: Blanchard Asia-Pacific Leadership Summit 2013 Where: Marina Bay Sands Hotel, Singapore Details: kenblanchard.com/APACSummit
October 23rd (Tue)
Whole day HKD 1,200
HR Magazine Conference— appraising & rewarding Where: Cliftons Central Facility, Level 5, Hutchison House
October 28 (Mon)
10 Harcourt Road,
Who: Salvo
Central, Hong Kong Fees:
What:
FREE admission for all individual
The Certified Talent Economist
and corporate subscribers to HR
Programme Where: Singapore
tricia.yeo@salvoglobal.com
Magazine
Half day HKD 800
Whole day HKD 1,200
Details: hrmagazine.com.hk
+65 6305 1364
+65 6305 1387
February 18 (Tues)
Pusat Pembangunan Kemahiran Sarawek What:
November 26 (Tue)
2013 Where:
88 Queensway, Admiralty,
Riverside Majestic Hotel
Hong Kong
Kuching, Sarawek, Malaysia Details:
Ms Adela Tsang +61 2774 8576
myhrd@ppks.edu.my
Ms Ellis Yeung +61 2774 8519
+6082 362279
Who: IQPC Worldwide Pte. What:
Malaysia International Techincal HRD and 9th AASVET Conference
Who: Hong Kong Institute of Human Resources Management What: HKIHRM 33rd Annual Conference & Exhibition Where: Hong Kong Convention & Exhibition Centre (HKCEC) 1 Expo Drive, Wanchai, Hong Kong Details:
14 • HR MAGAZINE
HR Magazine What:
Details:
cassandra.choo@salvoglobal.com Who:
JW Marriot Hotel Hong Kong,
Details:
Half day HKD 800
Details:
JW Marriott Ballroom (Level 3),
Pacific Place
Who:
Who: HKMA
Who:
Magazine
hrmagazine.com.hk
+65 6775 1030
September 27 (Tue)
and corporate subscribers to HR
astri@orchidassociates.net
What:
January 13 (Thu)
FREE admission for all individual
Details:
October 7 (Mon)
Details:
hkihrm-conference.org
12th Annual HR Transformation & Service Delivery Summit Where: Grand Copthorne Hotel Singapore Details: enquiry@iqpc.com.sg +65 6722 9388
HR IN NUMBERS •
57% Percentage of employers that don’t communicate with employees on benefits.
53%
Source: Towers Watson, Asia Pacific Employee Benefit Trends survey, 2013
Percentage of employers that think their employees valued their benefits sufficiently or higher. Source: Towers Watson, Asia Pacific Employee Benefit Trends survey, 2013
81% Percentage of employers that now have a documented benefit strategy to guide their on-going benefit decisions, compared to 66% in 2009.
Source: Towers Watson, Asia Pacific Employee Benefit Trends survey, 2013
32% Percentage of employers that will increase flexibility in their benefits next year.
15% Percentage of staff that said employer benefits were of no value.
Source: Towers Employee Benefit Trends survey, 2013
Percentage of employers that don’t communicate with employees on benefits. Source: Towers Watson, Asia Pacific
87% Percentage of global consumers who think brands should put equal priority towards the common good as well as corporate interests.
Employee Benefit Source: Student Body of America Association
Trends survey, 2013
86% Percentage of Hong Kong employers who say talent shortages will have a significant impact on their ability to serve clients and maintain competitiveness in 2013. Source: ManpowerGroup Hong Kong, Annual Talent Shortage Survey 2013
Source: Towers Watson, Asia Pacific Employee Benefit Trends survey, 2013
Watson, Asia Pacific
31%
297% Percentage increase in foreign employees working in China over the last decade. Source: China’s Census Data, National Bureau of Statistics of China, 2012
AUTUMN 2013 • 15
16 • HR MAGAZINE
AUTUMN 2013 • 17
COVER STORY
HR BY
Don’t get red carded by your employees
Employers globally are getting less and less
This, according to the Aon Global Risk
‘risk ready’. Just 59% now consider themselves
Management Survey 2013, recently launched
prepared for—or at least aware of—the multitude
in Hong Kong with the help of a host of
of factors which could damage their brand
individuals well-versed in people decisions
reputation, working capability and potential for
and team tactics including Manchester
talent attraction. This figure has declined by 7%
United legend Bryan Robson, Phil Townsend,
since 2011, perhaps accounting for the increase
the club’s Director of Communications and
of 14% in reported loss of income from the top
John Shiels, CEO of the Manchester United
ten rated risks between 2011 and 2013. ‘Failure
Foundation. With AON supporting the team’s
to attract or retain top talent’ has been rated as
2013 pre-season Asia tour—which ended
the fifth most important risk facing managers
with their 5 – 2 victory against Hong Kong’s
worldwide, representing a five-point leap in four
Kitchee team—they were able to share the
years, showing the increase in people-strategy
team-behind-the-team’s wisdom on team
anxiety amongst HR managers.
investment and analysing the competition.
18 • HR MAGAZINE
COVER STORY
From left to right: Phil Townsend, Director of Communications, Manchester United, Bryan Robson, Manchester United Legend ‘Captain Marvel’, and John Shiels, CEO, Manchester United Foundation
AUTUMN 2013 • 19
COVER STORY
Left: Aon Hewitt and Aon Risk Solutions leadership teams meet with the media
Team players With a team of 60 players, 750 employees behind the scenes and 650 million fans worldwide, managing expectations poses a challenge of impressive scale. Townsend acknowledged that when it comes to the players, money is the number one retention tactic, while Shiels stressed the importance of making the team robust enough that it is never overly reliant on just one individual. For instance, the loss of Ronaldo did not damage the team as heavily as it could have thanks to the dynamics already fostered between the remaining teammates. Health and well-being ranks high on the agenda for the club too, which takes responsibility for the team as a whole including players, cleaners, ticket collectors, security and pitch management. Brand pride With a reputation such as Manchester United’s preceding them, job applicants often bring with them an alreadyestablished sense of pride and brand loyalty, something which the club does not want to disappoint. Players’ fitness levels are assessed continuously by ever-more technical means, showing them that the club values their investment and wants to help them be the best they can be. Staff are kept motivated by the prospect of supporting their club—when the team makes it to a league final, the contribution of the staff is rewarded, they are taken to cheer on the team at the match. For domestic finals they can share the team spirit and bring a plus one. Risk vs. opportunity When it comes to match strategy, no coach or manager will ever take a decision without fully considering the risks involved. Up until the last minute, even when player fitness has been assessed and the competition has been observed and analysed, one underthought decision could spell the end of a winning streak, or even a career. The nature of risk, however, is such that one decision could bring dividends. The Aon Global Risk Management Survey, compiled from the responses of over 1,400 companies worldwide, shows that in 2013 the most-used risk assessment method, primarily used by 62% of organisations, is senior management judgement. Hugh Graham, SVP, Balance Sheet & Risk, AIA warned that this traditional method needs to be shaken up, with contribution moving both top-down and bottom-up. He explained, “Risk management can be invisible; either nothing is going wrong or it’s thanks to the good—or lucky—risk management.” He shared that companies must ascertain their risk appetite through scenario modelling, updating of governance guidelines and benchmarking to prevent talent from defecting. Fortunately for Hong Kong’s hard-core Kitchee and Manchester United fans, it was decided to let the friendly go ahead despite international unease about their match being played on a highly waterlogged pitch, which presented the risk of player injury shortly before the start of the season. People risk on the rise Edouard Merette, CEO, Aon Hewitt APAC advocated creating a risk-aware culture with ownership, management and communication, and at the same time ensuring that risk factors are high on the board’s list of priorities.
Left: Winnie Wong, CEO, Aon Risk Solutions, Hong Kong
20 • HR MAGAZINE
SUMMER 2013 • 20
COVER STORY
Left to right: Murray Wood, Regional Managing Director Asia, Financial Services & Professions Group, Aon Risk Solutions, Edouard Merette, CEO, Aon Hewitt Asia Pacific, John Shiels, CEO, Manchester United Foundation, Gavin Gui, General Manager, Hilti (Hong Kong ) Limited, Hugh Graham, Senior Vice President, Balance Sheet and Risk, AIA Group, Y.C. Koh, President, Asia, American Express Int’l., Inc. and Jeremy Andrulis, Managing Director, Aon Hewitt Hong Kong and Taiwan
Jeremy Andrulis, MD, Aon Hewitt Hong
opportunity cost, he said, “You’ve got to do
of what will happen once a player is too old
Kong & Taiwan revealed that the least risky
something difficult to get to that end part.”
to play. While some are fortunate and able
location in the world for people is New York
to continue in a career related to football,
City, followed by Singapore. Hong Kong
Three degrees of generation
such as Ryan Giggs as coach for Manchester
came in at seventh place. This is, however,
The emergence and integration of the
United and Robson as Manager of the
set to change. Merette explained, “In the
younger generation into the workplace has
Thailand national team, the reality is that
mid 90s it was difficult to find talents. Now
caused HR managers headaches aplenty.
even football stars must plan for when their
the whole world has come to Hong Kong
Trying to align their future aspirations,
skills and talents no longer place them on
and the locals have entered the market.
working styles and benefit must-haves
the top of the pile. Robson commented,
China and India is set to produce a huge
with the time-honoured traditions in place
“You must plan before you finish your
amount of qualified individuals and so the
in established organisations is no mean
football career. You don’t want to end up
challenge will increase greatly.”
feat. Add to this the challenge of appeasing
about 35 with no education.” For managers,
the Gen Yers and even Baby Boomers that
Shiels recommended fostering team spirit
Opportunity cost
are comfortable with their working routine
and stressed that if in a position to do so,
Phil Clement, Global Chief, Marketing
and were required to jump through the
you should help to make youths more
and Communications Officer, Aon plc
very hoops that the latest generation is
successful than when they joined you. The
urged employers to consider the level
managing to avoid. But who is to blame?
Manchester United Foundation is designed
of engagement within their firm when
Merette believes that dynamic and varied
to seek out children in less fortunate areas
weighing up risks. Whilst risk is, as is its
work spaces and working styles are the way
to give them the opportunity to be bigger
nature, a game of unknown outcomes,
of the future and that trying to stave off
and better than they themselves thought
risk officers and HR teams should be
progress is pointless. He commented, “The
possible. Managers could do well to take this
recognising that their entire team is
problem with Gen Y is us old people.”
view, teaching not only the soft skills but
crucial in moving forward. Whether it be
also the harder skills to make employees
by ensuring the health of every member
Players to trainers
more engaged, more productive and great
is up to scratch, assuring members that
Robson, having been able to make a career
brand ambassadors.
input and innovation are welcomed and
out of football since the tender age of 15,
encouraged, or appreciating the value
acknowledged that those in football, and
your team is engaged, brand proud and
of developing your people against the
those around them, must always be aware
aiming for the same goal?
So, are you doing enough to make sure
AUTUMN 2013 • 21
HR FEATURES
As American and European economies continue to slowly stumble ahead in 2013, a great deal of speculation remains with regard to how this is affecting Asia and Greater China. Despite many Hong Kong-based professionals predicting a gloomy outlook for the SAR’s economic short- to medium-term future, the latest Manpower Employment Outlook Survey for Q3 2013 reveals that Hong Kong employers, in most sectors, are in fact taking a more bullish approach to hiring and staff expansion plans in key sectors.
An aggregate view on the outlook reveals that, across the APAC region, hiring plans are
Taiwan
+35%
strongest in Taiwan, New Zealand and India,
Brazil
+28%
Positive hiring plans throughout the eight countries
and surprisingly weakest in Australia, which
Turkey
+24%
and territories in the Asia Pacific. Employers in Taiwan
New Zealand
+22%
are the most optimistic of any in the 42 countries and
India
+18%
territories surveyed. However, India’s Net Employment
Japan
+15%
Outlook is the least optimistic reported by the country’s
Singapore
+14%
employers since the survey began.
China
+13%
may reduce the desirability of Australia as one of the best countries to live and work in. Optimism rising After removing seasonal variations from survey data, Manpower reported that Hong Kong’s Net Employment Outlook stands at +13%, a positive result, which indicates that more employers plan to actually
Hong Kong
+13%
United States
+12%
Israel
+10%
Canada
+9%
Costa Rica
+9%
Australia
+6%
Norway
+6%
United Kingdom
+5%
by one percentage point year-on-year.
Germany
+4%
This suggests that many employers are
Austria
+3%
Switzerland
+2%
increase rather than decrease staffing levels. The outlook for hiring prospects has strengthened by two percentage points quarter-on-quarter but has weakened
remaining cautious when it comes to hiring. Of the 805 employers surveyed, a promising 18% forecast an increase in
Hungary
0%
South Africa
0%
staffing levels within the next quarter, with
-1%
France
only 4% predicting a decrease. However,
-1%
Sweden
the majority, 75%, forecast no change in Q3,
-3%
Greece
indicating that the head count is predicted
-5%
Spain
to remain relatively stable, with no ‘mass
-10%
Italy
hiring’ drives from employers. Q3 2013 Net Employment Outlooks: 65,000+ hiring managers interviewed across 42 countries and territories * Indicates unadjusted Net Employment Outlook data
Cautious optim ism 22 • HR MAGAZINE
for
HR FEATURES
showed a 16.5% increment from the previous Quarter-over-quarter
Year-on-year
year.” The Survey reported that employers
Compared to 42 countries surveyed in Q2 2013
Compared to 41 countries surveyed in Q3 2013
within the transportation & utilities sector group predict steady workforce gains with an outlook of +13%, increased by a substantial five percentage points from the same quarter in 2012. Chui commented, “The Government’s support to reinforce and enhance Hong Kong’s position as an international shipping centre with high value-added maritime services has further propelled the hiring pace of this sector as the logistics industry now makes up one quarter
Stronger
31%
Stronger
27%
Relatively stable
33%
Relatively stable
19%
Weaker
36%
Weaker
54%
of Hong Kong’s GDP.” Positive albeit cautious outlook for other sectors Hiring within the finance, real estate
Notable shifts
Notable shifts Spain +5%
Japan +4%
and insurance sectors is likely to remain
India -6%
India -28%
steady in Q3, with employers reporting
China -4%
China -4%
an outlook of +13%, up three percentage points quarter-on-quarter, but down three percentage points since the Q3 2012 outlook. Fresh graduates looking for entry
Shifts in hiring plans
into the finance sector may not have as Mining and services on the rise
Manpower Group, Greater China Operations
many opportunities as those graduating
According to the Survey—which observed
explained, “Hong Kong’s ten major
two years ago, however Chui maintains
finance; insurance & real estate;
infrastructure projects continue to place
that there is still demand for talent in
manufacturing, mining & construction
added pressure on labour demand within the
risk management and compliance due to
services; transportation & utilities; and
construction sector and the Government’s
tightened banking regulations.
wholesale & retail trade sectors—all
plan to increase public housing has brought
industries expect to continue adding to their
positive benefits to stimulate hiring.
reported an outlook of +9%, which is nine
staff levels. Year-on-year, two-thirds of
However, despite positive demand within
percentage points lower than the Q3 2012
employers reported weaker hiring paces,
the sector, finding available workers with
outlook, indicating that hiring in these
whilst two of the six industry sectors
the right skills remains a challenging issue.”
sectors may continue to proceed cautiously.
surveyed reported strengthened outlooks.
Commenting on the growth of services, she
Whilst both local consumption and
observed, “Tourism is another mainstay of
mainland tourist demand remains steady,
sectors are also optimistic about future hiring
our economy, accounting for 4.5% of our
Hong Kong is still one of the world’s most
as Lancy Chui, Regional Managing Director,
GDP. Inbound tourism spending in 2012
expensive regions for retailers to rent.
The mining & construction and services
The wholesale and retail sector
g n o hirin K g g n Ho AUTUMN 2013 • 23
HR FEATURES
HR must provide advice, not reports...lessons from Walmart During these globally unstable economic
have enough talent to fuel our growth.”
closely together to identify a select few
times, every department within an
In fact the organisation had huge amounts
key metrics—for example percentage of
organisation is being examined with regards
of talent, but HR was just not clear about
customer complaints for customer service
to their level of indispensability. Strategic
exactly what key skills each staff member
staff, or frequency of on-time delivery for
HR involves the provision of advice to the
had and where those skills might be
driving and loading staff—for different
company’s leadership, as opposed to just
transferable into different postings. Pearson
teams within the organisation, as well
reports, according to Ken Pearson, currently
recalled a situation where an accountant
as ensuring they are aligned with the
Director of Business Execution Architecture,
with specialist knowledge departed from the
company’s vision and strategy, before
SuccessFactors, and formerly Director of
organisation, and there was a great deal of
implementing a metric-tracking system.
Talent Development at Walmart Stores.
emphasis placed on the difficulty of finding
It is highly beneficial to identify internal
someone with this technical knowledge,
talent metrics before spending money
hosted an executive breakfast roundtable
and the need to hire someone from outside
on expensive applicant tracking systems
at the Hong Kong Football Club on 4
of Walmart. In the end this staff member’s
and external hires. Commenting on the
June. Delegates included senior-level HR
replacement was found unloading trucks at
importance of having representatives
Directors, VPs and C-level executives from a
one of the Walmart stores, as it turned out
from every department assisting with the
variety of industries.
he had the required degree and hence the
implementation of such projects, he then
specialist accounting knowledge to be able
highlighted the importance of obtaining
to perform effectively in this job.
buy-in from staff at all levels.
HR Magazine and SuccessFactors
Pearson spoke in depth about his previous global HR leadership position served at Walmart, and the fundamental challenges
Pearson highlighted the importance of
Pearson debunked the myth that ‘HR
that he faced in the global retailer. He
HR searching for talent and niche skillsets
does not have a proper place at the board
reported, “I worked for a company with
within the organisation, as opposed to
table’ by commenting, “HR does have a
2.2 million employees, but every year I
always looking externally—from new
seat at the table. But just make sure you
heard the same problems recounted from
hires—at times when skills shortages are
check what you’re bringing to the table. HR
my leadership—the single thing that kept
hindering company progress. He emphasised
must provide advice to the CEO, not just
them awake at night was that we didn’t
the importance of HR and IT working
reports full of metrics.”
Ken Pearson, Director, Business Execution Architecture, APAC (right) and Francis Chan, Director of Product Solutions and HCM Strategy, APAC, SuccessFactors (centre) discuss the importance of valuable HR metrics reports with Paul Arkwright, Publisher, HR Magazine (left).
24 • HR MAGAZINE
HR FEATURES
AUTUMN 2013 • 25
HR FEATURES
Going against the grain Reverse mentoring—make or break?
Tops tips for reverse mentoring:
Coaching your manager and lecturing your
trends in social media, technology and
CEO about the way of the future might only
consumer culture, with a view to bringing
seem like things that would happen in the
key benefits to the organisation and the
wildest dreams of today’s young employees
development of its future leaders. Turning
and interns, particularly in the hierarchical
the tables on traditional managerial roles,
world of Hong Kong. In reality, however, this
and taking a bottom-up—rather than top-
concept—known in the HR field as reverse
down—approach, enabled Welsh to facilitate
mentoring—is becoming increasingly popular
learning within the organisation by injecting
among organisations across Asia, which are
fresh views and ideas to foster a more
striving to keep their finger on the pulse of new
flexible and adaptable environment, better
technology trends and remain at the forefront
suited to the ever-changing digital world
of the digital revolution. But is turning the
and able to change with the times.
tables on traditional managerial roles really
The theory was that, over time, senior
1
Never assume knowledge and never let your ego get in the way. If you are a senior manager with 15+ years of experience, you can STILL learn from someone half your age or a recent graduate. The way that technology—and the world—is
the answer to staying ahead of the game and
leaders would adopt a new culture whilst
evolving today means that someone much
cracking the digital world of business, or
sending the message to less-experienced
more junior could be more advanced in
merely a recipe for disaster in the workplace?
members that their opinions and ideas were
To find out, HR Magazine caught up with Karin
valued. Even if their ideas were not adopted,
Clarke, Asia Regional Director of recruitment
workers would still have a chance to express
specialist, font, who has taken the tried and
their views and be heard by their seniors and
tested approach to reverse mentoring.
peers. This experience also allowed junior staff to develop their coaching and communication
In theory
skills, which they could continue to build upon
The concept of reverse mentoring was first
throughout their career. Whilst this all sounds
introduced by General Electric's former
simple and successful in theory, does it really
Chairman Jack Welsh in 1999 when he
work in practice?
directed 600 of his top managers to pair up with younger workers to learn more about technology and the Internet. Welsh had realised that the younger generation, now commonly termed Gen Y, was far more tech-savvy and adaptable to fast-paced advancements within the digital world, which some more senior leaders struggled to keep up with. Welsh’s recognition of this knowledge gap led him to adopt the practice of reverse mentoring, or rather backwards learning, whereby less experienced or younger employees were given the chance to mentor more senior members of staff on certain skills, attitudes and even perceptions. This included business interests, such as
26 • HR MAGAZINE
areas beyond your expertise.
HR FEATURES
2
While teaching your colleagues, use terms that everyone can understand. If
In practice
What the theory does require to work
you are using jargon or brand
According to Clarke, reverse mentoring has
successfully in practice, however, is for
new acronyms, explain
provided immense benefits to the business’
senior managers to be willing to learn and
productivity and morale. Putting theory
question with an open mind and nurture
what they mean.
3
Help to teach with
into practice has not only enabled junior
mutual trust and respect within the mentee/
employees to mentor their seniors on social
mentor relationship. Once these elements
media, its various uses and the potential
have been established, the mentor can open
reach it has, but also tutor them on Apple
up to give more candid insights into how
Mac programs, apps and shortcuts that can
the younger generation actually uses their
be used to save time in the office.
smartphones, apps and online communities.
practical examples and
Clarke herself confessed that she had
demonstrations. Then
never used Apple before, until the newest
and provide a glimpse into the mindset
ask the team to try this
staff member in the office sat down with her
of the younger generation—a particularly
themselves.
to walk her through all of the tips, tricks and
useful process for organisations targeting
shortcuts. She found this so useful that she
a more youthful consumer base. Clarke
decided upon the top five must-know short
explained that one of her major clients
cuts and had palm-sized laminated cards
within the field of telecommunications
created for all staff in the office.
actually uses its new graduates for
4
A short take-away
Reflecting on the experience, Clarke
document (with bullet points)
explained, “A manager may spend hours
is helpful. This can show staff
attending courses or teaching themselves to
These insights can go beyond technology
brainstorming sessions on marketing campaigns aimed at younger audiences.
how to perform this action again.
use Apple Mac shortcuts, but when paired
Building bridges
Staff will use this the first couple
with a Gen Y employee for an hour, could
These valuable insights into the hearts
have the most important ones mastered, as
and minds of Gen Yers, may well be key
well as picking up a bunch of other handy
to bridging the knowledge gap between
tips. This can be quite an eye-opener and
the CEO and the fresh graduate, helping
spur a generation of new ideas around
to build connectivity between generations
communicating, with not only your staff,
within an organisation. In Hong Kong,
but also your wider customer base.”
where technology and new digital
of times and throw it away once familiar.
5
Avoid allowing staff to miss
advancements play such a vital role in most Be open to change
companies, this is certainly a challenge that
As beneficial a concept as it is, Clarke
needs to be overcome.
the sessions (this spirals and
admits that reverse mentoring is yet to
the importance given to them
be embraced by organisations in Hong
continue to invest heavily in their digital
slowly diminishes). This also
Kong, largely due to the cultural norms
and creative teams and hire digitally-savvy,
surrounding superiority and set roles
creatively-trained graduates, but they also
within the workplace. For some businesses,
need their CEOs and managers to be as
the idea of a superior seeking advice from
clued-up as their young grads. In today’s
a subordinate might be a hard one to
rapidly evolving business environment,
swallow, as this would require them to
companies need to understand these
temporarily set aside the subordinate-
employees’ expectations and needs in order
boss relationship, which goes against
to retain their best talent and ensure the
the grain of how businesses have always
growth of the organisation.”
helps to build the morale of the staff who are chosen to train their seniors.
operated in the past. Clarke insists,
Clarke explained, “Hong Kong businesses
Whilst reverse mentoring may not be every
however, that reverse mentoring is still
business’s answer to staying at the forefront
a formal relationship, as they are not
of the digital revolution, it is certainly
simply ‘hanging out’ and it follows similar
working for some organisations across Asia.
objectives and ground rules to a traditional
Until the concept is more widely embraced
mentoring programme that HR would
in Hong Kong, however, it may be some time
ordinarily deliver.
before fresh hires are running the place.
AUTUMN 2013 • 27
HR FEATURES
28 • HR MAGAZINE
HR FEATURES
Rebranded Out
The word rebranding tends to wash over HR these days, in a ‘yes, we’ve heard it all before’ kind of way. But, despite the growing need for organisations to reconsider their brand, does the process simply involve looking at how the firm is perceived?
Why rebrand?
small and large, should be looking at
Entrepreneurs continue to be attracted to
branding as a critically important concept,
the Hong Kong region—due to low barriers
during both good and bad economic times.
to entry—and therefore competition across many sectors, including the recruitment
Review the business
industry, continues to intensify. Achieve
Babis reported that the rebranding exercise
Asia is a Hong Kong-based recruitment
was not simply a case of changing the ‘look’
firm currently undergoing a fundamental
of the company from an outside perspective,
rebranding project. Damien Babis, Director
it also involved a fundamental review of the
& Founder, Achieve Asia commented, “The
services they offer to candidates and clients.
recruitment market is changing, not only
As well as the traditional recruitment
in terms of increasing competition but also
service of identifying exceptional, ‘hard
regarding demand from business partners,
to source’ talent for their clients and
clients and candidates. It is important
finding great opportunities for strong
for companies to look at how they are
candidates, the company also offers a range
communicating their product and service
of additional services including third-party
looking at our entire business practices and
range to external parties, as opposed to
employment services, outsourced payroll,
what needed to be changed.”
purely relying on their reputation to facilitate
in-house recruiting services and temporary
growth.” Building a strong, relevant brand is
& contract staffing. Babis commented, “We
Involve all parties
not only imperative for engaging with new
realised that we have to communicate to
Rebranding is not something that should
customers, but it also helps maintain strong
clients and candidates what services we can
be looked at by the marketing department
ties with current clients.
provide to them, but—equally important—
alone. Whilst marketing teams are
what we can not offer too.”
heavily involved in the operational
Babis illustrated that the aim of rebranding was not only to enhance the
The rebranding of Achieve Asia was not
Damien Babis, Director & Founder, Achieve Asia
implementation of various aspects of
candidate and client experience of Achieve
an overnight process; Babis disclosed it is
rebranding, it is vital that all employees
Asia, but also to help potential employees
an ongoing process, even after the project’s
are engaged in the rebranding concept
of the business understand more about the
initial implementation. He explained,
including the sales, finance, HR, IT and
identity of the business and the experience
“We realised the importance of talking
operational support functions, as well
of working there. Greater transparency
with various stakeholders of the business,
as external parties such as suppliers,
regarding the benefits and features of
be it employees, management, clients,
customers and various other stakeholders.
working life at the company is now evident
candidates and other parties. We consulted
from the new website.
with a business specialising in branding,
of the rebranding exercise at Achieve Asia,
There is great importance placed on
When asked about the overall experience
transformed our logo and the look and
Babis concluded, “This has been a valuable
taking a step back and looking at the
feel of the business and services offered.
opportunity to review the whole business
company’s brand and operations from an
We also launched an entirely revamped
and what we are all about. What began as a
external perspective, as opposed to simply
website, which includes new features such
rebranding exercise has ended up as a top-
continuing with day-to-day operations.
as an interactive salary review function for
down and bottom-up strategic reflection of
Babis believes that clients in every sector,
jobseekers and companies. We ended up
the entire organisation.”
AUTUMN 2013 • 29
HR FEATURES
Civil service...that’ll do nicely Students name HKSAR Government as ideal employer
University students in Hong Kong have
Electric. CLP Group leapt 22 places in the
named the HKSAR Government as their
business category, DBS Bank rose 24 places
ideal employer. Over 4,000 students from
in the engineering category and HK Electric
various fields took part in the Wetfeet Talent
jumped 38 places in the humanities category.
Insider Review, conducted by Universum. The HKSAR Government moved up one
Out of favour
place from second position in 2012, pushing
At the other end of the scale, General
the former number one—HSBC—off the
Electric and Royal Bank of Scotland fell
top spot.
out of the Top 100 in the Business and
The survey also revealed that, while
Engineering categories, respectively. LG
keen to find a secure job with a friendly
barely managed to stay in the Top 100
working atmosphere and a good work-
range after plunging 47 places. Whilst the
life balance, Hong Kong students are less
second and third top employer spots for
interested in a job with international travel
Business students were claimed by HSBC
or relocation implications—the popularity of
and JP Morgan, local banks are increasing
international careers dropped by 7%.
in popularity. Hang Seng Bank climbed six
Ankiti Modi, Country Manager,
places to reach 14th, while the Bank of East
UNIVERSUM commented, “As the world’s
Asia reached 39th place, a rise of 18 places.
top financial centre—ahead of the US, UK and Singapore—and poised to become the
Salary expectations
world’s biggest financial centre by 2016,
This year’s survey revealed that Hong Kong
Hong Kong is definitely making a stronger
students’ expectations of remuneration
presence today than ever. With the world’s
have risen to HKD17,578—an 11% rise on last
attention on Asia with Hong Kong at its
year. The Engineering cohort had the biggest
heart, it is no wonder that future talent
increase in salary expectations at 16%, to
generally feel a great sense of pride to work
HKD17,248. The importance of high future
in the city upon graduation and give less
earnings proved to have significantly increased
emphasis to having an international career
for Business students this year when compared
or having opportunities for international
to last, becoming the attribute that they
travel or relocation.”
consider third-most important.
New kids on the block
on job security by Business students, and
The banking sector continues to be the
also on high future earning by students in
most attractive industry for Business
the Auditing and Accounting industry, the
students to work in after graduation.
Big 4—PricewaterhouseCoopers, Deloitte
Engineering student favour the
Touche Tohmatsu, Ernst & Young and
Engineering and Manufacturing industry
KPMG—have been seen steadily working
while those in Humanities chose Media
their way up the leader board since 2011.
and Advertising.
Currently, Deloitte is most popular at fifth
With increasing importance being placed
The companies that most shook up the rankings were CLP Group, DBS Bank and HK
place but each of the four made it into the Top 10.
AUTUMN 2013 • 31
HR FEATURES
Life Work
Hong Kong
Global
Despite the global work-life balance index falling, Hong Kong citizens have bucked the trend by improving their quality of life.
Hong Kong may have a reputation for
the global average, while local men fare less
just about the number of hours people work,
having a workaholic culture, however—
well with a much lower score—just below
but also about how much people achieve
contrary to popular belief—Hong Kong
the global average of 120/160. This may be
during those hours and how much they
workers have struck a balance between
due to women spending more time at home
enjoy what they do. Hong Kong is a strong
their personal and professional lives,
with family and, as such, achieving higher
example of a hard-working and productive
according to new research. China, on the
satisfaction rates.
marketplace where people feel content with
other hand, has seen a sharp decrease
the amount of time and energy they have
in the work-life balance and has been
A harder-working China
overtaken by India, which is now lending
While Singapore and Taiwan have also
more time to leisure.
experienced modest gains compared to last
Room for improvement
year's Index, mainland China witnessed
Robin Bishop, Director, Corporate
produced by Regus, has fallen slightly with
a sharp 13-point drop from last year’s
Responsibility, Community Business
workers still shouldering the additional
149/160 index points to this year’s 136/160.
commented, “It is certainly encouraging
workload that was taken on during the
While still one of the highest scores in
to see that the work-life balance has
downturn. As a result, a staggering 42%
the region, this represents one of the
improved for Hong Kong. Over the past
of workers now spend less time at home
steepest declines, with 72% of mainland
seven years, our own research survey
with family than they used to due to work
professionals reporting that they spend
has shown minimal increase in people’s
commitments, with most major European
more time working now than they did last
satisfaction achieving a good balance and
markets, the US and Australia being hit
year. Despite this, 69% report finding work
there’s clearly room for improvement.”
the hardest.
now more enjoyable.
The global Work-Life Balance Index,
The Index took into account time spent
Commenting on the Index, John
for their lives outside of work.”
It’s good to see that the overall perception of the workforce in Hong Kong
away from home, productivity in the
Henderson, Chief Finance Officer, Regus
is changing and more progress can be made
workplace, additional work and the overall
Asia Pacific said, "These results have to be
if companies take the lead on creating
satisfaction of workers worldwide to give
good news for Hong Kong, since staff who
a culture that promotes flexibility and
a general picture of personal work-life
are happy at work are both more productive
encourages individual employees to take
harmony. Interestingly, women in Hong
and less likely to leave. These findings
ownership for proactively managing their
Kong enjoy a better work-life balance than
demonstrate that work-life balance is not
own work-life balance.
32 • HR MAGAZINE
HR FEATURES
AUTUMN 2013 • 33
HR FEATURES
34 • HR MAGAZINE
Does an office have to look like an office?
HR FEATURES
Unconventional solution
According to Yaw, even though employees
With retention of key talent being one
may finish work at 5 or 6pm, they are
of the most pressing concerns facing the
often not in a rush to leave. He stated,
continued growth and success of companies
“They like to stay here; they hang out,
today, employers are having to make a more
they get to know each other. It all helps to
concerted effort to deliver a consistently
deconstruct real and perceived boundaries
appealing EVP that is not simply attractive
which can often be a problem in more
in the short term, but remains so over
traditional workplaces.”
the long-term to forge increased loyalty and stronger allegiances between staff
Company culture
and company. Elabram Systems recently
The design of the office space is intended to
launched a new office in Jakarta—a non-
reflect the deeper values of the company;
conventional workspace which Sunny Yaw,
values which help to maintain a low rate
Technical Director, envisages as part of the
of employee turnover and a high rate of
solution to making all members of staff feel
productivity and satisfaction amongst staff.
included and valued.
In the three months that Elabram have been in the new office, employee productivity
Effective utilisation of space
and focus have increased, while stress levels
Yaw believes that one of the key facets that
have reduced significantly. In fact ‘office’
can increase employee retention lies in doing
almost seems an inappropriate term for a
something unique, and to offer a sense of
space in which employees not only do their
community not found in other workplaces.
jobs, but also socialise and relax outside of
The space he acquired in Jakarta presented
the regular working hours.
him with the opportunity to realise this; a blank canvas on which he could paint his
Harmonious productivity
own vision for an office that is not simply
Talent retention remains one of the
functional, but utilises space in a way which
major pressing issues facing employers
makes everyone feel more comfortable and
today—acquiring the right, talented staff
relaxed, allowing them to remain focused
is often difficult enough, but convincing
and driven towards achieving goals.
them to stay and build their career with you remains an altogether more difficult,
As an increasing number of companies begin to consider the benefits of providing more stimulating working environments to their employees, HR Magazine visits a workplace which has taken this idea further than most and evaluates the effects on communication, production and staff wellbeing.
Redefining the workplace
long-term challenge. A significant step
The open concept space incorporates
towards addressing this concern lies in
influences from a range of styles, with
understanding the reasons that people have
a kitchen and bar running the length
for leaving. Often, matters can boil down
of the main room, facing wall-length
to a simple lack of inspiration or sense of
windows, which add to the overall feeling
identity within the team. A more involved,
of openness and space. Comfortable
social atmosphere, such as that constructed
seating and carefully-sourced décor mean
by Elabram, fosters an environment in
that two of the meeting rooms are more
which employees not only enjoy working,
reminiscent of what you might expect
but also spending time together after work.
to find in a coffee shop while walking
This sense of freedom and the reduction
through any number of modern European
of barriers between tiers of the workforce
cities than the traditional, functional, grey
serve to forge a far more harmonious and
environments of other offices. The third
mutually satisfying experience for people
meeting room, Yaw’s personal favourite
at all levels of the organisation, which
and so-called ‘main event’, takes the form
positively affects productivity and ensures a
of an elevated container, located above a
better working life for all.
games area, which contains a multitude
There will always be external factors
of welcoming sofas, chairs, a billiard table
to consider, but a pleasant working
and even an Xbox.
environment remains high on the list of priorities for any major talent. Sustained
Refuge from chaos
long-term growth and development are key
The swirling maelstrom of smoke and
for any major company—addressing the
metal that is rush hour in Jakarta means
issue of talent retention is central to that,
Opposite: the newly opened
that simply getting home at the end of the
and it seems like companies such as Elabram
Elabram System’s office in Jakarta
working day can be a stressful experience.
may have found part of the solution.
AUTUMN 2013 • 35
HR FEATURES
Catching up with complexity The pace of change in HR is taking its toll in a world of ever-growing complexity
2 3 4
Human resources is at the centre of a
factors included changes in regulation and
the path for people success.Embrace
storm—a significant one. As organisations
compliance and the emergence of new
technology. If you are in HR today then
seek to exploit every aspect of their
technologies that make it more difficult to
you are a technologist. Your ability to
operations to drive competitive advantage,
gather important data.
understand technology and make it work
they are finally recognising that the biggest
The results of this global survey were
for you, not the other way around, will
lever for growth—their people—is not only
particularly gloomy in the APAC region,
be a huge factor in your success. If your
the one they need to focus the most on, but
with 17% of HR leaders and executives in
candidates are on Facebook or Twitter,
also the hardest to grasp. After all, people
Hong Kong having little confidence in their
then go there too. If you’re not sure what
are inherently complex and outcomes of
leaders to handle accelerating complexity.
Cloud computing is, or SaaS, then get
changing the way we work with our people
In Singapore, 33% of respondents feel
clear—quickly.
are never certain. Add to that a time of
‘overwhelmed’ by complexity in their
unprecedented economic volatility and a
roles. These results are concerning as with
pace of change in technology that we have
fear and uncertainty comes paralysis—
cares about cost per hire, measure it,
never seen before and it requires HR to
at the very time that HR needs to be
if they care more about quality of hire
develop a clarity of purpose and strength of
actively responding to the challenge. HR
then measure that. It’ll be more difficult
will that has often been absent.
professionals, therefore, must learn to deal
but much more valuable. The two key
with complexity in order to thrive and avoid
requirements in HR metrics are alignment
the risk of slowly fading away.
with the business and simplicity.
Transforming HR from a purely administrative function to one that actively drives business results is a process that has already started, but given the fast-paced
Hints and tips for ‘embracing’ complexity
change of this evolution, most organisations do not have the time required to unleash the
1
1. Do not see complexity as a problem
3. Measure what matters—if your business
4. Embrace failure and take risks. Accelerated evolution requires trial and error, and with error comes failure.
full potential of its talent. Today the focus
to be solved. Understanding that it
Achieving competitive advantage
of HR needs to be in creating conditions
is the complexity of your workforce
in hiring and developing talent
in which talent succeeds and a service
that creates its power is the start of
usually means doing things that your
provider to help line management to achieve
this important journey. If that means
competitors are not, and so learning to
objectives through ingenious strategies to
different hiring processes between
live on the edge and getting it wrong as
hire, onboard and retain top talent.
countries or functions, more than one
often as you get it right is part of the fun
performance management process or
of embracing complexity.
There is, however, a problem HR does not feel well-equipped for this new world, and
using mobile to attract the best—then
in particular the average HR professional
so be it.
feels particularly ill-equipped to deal with
By taking an accelerated-evolution approach to HR transformation and learning
the growing complexity that requires them
2. See your role as creating the conditions
to embrace and deal with constant change.
for talent to succeed. The biggest value
surrounded by we can start the journey to
A recent survey commissioned by Lumesse
you can sometimes make in helping
ensuring HR delivers on its potential by
found that 61% of HR leaders reported
to embrace complexity is to ruthlessly
helping our talent deliver on theirs. These
feeling overwhelmed by complexity
eliminate bad complexity—pointless
are exhilarating times but if we embrace
and 52% claimed that they did not have
bureaucracy, poor management and
them we stand a chance of making the
the ability to fully cope with it—these
unclear and unaligned goals. Help clear
difference between success and failure.
36 • HR MAGAZINE
to embrace the complexity that we are
HR FEATURES
Employees undervalue benefits Nearly half of employers are spending 20% of their payroll on providing employee benefits, but half of employees have little to no appreciation of these benefits.
The 2013 Asia-Pacific Employee Benefit
Jackson added, “We found that some
When it comes to benefits communication,
Trends Survey, conducted by Towers Watson
employers are responding to the gap
the survey revealed that almost a third of
between February and March 2013, among
between actual cost and employee value
organisations still do not communicate
1,066 employers in the region, found
perception by adding to the number of
with employees about benefits. A strong
that employee value perception does not
benefit programmes in their portfolio.
correlation was found between effective
necessarily increase as spend increases. That
However, this may only widen the gap,
communication and benefit value
is, those employers who are spending more
rather than close it. As workforces
perception—companies that communicate
on benefits are not necessarily going to see a
continue to diversify, a ‘one-size-fits-
effectively tend to see higher employee
corresponding increase in value perception.
all’ benefits portfolio is rarely the best
value attached to benefits.
Matthew Jackson, Director, Benefits
solution. These employers would likely
Andrew Heard, Managing Director, Asia
Optimisation, Asia Pacific, Towers Watson
achieve a similar or better result by
Pacific Benefits, Towers Watson stated,
commented, “It is apparent that benefit
reviewing and adjusting their existing
“It is crucial that employers recognise
strategy now plays a more important role
portfolio of benefits—and introducing
the diversity in their workforce and
in employers’ eyes when addressing key
employee choice—rather than adding
that different segments of employees
business objectives such as improving
more programmes for everyone.”
have different needs. Flexible benefits
attraction and retention.” 81% of employers
are a great way to do this, as it enables
now have a documented benefit strategy
Flexibility increase
employees to pick and choose those
to guide their on-going benefit decisions,
The survey also found that the number of
benefits that appeal to them—however
compared to 66% in 2009. However, the
employers planning to either introduce or
this is only part of the picture. Without a
survey raises troubling questions about
increase flexibility in their benefit plans
strong communication and administration
the effectiveness and value derived from
is set to double in the next year: 32%
strategy, much of this effort would be
this strategy—particularly considering the
will increase flexibility in their benefits
wasted. Employers should take a holistic
current competitive business environment
next year, compared to the 15% doing so
look at their benefit design and overall
and the war for key talent that we are seeing
this year, and 23% will introduce flexible
portfolio to optimise their benefit spend
in the region.
benefits, compared to 12% this year.
and increase employee value perception.”
AUTUMN 2013 • 37
HR FEATURES
Challenge of change Why has the success rate remained so low?
2. Personal concerns
initial stages of concern, leaders will find
Blanchard Companies’ Hong Kong office.
How will the change impact me
that their employees are more open to
Contact him at: paul.murphy@kenblanchard.com
personally? Will I win or lose? How
the change at this point and are ready to
will I find the time? At this second
evaluate the change on its merits.
Paul Murphy is Director, Client Solutions for The Ken
Successful organisational change is a
stage, people wonder if they have the
challenge. It is estimated that over half of
skills and resources to implement the
organisational change initiatives do not meet
proposed change. This is one of the most
Who else should be involved? How
their objectives. In a survey (International
overlooked and under-managed stages
can we work with others to get them
Consortium for Executive Development Research)
in organisational change initiatives
involved in what we are doing? How do
of 350 senior executives across 14 industries,
and it is the underlying reason why so
we spread the word? Now that employees
68% confirmed that their companies had
many change initiatives fail. Leaders
have sold themselves on the benefits of
experienced unanticipated problems in the
need to take the time to specifically
the change, they are eager to spread the
change process.
address individual needs and fears near
word and encourage others to implement
the beginning of the change process.
the change as well. At this stage, leaders
Change gets derailed or fails for
Without this basis of trust, they will find
can begin to shift roles and allow others
predictable reasons
themselves fighting a difficult battle to
to run with the ball.
Studies show that people who are faced
surface them later on in the process.
with change express six predictable and sequential concerns. One of the primary
5. Collaboration concerns
6. Refinement concerns
3. Implementation concerns
How can we make the change even
reasons why many change efforts fail is
What do I do first? Second? Third? How
better? At this last stage, the change
that leaders do not consider change from
do I manage all of the details? People
is well on its way and employees
a recipient’s perspective. In any change
at the Implementation Concerns Stage
are now focused on continuous
effort, leaders need to address concerns that
are focused on the details involved in
improvement and related ways to
people have when they are asked to change.
implementing the change. At this point,
innovate. The leader’s role is to
To generate the momentum necessary for
leaders need to specifically spell out who
encourage this refinement, support
the change to be successful, plan for these
will organise the change, how and when
further innovation, and invite others to
six stages of concern:
it will start, and what the details of the
challenge the status quo.
implementation will be. The six stages of concern
One person at a time 4. Impact concerns
Change will occur. It is a certainty. The
What is the change? Why is it needed?
Is the effort worth it? Is the change
issue is, how can managers and leaders cope
What is wrong with the way things
making a difference? Are we making
with the barrage of changes that confront
are now? At this stage, people want to
progress? At this stage people are
them daily as they attempt to keep their
learn more about the proposed change
interested in learning whether the
organisations adaptive and viable? They
and have the chance to ask questions.
change is paying off. If leaders have
must develop strategies to listen in on
Leaders need to be careful at this stage
done a good job addressing the first
the conversations in the organisation so
that they do not shift from telling to
three stages of concern, this is the
that they can surface and resolve people’s
selling. What people will want at this
point in the process where people will
individual concerns with change.
stage are direct, honest answers about
sell themselves on the benefits of the
what the change is all about.
change. By successfully addressing the
1. Information concerns
Change—even organisational change— happens one person at a time.
AUTUMN 2013 • 39
EMPLOYEE WELLNESS
Keeping staff healthy, staying competitive
With hundreds of thousands of working
that healthcare costs rose at a 15% slower
employees’ own time. Phoenix shared, “We
days lost to sick leave in Hong Kong each
rate for staff who were offered a wellness
have received very positive feedback. I hear
year, companies are understandably keen
programme compared with those who were
conversations about the topics when I walk
to keep their workforces healthy. But
not. At the same time, these programmes
around the office.”
encouraging workers to take better care
help to boost productivity and reduce
of themselves is not always an easy task,
absenteeism by helping staff to better
health and wellness programmes, which
particularly given Hong Kong’s culture
manage conditions such as depression,
embrace holistic wellness solutions for
of long working hours and the multiple
stress and back pain.
both body and mind, are the most popular.
demands upon people’s time. Many firms in Hong Kong have also been
Mybenefits from Alliance launched
Mybenefits has found that structured
These programmes may consist of bespoke
its engagement services with a view to
health talks, yoga and meditation sessions,
slow compared with their European and US
helping firms introduce tailored wellness
spa evenings and health food classes. The
counterparts to introduce measures that
programmes for their employees. Williams
group has obtained preferential rates with a
would help to empower their staff to keep fit
stated, “We perceived a growing awareness
number of providers, including the serene
and eat well.
among companies that employee benefits
Bliss Spa at W and alternative healthcare
But things are beginning to change as
are not just about compensation, but rather
provider SOL Wellness, to keep its services
companies are realising that not only does
about offering a wider range of services that
cost effective.
having a wellness programme help to
make staff feel valued.”
reduce the number of working days lost to
Legal firm Skadden, Arps, Slate, Meagher
Williams points out that solutions also have to be compatible with workers’
illness, but it can also be a valuable tool in
& Flom, decided to put a greater emphasis on
busy lives, while sessions should be as
staff retention. Pauline Mei Ling Williams,
employee wellbeing as part of an overhaul of
interactive as possible. There is growing
director of employee benefits consultancy
its staff benefits offering. Lorelle Phoenix,
evidence that workers value wellness
Mybenefits commented, “By giving staff
the firm’s Asia Pacific Offices Manager said,
programmes, with companies that actively
access to valuable information on looking
“Employee wellbeing is very important,
engage their employees reducing their
after themselves, it shows that the company
that is why we decided to implement a
voluntary staff turnover by around 25%,
cares about them. This can not only help to
more holistic benefits programme.” The
according to a US study by Towers Watson
boost productivity, but it also keeps staff
firm holds quarterly seminars on topics
and the National Business Group on Health.
feeling positive about their employer. It is a
such as relaxation, stress management and
Williams remarked, “If you put things in
win-win situation.”
nutrition, while it plans to hold its first
place to encourage people to take better
Wellness Week in October, which will include
care of themselves, you will in the long
companies with wellness programmes have
chair yoga sessions and raw food cooking
term be reducing absenteeism and have a
reduced healthcare costs. A US study, carried
classes. The firm holds the seminars during
happier, healthier workforce, leading to
out for health insurer Highmark, found
office hours, so that they do not encroach on
improved productivity.”
Research has consistently shown that
40 • HR MAGAZINE
HR TECHNOLOGY
The critical role of technology in the next generation of HR By Philip Wixon, Owner & Founder, Catalyst Business Consulting
The other day, I saw a debate raging on a
increased in the past five years, the market
An HR system is a significant investment,
LinkedIn HR blog I subscribe to where the
is still quite fragmented. Some systems have
so when making a robust evaluation of
discussion initiator posed the question, ‘Are
strong core-HR capability (HR database
what each vendor can offer it is critical to
big HR departments a thing of the past?’ As
management, leave administration etc.), but
consider four main criteria:
more and more comments were posted, it
lack modules covering L&D or recruitment.
seemed two key changes needed to be made
Other solutions provide deep expertise in
in order to achieve this. First, the capability
talent and learning but lack core-HR system
what the system can do (and can’t do),
of HR to know the businesses they support,
capability. Other solutions are the result
and how easy it is to navigate;
understand financial management issues
of several acquisitions over time but have
and generally be able to understand and use
not been fully integrated and so navigating
quantitative analytical approaches and tools
between modules proves disjointed. Yet
much does the vendor team seem to
must be increased. Second, views suggested
others have modules that were so recently
know about HR practices and their own
that there need to be solid HR-technology
developed that they are largely unproven.
system? Consider their credibility;
architecture in place. At Catalyst, we believe the two issues are
1. Functionality and usability—in essence,
2. Confidence in the vendor team—how
Involving the HR leadership team, IT, Finance and as many business stakeholders
3. Technology—this is where your IT team
inextricably linked. In many organisations,
as you can in this process has proven to be
can add most value to the process, by
HR technology is typically so poor that
a successful approach to ensure buy-in and
understanding the security practices
HR is forced to do very time-consuming,
ownership of the final decision. Support this
each vendor follows, and also how
low-value-add work. HR is prevented from
with a business case that makes reasonable
integration with other systems in your
spending time in the business and providing
assumptions about how the new technology
organisation will work; and
proactive advice because the data on hand
can improve HR productivity, and you
is either of poor quality or spread across
are well on your way to presenting your
4. Pricing—cloud systems are typically
multiple systems (taking time and effort to
leadership team with a compelling case.
on a ‘per user per year’ basis, and
collate into anything useful). As such, many companies are fast
HR technology is critical in enabling
over three-year contracts. HR needs
HR to become the business partner it
to become very familiar with the
realising that HR technology is not a ‘nice to
has always aspired to be. But, at present,
underlying pricing models (e.g. each
have’, but rather a critical enabler of more
no one system can tick all the boxes.
module may be priced individually, or
effective HR service delivery. The biggest
Evaluating the market is a classic example
different types of employees may be
challenge, however, is choosing the right
of the old saying, ‘an ounce of prevention is
priced differently e.g. full- vs. part-
system. While the pace of development has
worth a pound of cure’.
time employees).
AUTUMN 2013 • 41
HR TECHNOLOGY
Re d e f i n i n g
HR
p ro ce s s e s
HR is currently in the midst of a transitional
The area where evolution can currently
process—demanding an increased presence
be seen is operational processes, such as
at the boardroom table as a fully-formed
onboarding and recruitment, although at
strategic entity. For HR practitioners, the
present it is still ‘very much an emerging
correct utilisation of underlying data is
area and not mainstream’.
therefore of critical importance, meaning
New technology is also allowing for
that there is a growing need for companies
more intuitive data to be generated,
to be using new, efficient methods of
which Clarke hopes will help to
storing, analysing and accessing their data.
improve our work-life balance by
HR Magazine recently caught up with
cutting down on the swathes of
Ashley Clarke, Chief Operating Officer,
information that HR practitioners
FlexSystem, to discuss the changes that
often have to battle through. Rather
ever-improving technology will bring about,
than having hundreds of reports to
and the best practice for guiding companies
wade through, they can be advised of
through this process of change.
exceptions. This way, the information received can be more proactive and
Redefinition of processes
more relevant, reducing associated
Currently, many companies are locked
admin costs. It can also help to bring
into no solution or old solutions and have
attention to matters that might
difficulty getting their data out easily, a
otherwise slip under the radar, such as
problem which is compounded further by
employees who have not taken enough
the data potentially being spread across
days off and are at risk of burning out.
different offices governed by different rules, often in different languages. Clarke predicts that this whole interaction
42 • HR MAGAZINE
Companies can enjoy a more proactive approach to reporting and an increased ability to explore the relationships
with underlying data is going to change over
between variables such as education
the next ten years, with some really exciting
level and performance, which can really
developments allowing for the metaphorical
open people’s eyes regarding KPIs and
‘knocking down’ of walls between offices in
the underlying factors that play a role in
different parts of the globe.
achieving them.
HR TECHNOLOGY
“In this way, the information received can be more proactive and more relevant, reducing associated admin costs.”
There are also strategic benefits to
Taking the first step
be considered. Workforce planning is
Clarke states that as with any change
dependant on a myriad of different things—
management strategy, management
newer technology allows us to bring them
buy-in is paramount, and it is necessary
all together and analyse the potential effects
to nominate a steering committee,
of each in a more intuitive way.
which can apply steady thought and a guiding hand to the procedure. He went
Missing opportunities
on to stress the need to be on a modern
Many systems in place today are around
platform that takes into account the
six or seven years old and—with all the
emerging technology.
underlying changes to technology in
Prioritising is a vital facet of the
terms of increased speed, alterations
change management process, with the
to the user interface and the increased
core processes such as compensation
significance of mobile data, that have
and benefits being taken care of first,
occurred in this time—there are several
before moving onto the finer details:
exciting processes that companies are
onboarding, recruitment, appraisals,
currently not fully utilising.
performance management and training.
Clarke believes that one of these areas is
This, Clarke feels, is one of the major
Employee Self Service (ESS). The successful
perks of using modern technology: it can
implementation of ESS could provide
be rolled out in stages, with each one
significant reductions in admin costs relating
being an individual step on the longer
to streamlined processes on leave expenses,
journey towards total integration. Change
procurement and travel and lead to more
will apply to all employees, meaning
effective expense management in general.
that a wide variety of ages and abilities
Underpinning the success of ESS needs to be
are being catered to. This step-by-step
a structured workflow—as processes need
method allows everyone to understand
to work across applications as well as have a
the new processes and to get up to speed,
user-friendly environment for putting data
and should go some way to ‘demystifying
into the system and retrieving it.
the process’.
AUTUMN 2013 • 43
HR TECHNOLOGY
加油！
Add oil!
Video gaming entices potential talent to discover the oil industry.
The world’s need for oil and gas is leading
consist of? Where is the oil locked? Players
across the industry, with 25% of companies
exploration into even deeper waters and
will be tested on how precisely they position
failing to find enough engineers. There were
ventures demanding precision and cutting-
the high-tech drilling equipment—always
also shortages in drilling specialists (38%),
edge technology. It’s a sophisticated,
keeping an eye on temperature and
subsea specialists (75%), HSE specialists
fascinating industry and everybody now has
pressure—before they can start extracting
(37%), project engineers (65%) and
the opportunity to glimpse into what oil and
and producing the oil found. Players have
geoscientists (25%).
gas exploration is all about.
to constantly make the right analysis and
Maersk Group is launching ‘Quest for Oil’—a free, highly sophisticated computer
Despite advances in alternative fuels,
decisions and then use the knowledge they
more than 6 billion people still rely on the
gain to play ‘Quest for Oil’.
skills, innovative abilities and dedication
game that allows players to experience first-
of the oil industry in providing not only
hand the stresses and strains of successfully
Inspiring recruitment
gasoline for transportation or ensuring
managing an oil company. Playing against a
Maersk’s aim is to make the oil industry
heating or cooling for billions of households
digital artificial intelligence opponent, the
more accessible and to highlight the
and workplaces around the world, but
game tests players’ ability to understand
importance of this vital resource to the
also thousands of products we use in our
the key challenges of the oil industry: how
world economy. The oil industry suffers
everyday life.
to ‘read’ earth layers, how to detect where
from a reputation for lack of transparency
to find oil reservoirs and how to drill and
and the company wants to change the status
Experience the underground
successfully bring oil to market.
quo and engage and educate the public. It
Claus V. Hemmingsen, CEO, Maersk
also wants to inspire young people to take
Drilling explained, “New times call for new
explained, “Most people take for granted
up a career in the oil industry which is
measures, and we want to use the computer
that we have oil and natural gas and not
presently experiencing a recruitment crisis
game to tell the story of an extremely
many people understand what it takes to
in certain regions.
innovative business, which the entire world
Jakob Thomasen, CEO, Maersk Oil
find and produce it.” To master the challenge, players will need
Recent surveys on the North Sea oil
depends on, in a new and engaging way. We
industry indicate that 70% of employers are
wish to engage in dialogue about our oil and
to test analytic skills by looking for oil on a
‘struggling’ to recruit quality candidates and
energy business through gamification and
seismic map. What does the underground
the recruitment crisis is ‘set to get worse’.
at the same time give all interested the best
look like? Which layers of earth does it
The surveys also reveal mass skill shortages
opportunity to experience the underground.”
44 • HR MAGAZINE
HR TRAINING
Sweet approach to learning & development EXTRA LIFE (+1) or GAME OVER for underachievers?
If you thought virtual games like Candy
decided to give them an ‘extra life’ in
exercises, training assignments, self
Crush Saga were just a way to idly pass the
order to support them and help them break
assessments and follow-up action. The
time on the commute to work, you might
through their challenges and reach their full
programme focused on increasing the
be mistaken. According to Peggy Wong,
potential—thus ultimately increasing staff
confidence and motivation of employees,
such games can actually incorporate many
productivity and reducing staff turnover.
therefore creating a more positive attitude
of the philosophies of real life and present
Getting buy-in from all senior executives,
and enhancing their interaction with
us with ways of tackling difficult situations,
however, was a challenge for Wong as
breaking through tough challenges and
some felt that investing in this particular
So what was the outcome? Achieving a
solving problems that we encounter on a
programme was perhaps not the best use
100% completion rate, the programme saw
day-to-day basis.
of time and resources, not to mention that
a total of 85% of ABC members reactivated
some felt focusing on the bottom net of
back into business to resume working—an
that the concept of this particular game
employees was not the way to go. However,
astonishing result given that the KPI for the
has come to form the basis of Sun Life’s
like Candy Crush itself, this presented
programme was only set at 20%. Raising
latest skills training Adapt to Breakthrough
Wong with a challenge that she was able to
staff morale, performance and productivity,
the Challenge ABC Programme. The purpose
overcome as she gradually gained support
the ABC programme achieved an ROI of
of the programme was to change the
from her peers.
548%, creating, in the words of Wong, a
Wong believes this to such an extent
attitudes and behaviour of 100 employees
Moving on to the next level of the game,
customers and colleagues.
win-win situation and proving that giving
who had been identified as unable to meet
a 3D approach was taken to the training
an ‘extra life’ was certainly the right
the financial benchmarks of the company
programme, which brought onboard
move to make.
in 2011 and, in game speak, help them to
direct managers and training experts. The
complete their difficult level and progress
programme was launched and conducted
Presentation by Peggy Wong, Training Manager,
to the next stage. Rather than simply
over a 15-month period, consisting of seven
Learning & Development Centre, Sun Life (HK) Limited
giving these employees a ‘GAME OVER’
training focuses delivered through a series
conclusion, the company, led by Wong,
of three-day workshops, team-building
AUTUMN 2013 • 45
su
cc es in sio fa np stgr ow lann ing ing ma tip s rk et s
HR TRAINING
4
So you are in a fastgrowing market. Perhaps it is China, or Vietnam, or Indonesia, maybe Russia. Your situation probably looks a bit like this: market is growing, and of course the Board envisions the market share to grow at least the same rate. You are expecting doubledigit growth in business. Everything is looking good. Except that you will need to fill 20 top-level critical positions in the coming five years, and you only have a handful of HiPo employees who are ready in the short- to mid-term. In fact, you have a feeling that some of the mid-level or even top-level leadership positions are currently being filled by people who are perhaps not yet ready. It is no doubt that the occupants of these positions have very strong track records, though there may just be a little gap to close before they can become strategic and inspirational leaders. In a nutshell, you need to strengthen the succession pipeline.
46 • HR MAGAZINE
This article was written by Grace Lau, Managing Consultant of atrain Limited with offices in Germany, Hong Kong, US and Brazil.
HR TRAINING
1
Tip 1: Robust HiPo selection
We had a client, who used to have
markets. HiPos, who are used to
a more decentralised HR approach,
performing very well (partly because the
The first step to strengthening succession
realised this was a problem and then
market is growing so fast), find it very
pipeline is to have a systematic way to
decided to strategise talent development
helpful to participate in development
select people into the pipeline. It sounds
regionally. That resulted in the creation
programmes in which they receive candid
like common sense but, unfortunately, it is
of feeder positions in slower-growing
feedback in a safe environment, and are
neither that common nor easy to do because
markets, which in turn offered profound
coached to reflect on their contributions
managers in different business functions
development opportunities for HiPos.
and flaws as a leader. One of our clients
and units tend to have different definitions
Feeder positions are stretch positions
of ‘high potential’. While evaluating past
to be filled by HiPos, so that they gain
performance is relatively straightforward,
the necessary competencies before
evaluating potential is trickier. Having a
they are considered for a similar role in
well-defined leadership competency model
more critical markets. Some of the most
would help as it allows managers to compare
successful HiPo development cases we
their HiPo employees with a common
have seen came from putting HiPos into
language. Some companies also use tools
bigger roles in relatively stable markets.
such as interviews, psychometric tests and
The organisation’s benefits are three-
assessment centres to measure potential
fold. First, HiPos’ development will be
more objectively.
accelerated and thus strengthen the
We worked with a client who had done all of the above but the HiPo selection was still not satisfactory. We discussed and discovered that the most critical element— candid and well-informed talent review discussion—was missing. We had to change the way talent reviews were facilitated, so that 1) the managers understood and bought
2
into the evaluation criteria, and 2) each nominated employee was systematically and critically evaluated. It takes more than
3
succession pipeline. Second, the risk of putting HiPos into feeder positions is much
4
added awareness-based elements, such as self-reflection and feedback, even in the selection and onboarding process. As an HR friend once said, “There appears to be no perfect-fit candidate in the whole country. So I’ll settle with an imperfect one who is aware of his/her imperfection.”
Tip 4: Leverage on expatriates flexibly You may find yourself in a situation where you need to fill a critical position in a very
smaller than directly promoting them to
short time. You thoroughly assessed ten
key positions in fast-growing markets.
candidates and only two of them have the
Third, it helps to retain HiPos as they can
right kind of experience, competencies
easily go to a competitor, and will do so if
and values. Yet, neither of them speak
they do not get a bigger role.
the local language, which the business
Tip 3: Awareness-based development
unit leaders have said is a ‘must-have’ criterion because up to 30% of the staff does not speak fluent English. What would you do? Would you lower your standard so
In many cases, companies are willing to
as to hire someone who speaks the local
take the leap of faith to hire or promote
language? Or would you revisit the priority
someone who may not yet be really ready.
of this criterion and if necessary challenge
Sometimes that does not even seem like
your colleagues’ assumption? Localness is
an option to choose but rather a reality
undoubtedly a very helpful thing to have.
to accept, especially in fast-growing
To a certain extent, a foreigner—even a
markets where talents are rare and rapid
culturally sensitive one—can never truly
Once you’ve got a pool of HiPos, it is time
business expansion essentially pushes
replace someone who knows the local
to accelerate their development so that
people up the organisational ladder. That
language and culture. However, in markets
they can fill critical positions in a timely
means many people are walking in shoes
where local talents are very rare, it may be
manner. Companies are highly creative
which are bigger than their feet. This gap
more realistic to leverage on expatriates to
in this aspect and deploy a wide variety of
is an inconvenient truth in fast-growing
temporarily patch the succession pipeline
talent development tools and methods. But
markets. Business figures look good and so
and to act as a catalyst to strengthen
there is an obstacle particularly prominent
it seems unnecessary to many managers
the local pipeline. For instance, we have
in fast-growing markets: HiPos are so
to make a fuss about gaps in leadership
seen companies in which expatriates
busy in their current role that there is no
competencies. Initiatives that build self-
are specifically tasked to cultivate local
time for development. It is too risky to
awareness would be particularly helpful in
successors within a specified time frame.
promote the unready HiPos, but it is also
this situation.
In some cases, local peers are also assigned
a detailed and standardised process—your stakeholder management skills and courage are what really count.
Tip 2: Feeder positions in low-risk markets
too much of a luxury to give them stretch
As a psychologist, I cannot emphasise
to coach the expatriates. A client once
assignments that get them out of their
enough that self-awareness is one of the
put it nicely, “Having a good mix of locals
comfort zone. So, many companies end up
strongest predictors of success. This is a
and expatriates reminds me that this is
just sending HiPos to training or, at most,
particularly relevant point when we work
not a local company, but an international
giving them a special project.
with HR professionals in fast-growing
company operating locally.”
AUTUMN 2013 • 47
HR COMMUNITY
Managing difficult employees
Whether it is working with disengaged employees, a boss that takes all the credit or a disgruntled former peer, coping with difficult situations within the workplace can be a stressful experience and have a detrimental impact on day-to-day life—both inside and outside the office.
Furthermore, knowing the most effective ways
consider when facing challenges such as
D’Angelus recounted some
to tackle such situations can be a headache
global employee relocation, acquisitions,
of his difficult experiences as
for employees and the human resources
divestments, reorganisation, leadership
a HR practitioner working in
department once they become involved.
changes and country- and region-wide
multinational corporations. He
integration. He acknowledged that we
shared his memory as part of a
universal issue at its latest conference
now live in a world that is becoming more
global company that acquired
entitled ‘Managing difficult employees’.
internationalised every day, and that in
a smaller firm within a new
More that 250 HR practitioners from around
the past five years he has encountered
expansion market, which
the region gathered together to share
far more employee challenges, as a HR
created a substantial cultural
stories, case studies and practical tips on
professional, than ever before.
mismatch. He opined, “It felt
HR Magazine decided to explore this
a range of difficult, and often sensitive,
It is clear that employees are more aware
like we were taking one step forward and
scenarios, which have challenged employees
of their rights, however HR has to not only
and employers to overcome obstacles to
ensure it follows the legal advice when
restoring harmony back into the office.
managing difficult employee situations,
explored, when D’Angelus was part of a
like mass redundancies, but also implement
divestment project, where the company had
practical HR approaches.
to manage the situation of 500 employees
Callistus Antony D’Angelus
two steps backward.” Another challenging scenario was
taking voluntary redundancy. He
Senior Vice President, Global Employee Relations Manager, Wells Fargo
emphasised the importance of strong leadership and employee
Dealing with difficult and challenging employee situations— an international conundrum
buy-in when managing such difficult, complex scenarios.
D’Angelus spearheaded the conference
The
with an interesting discussion on various
conversation
high-level, strategic issues HR needs to
then moved on
48 • HR MAGAZINE
Callistus Antony D’Angelos, Senior VP, Global Employee Relations Manager, Wells Fargo
HR COMMUNITY
to explore differences in culture and the
objectives—people
general lack of company headquarters’
management, was
understanding of local needs and customs.
reviewed with four
D’Angelus recounted situations in
priorities outlined;
which organisations took an extremely
align goals (company-
headquarter-centric approach, often
wide), collaborate
forgetting the important requirements
to create, build high
of other-country operations and instead
talent pools and
taking a ‘my way or the highway’
develop a connected
approach. Even though we are in Asia,
workforce. Colling
there is still a substantial propensity
continued to elaborate
to transfer from HQ or hire external
on the idea that we
Western leadership, as opposed to looking
all face challenges; whether it be an
at the local market’s competitors to
employee frustrated at the incomplete
evaluate potential candidates. D’Angelus
compensation statements or the lack
insightful. Wixon gave the following
emphasised the strong need to develop
of visibility over internal opportunities;
useful advice; ask yourself what you
more local leadership in Asia, and the
or the manager, unsatisfied by the lack
intend to achieve from a system and how
various reasoning for someone who
of quality data on your team to make
you intend to connect with employees
understands the mindset, motivations and
effective decisions or the HR department,
internationally, a key factor when
working style of the local employees. He
tired and stressed with the demands of
making your choice. Be realistic about
asserted, “Organisations need to stop using
the business and the inability to provide
the company-wide implementation, cost
internationally-consistent practices and
HR information when needed.
implications of the system should be
adopt more local practices and cultures.” He
Further to the challenges Colling stated,
Philip Wixon, Founder & Director, Catalyst Business Consulting and Emily Colling, General Manager, Li & Fung (Trading) Limited
carefully evaluated, keeping in mind that
also acknowledged that there is no ‘silver
“We realised that we had to improve our
most new HR technologies are cloud-
bullet’ that deals with difficult employee
HR systems to better support the business
based, and therefore more user-friendly
situations, but one needs to develop a
process and employee engagement.” She
than we are used to, with the likes of
comprehensive corporate strategy on a
illustrated how efficient recruitment, a
mobile device extensions being a major
case-by-case basis.
quality approach to core HR, promoting
breakthrough in HR systems. Until the
D’Angelus concluded the discussion by
your organisations compensation &
business believes you can get the most
reflecting the argument that HR needs to
benefits package, and a good talent
important pieces of data off the ground
recognise that we can not eliminate all risks
attraction strategy can enhance the
they’re not interested in the more detailed
when dealing with internationally-complex
efficiency of your HR department.
aspects. The usability of a system is a big deal. No one vendor ticks every box
difficult employee situations, however 99% of the time, legal proceedings are not taken against the organisation, even if they do
Philip Wixon
gain trust with how HR can deliver results
Founder & Director, Catalyst Business Consulting
the legal route.”
Emily Colling
Re-engaging HR and Employees— choosing the right HR Technology Having recently undertaken a journey through an evaluation of the key elements of a good HR vendor, and the importance
General Manager of HR Process and Systems, Li & Fung (Trading) Limited
of making the right choice, Philip Wixon found it to be a challenging, yet rewarding task. Sharing from this experience, Wixon
Re-engaging HR and Employees— choosing the right HR Technology
gave us his insight into the key factors that should be considered when choosing your HR system and the benefits of
Emily Colling shared some invaluable insight into her recent review of common
emphasis on assessing the most important pieces of data to your organisation, therefore making functionality one of the
when managing highly-difficult situations, such as divestment, without always taking
vendors to manage various aspects of HR. In conclusion, Wixon made a strong
not follow the minimum legal requirement route. He opined, “CEOs need to, over time,
and lots of employers are using various
making the right choice. “Accurate and timely employee data is
HR practices and processes, with a
critical to effective people management,”
comprehensive look at how we can
shared Wixon, illustrating how businesses
improve HR. An issue critical to business
wants more data and data that is more
top elements to consider in your decision.
“The approach to evaluating and selecting an HR vendor can make or break the future success of that investment.” AUTUMN 2013 • 49
HR COMMUNITY
Left to right: Paul Arkwright, Publisher, HR Magazine; Alex Cho, Managing Director, Intertrust Hong Kong and Ashley Clarke, COO, FlexSystems
Ashley Clarke COO, FlexSystems, and
Alex Cho Managing Director, Intertrust Hong Kong
attached to the finance department. He
However, getting hold of this data is an
investigated the leanness of HR teams
ongoing conundrum. What does the HR
in Asia, and the fact that these teams
manager do when they receive that dreaded
struggle to extract and compile high-quality
email from HQ: ‘how many employees do
employee metric data when required for
you have?’ There is clearly a requirement
decision making. Part of the reason, he
for transparent, commercial data on
observed, is a lack of HR staffing due to
performance metrics.
the small teams, when compared to the
With proactive HR reporting software,
counterpart teams in the HQ, for example,
we can take advantage of alerts, compile
the USA. Another part of the reason is due
meaningful reports on metrics such as
to confidentiality, and the fact that data is
year-to-date attendance, sickness, holiday
not readily available. The final reason, he
allowances, revenue generated per employee
noted, is due to a lack of strong systems in
and travel expenses. Clarke opined, “There
Many HR professionals appear to be
HR which actually allow the user to extract
are still many companies with a lack of
constantly vocalising one key problem
meaningful data.
effective systems and therefore no ability to
How technology in HRIS can help reduce HR headaches in managing employees
they are continuing to face in their
Clarke explored employee motivation
compile meaningful data.”
organisation. The problem is a substantial
and expressed, “The more difficult the
lack of qualitative and quantitative
employee, the better they are at bringing
scenarios which helped emphasise the
information about performance and other
tangible results to the company. Nothing
requirement of robust systems and useful
metrics within the business, which will aid
drives employee behaviour more than when
data. He commented, “When companies
the HR and management team in making
someone isn’t achieving their targets.”
go through M&A, they need to look at
What triggers difficult behaviour in
employees from both companies, put
better decisions. Ashley Clarke and Alex Cho gave a dynamic presentation on the requirement
Cho followed up by introducing sample
employees? Clarke identified some of the
together integration plans and consider
main problems as:
the impact on employees’ perception of job
of this type of high-quality information and
security. Companies need to explain the
recent trends in Asia, as the HR function
• Too much work, too little time
reason for the integration, and identify who
continues to mature across organisations.
• Poor work-life balance
are the best talents, stay close to them, and
Clarke commenced the presentation by
• No time for office administration
listen to them.”
speaking about the vast investment that has
• Lack of progression
been made into HR over the past 10 years,
• Pay deemed to be too low
to overcome without meaningful HR
and the fact that traditionally it has been
• Personal views are different to
systems, which can clearly aid better
less mature in Asia than in the West, and often seen as a ‘side’ function, commonly
50 • HR MAGAZINE
company views
These challenges are very difficult
decision making, particularly in mid-tolarge organisations.
HR COMMUNITY
Ada Li
When it comes to protecting yourself during the management of difficult
Senior Associate, DLA Piper
employees, Li outlined the following useful
Dealing with difficult employees
• ensure all records are kept up to
steps that can be taken:
date on the employee’s attendance, performance, sickness and annual
Managing difficult employees
leave archives;
has proved to be one of the biggest challenges in HR
• careful documentation of
today, especially in Hong
any performance issues—
Kong where employment law
all the while making your
seems to be so grey. Ada Li
expectations clear;
has a wealth of experience in relation to the issue and has
• always conduct a proper
shared from her perspective
investigation, issuing a warning
and knowledge on the
letter where necessary;
subject, giving practical steps that can be taken to avoid
• check your contractual disciplinary policy
falling flat on your face in
to ensure no breach is made in your
regard to legal obligations.
approach to addressing concerns; and
Ada Li, Senior Associate, DLA Piper
• demonstrate clear and detailed evidence in your decision to terminate the contract, avoiding a Full house again. Over 250 delegates in attendance at HR Magazine’s
potential dispute on the grounds of
conference on managing difficult employees
discrimination or prejudice.
AUTUMN 2013 • 51
HR COMMUNITY
Lynda Aurora
Lynda Aurora, Partner, Plus Partnership Limited
FCCA CA (Aust.) MBA MA-HRM MCC, Partner, Plus Partnership Limited Bibi Ferreira. It is proving to be
Dealing with difficult people in your organisation— bosses, colleagues and staff
more and more fundamental to the success or failure of the business. As such, it is ever more important for HR to initiate the implementation of core values, to the future success
Who hasn’t had to deal with a
of the business.
difficult employee or boss? This
She highlighted the importance
was the question put to the
of identifying behavioural issues
audience by Lynda Aurora in the opening of
important for bouncing back from them.
affecting performance, illustrating that in
her presentation. As expected, the answer
She also shared that part of building
many cases difficult staff are often more
she received was ‘nobody’. Whether it is
resilience is taking extreme selfcare.
than competent and just need some form
the boss that takes all the credit for your
Whether that means reducing caffeine
of support. Having a bad attitude can affect
hard work, the boss that micromanages
consumption, getting more sleep, going to
productivity and morale, therefore issues
you, the disgruntled former peer who was
the gym more regularly or eating a healthier
need to be addressed promptly. Sit down
not chosen for your promotion, or even
diet, “What you do now invests in your
with the department head, discuss the issues
you yourself, everyone has, at some point
future health.” Aurora closed by reminding
and formulate a resolution. Developing a
in their professional life, had to deal with
the audience that whatever the situation,
the uncomfortable and often unsettling
whoever is involved and whatever the
experience of working with difficult
outcome, it is important to see it as the
people. What is important, however, is
greatest opportunity for growth
how one handles these situations and the
and personal development.
strategies used to take control of these scenarios which, if not dealt with correctly, can create a knock-on effect of negative
Aurora’s tips on how to deal
emotions, such as low morale, engagement
with difficult people in your
and productivity, within the workplace.
organisation:
Aurora offered suggestions on how to deal with these different example situations
1. Recognise it
but stressed that the first step in ensuring
2. Don’t avoid it
an effective and positive outcome to any
3. Develop a strategy to deal with it
one of them is to acknowledge the problem
4. Ensure you are in change of your fate
as soon as possible and not ‘bury one’s head in the sand’. She explained, “People that are different from us have a different attitude,
and not a victim of it 5. Develop your resilience and develop executive stamina
behaviour and perspective, therefore it is
6. Above all keep your composure
important to take the emotion out of the
7. CHOOSE YOUR BOSSES WISELY!
situation and take a step back in order to look at it more objectively. That way you can try and see things from their point of view in order to reframe the situation and
Janet Bibi Ferreira
Janet Bibi Ferreira, Director, Human Resources,
begin to change behaviours and attitudes.” Creating opportunities to have clear, albeit often difficult, conversations with
Baker Tilly Hong Kong
Director, Human Resources, Baker Tilly Hong Kong
the situation and ensuring negative emotions are not left to fester and cause
positive attitude will inherently improve morale and productivity. In conclusion
the colleague involved is vital in handling
Advice from Baker Tilly on dealing with difficult employees
Ferreira gave some top tips on remaining upbeat; be enthusiastic, always have a systematic approach, seek the good in
damage in the longrun. Aurora also advised that remaining calm and collected is key
The role of HR has evolved over recent years
people, look for opportunities to have fun
in dealing with difficult situations, and
from the back office personnel to a more
and finally, find yourself an outlet to vent
building one’s own resilience is just as
central, board-based function, shared Janet
frustration or any concerns.
52 • HR MAGAZINE
HR COMMUNITY
July Kong 2. For staff with low skill but high attitude
Director, Human Resources Southern China, Deloitte Touche Tohmatsu
influencing, engaging and understanding
gradings, Kong commented that
all need to come into play to make this
coaching them was the most effective
relationship a successful one.
way of helping them achieve more within the organisation.
Turning ugly ducklings into swans
On the issue of nurturing quality talent within the organisation, Kong made reference to a famous Chinese saying,
3. For staff with high skill and low
“病向淺中醫” which roughly translates as:
As Director of HR for Deloitte Touche
attitude gradings she stressed the
any illness is best treated early before it
Tohmatsu, July Kong takes care of HR
importance of motivating them to
has chance to take a firm hold. She added,
for the entire Southern China region
ensure that they remained focused, on
“Every so often a difficult employee is the
covering Hong Kong, Macau, Shenzhen
task and continue to move forward and
result of a difficult manager. So prevention
& Guangzhou and she began rather
push themselves.
is better than correction.”
philosophically by explaining how HR could turn ‘ugly ducklings’ within their
She summarised that the three most 4. For staff with high skill and high
important considerations in facilitating
own organisations into swans. Kong
attitude gradings Kong highlighted the
this were: communication, communication
explained the importance of internal
need for HR to retain such key talents—
and communication.
communication and building up a proper
as being high performers
metrics on exactly what existing staff
they might be easy prey for
within the company can and cannot
poachers, and would also
do. She suggested adopting a four-box
need to be kept engaged in
skill-attitude matrix to help differentiate
their roles.
different types of employees and decide on the best course of action for them moving
To help make this a reality in
into the future.
her own organisation, Kong explained how they help
1. For staff with low skill and low
employees to be leaders both
attitude gradings, Kong explained the
inside and outside the firm by
importance of not only motivating such
providing on-the-job coaching
staff, but also coaching them to help
and training.”
them better accomplish tasks. She also
Kong went on to highlight
suggested that in some cases it may be
the complexities of the HR-
better for HR to completely redeploy the
staff relationship, and how
staff to alternative postings with duties
numerous factors including
which are better suited to their skill set
appreciation, communication, coaching,
July Kong, Director, Human Resources Souther China, Deloitte Touche Tohmatsu
Event Sponsors Gold
SILVER
SUPPORTING
AUTUMN 2013 • 53
Healing China’s expat headache
HR LEGAL
54 • HR MAGAZINE
The opening of new markets in China in
taxable services to the host company
the past few years has created an explosion
through the secondee. As a result, some local
of job opportunities and a flourishing
tax bureaus began to levy enterprise income
demand for skilled expatriate workers,
tax and business tax on reimbursements for
with latest census figures revealing a
salary and benefits that the Chinese host
leap from 74,000 to 220,000 foreign
companies receiving the secondees remitted
employees between 2000 and 2011. Sending
to the overseas employers.
expatriates to China, however, has proven
Jinghua Liu, Tax Partner, Baker &
to be a headache for many multinational
McKenzie, Beijing explained, “Local
organisations since 2009 when the Chinese
employment in China will provide the
tax authorities started to treat secondment
employee with a certain amount of
as creating a permanent establishment for
protection that some foreign companies
the overseas employer.
may not want to give their employees and,
With inconsistent and competing
from a tax perspective, if you do not have
concerns related to Chinese tax,
local employment the foreign company is
employment, immigration and foreign
considered as the employer of the expat
exchange control laws and requirements, a
working in China. That may create tax
cross-border secondment arrangement does
exposure for the foreign employer under the
not come without its complications. Global
permanent establishment theory.”
law firm Baker & McKenzie explain some of the guidelines for expatriate secondments
Mounting costs
in China and provide some advice on how
Jonathan Isaacs, an employment Special
to tackle some of the issues companies may
Counsel at Baker & McKenzie in Hong
encounter in the process.
Kong added that in addition to rising income tax levels, foreign nationals are
Taxing times
now required under national regulations
One of the biggest legal headaches for
to contribute towards China’s social
organisations seeking to bring foreign
insurance system, just as local Chinese
workers into China is tax, which became
employees would. He pointed out that
acute in 2009 when many local tax
unfortunately most expatriate workers
authorities began to treat secondment as
do not benefit from this law, which was
creating a permanent establishment in China
brought into play in October 2011, as they
for the overseas employer, which provides
rarely choose to retire in China and many
HR LEGAL
choose not to use Chinese public hospitals,
determined by examining whether the
Shie pointed out the new immigration
where their medical costs can be covered
overseas employer or the host company
entry and exit law, effective on 1 July
by their medical insurance contributions.
in China supervises and controls the
this year, which outlines visas and work
secondee’s work in China and bears the
permits that apply to all employers hiring
additional costs incurred for employers
costs and benefits that come with it. Most
foreign workers for operations in China.
recruiting talent from overseas are
local tax authorities, however, have not
She highlighted that many of the penalties
not having a significant impact on
applied the guidance under Notice 75 to
have become more stringent with regard
hiring activity on the whole, as the
secondment arrangements.
to ensuring foreign employees hold the
Isaacs stressed, however, that these
skills shortage, combined with China’s
On the other hand, Bulletin 19 is a
appropriate permits, a law change that
burgeoning markets and thriving
stand-alone notice focusing on secondment
organisations should review and ensure
economy, continues to lure expatriate
arrangements and provides more practical
they adhere to, in addition to Bulletin 19, to
workers from across the globe.
guidelines to local tax authorities. It is,
further alleviate the expat headache.
therefore, more likely to be implemented at New guidance
the local level.
Guidance does exists to help organisations
Bulletin 19 lists following specific factors that are indicative of a taxable presence:
ensure that their secondment
Communication is key
arrangements adhere to local law. The
Bringing foreign talent into China from
State Administration of Taxation (SAT)
overseas has always created issues for
company to the foreign company
recently issued Bulletin 19 to provide greater
organisations, therefore ensuring that
are in the nature of service fees or
certainty to multinational companies
they take a holistic approach to the process
management fees;
and host companies in China about how
is imperative. Grace Shie, Head, Global
to structure cross-border secondments
Immigration & Mobility, Greater China,
in a way that avoids creating a taxable
Baker & McKenzie explained, “Organisations
company to the foreign company exceed
establishment in China.
employing foreign talent into China
the amount of the foreign company’s
should consider all the issues that may
payroll costs for the secondee;
Liu explained that the guidance
• payments from the Chinese host
• payments from the Chinese host
under Bulletin 19 is generally similar
arise throughout the process of arranging
to the previous guidance under Notice
secondments—from tax and employment
75— a long document that provides the
through to immigration. It is imperative
payment received from the Chinese host
interpretation of many provisions in
that all departments within the organisation
company rather than paying all of it to
bilateral tax treaties and provides guidance
maintain clear communication to ensure that
the secondee; and,
on whether the overseas employer has a
they are consulting each other and working
permanent establishment in China under
collaboratively—from the legal and finance
the secondment arrangement. This is
teams through to human resources.”
• the foreign company keeps part of the
• the secondee’s individual income tax has not been fully paid in China.
AUTUMN 2013 • 55
HR CLASSIFIEDS
Index Business Process Outsourcing
| 56
Legal / Employment Law / Tax
| 60
Conference and Exhibition Venues
| 56
Pest Control and Environmental Services
| 60
Education and Corporate Training
| 57
Psychological Assessment Tools
| 60
Management Consulting
| 57
Recruitment / Executive Search
| 61
Employee Wellbeing and Insurance
| 58
Relocation and Logistics
| 61
HR Technology Solutions
| 59
Service Apartments and Hotels
| 62
Leadership Development
| 59
Staff Benefits
| 63
Business Process Outsourcing Dynamic Resources has been established since 1997 with direct offices in Hong Kong, Shanghai, Guangzhou and Vancouver. We provide Outsourcing Services in Employment, Payroll & Fringe Benefits Administration; Project Recruitment & Mapping; Executive Coaching; Business Entity (Representative Office, WOFE) & HR Management System Establishment in the PRC.
Dynamic Resources Asia Limited 904, Tower B 14 Science Museum Road Tsim Sha Tsui East, Hong Kong
KCS is one of Asia’s leading independent corporate services companies. We specialise in corporate accounting, corporate secretarial, payroll solutions, trust and wealth advisory services as well as tailored solutions for the private equity and asset management industry. We offer unrivalled industry experience and expertise combined with the collective wisdom that comes from over 450 experts based in 13 locations across Asia. We are large enough to handle any size of project, but small enough to ensure that every assignment is based on personal trust and commitment—a combination rarely seen in business today. Discover the difference total peace of mind can make to your business.
KCS Hong Kong Limited 8th Floor, Gloucester Tower, The Landmark, 15 Queen’s Road Central, Hong Kong
Tricor is a member of The Bank of East Asia Group. Tricor Business Services offers efficient, effective and professional advisory and outsourced support services to our clients. We deliver seamless solutions to address issues in accounting & financial reporting; cash, fund and payment administration; human resources and payroll administration; business advisory; trade services; and systems solutions to ensure the adoption of best practices in your business.
Tricor Services Limited Level 28, Three Pacific Place, 1 Queen’s Road East, Hong Kong
Cliftons provides premium, purpose-built, training and event facilities and solutions, ensuring our clients’ programmes are delivered seamlessly and successfully around the globe. Over the past 14 years, Cliftons has grown to provide clients with the largest network of dedicated computer and seminar training facilities across the Asia Pacific region. Encompassing over 150 state-of-the-art training and meeting rooms within 10 CBD locations in New Zealand, Australia, Singapore and Hong Kong, this footprint of proprietary venues is supplemented by a global affiliates network that allows clients to manage all of their training needs around the world with a single point of contact.
Cliftons Training Facility 33rd Floor, 9 Queen’s Road, Central, Hong Kong
Tel: (852) 2135 8038 kcliu@dynamic-resource.com www.dynamic-resource.com
Tel: (852) 3589 8899 Fax: (852) 3589 8555 info@kcs.com www.kcs.com
Tel: (852) 2980 1888 Fax: (852) 2861 0285 info@hk.tricorglobal.com www.hk.tricorglobal.com
Conference & Exhibition Venues
56 • HR MAGAZINE
Tel: (852) 2159 9999 enquiries@cliftons.com www.cliftons.com
HR CLASSIFIEDS
AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, worldclass conferences, cocktail receptions, media luncheons and sumptuous banquets. With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorld-Summit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.
AsiaWorld-Expo Management Limited AsiaWorld-Expo, Hong Kong International Airport, Lantau, Hong Kong, China
Our Executive Voice Coaching Program teaches practical techniques to harness the power of your voice in order to speak with confidence and authority. Unique in Asia, our programme takes place in a professional recording studio and uses studio technology to reinforce learning. This training is designed for Middle and Senior Executives whose need to communicate effectively is critical, and complements existing corporate training and development programmes.
All Voice Talent 18th Floor, Wheelock House, 20 Pedder Street Central, Hong Kong
Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com
Education and Corporate Training
All Voice Talent is Asia’s premier voiceover and voice coaching organisation. We supply voice artists, directors and trainers for amongst others, Bloomberg, The Wall Street Journal, Microsoft, Turner Broadcasting, British Council and Fleishman Hillard.
Tel: (852) 2517 0866 Fax: (852) 2911 4732 info@allvoicetalent.com www.allvoicetalent.com
Bite-Sized Training high impact 90 minute workshops. Staff too busy to attend full day training, looking for better ROI for your training, need training delivered in your local language, want lunch-and-learn or breakfast sessions, or just need training delivered across multiple locations? Bite Sized Training is the answer! With 25 topics to choose from, covering everything from Negotiation, Delivering Presentations, Managing Gen-Y, Sales and Leadership, and delivered by expert, accredited trainers, Bite Sized Training is the learning and development system of choice for leading companies across the Asia Pacific. Visit www.bitesizedtraining.asia or email info@bitesizedtraining.asia for more information.
Bite-Sized Training Suite 1001 - 1002, Mass Mutual Tower, 38 Gloucester Road, Wanchai, Hong Kong
Tailor-made business training, testing and benchmarking solutions throughout Hong Kong, Macau and China. Corporate and individual programmes.
Excel Education Limited Unit 101, Fourseas Building, 208-212 Nathan Road, Jordan, Kowloon, Hong Kong
Excel’s renowned courses are tailored to the job nature, level and needs of the students. Our targeted, interactive approach in facilitation has allowed us to build an unrivalled reputation in the corporate training field. Clients include: the Airport Authority, American Express, Bausch and Lomb, Credit Agricole, KCRC, the Hong Kong Government, Swire Travel and United Airlines.
Tel: 800 903 210 Fax: (852) 2816 7150 info@bitesizedtraining.asia www.bitesizedtraining.asia
Tel: (852) 2736 6339 Fax: (852) 2736 6369 info@excelhk.com www.excelhk.com
Management Consulting The Hong Kong Management Association was established in 1960. As a non-profit-making professional organisation, its mission is to improve the effectiveness and efficiency of management in Hong Kong. Offering annually over 2,000 training programmes to more than 45,000 participants, ranging from work-orientated short courses, workshops, Certificates, Diplomas to Bachelor, Master and Doctoral Degrees, the HKMA is one of the largest providers of management training and education in the Territory.
Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong
Ipsos’ Employee Relationship Management (ERM) practice specialises in employer brand and employee engagement research programmes, as well as linking employee and customer metrics, assessing corporate values, auditing internal communications and evaluating HR management policies and practices. With offices in 84 countries, Ipsos has the resources to conduct research wherever in the world its clients do business.
Ipsos Hong Kong 22nd Floor, Leighton Centre, 77 Leighton Road, Causeway Bay, Hong Kong
Tel: (852) 2526 6516 / 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk
Tel: (852) 2881 5388 employee.research@ipsos.com www.ipsoshk.com
AUTUMN 2013 • 57
HR CLASSIFIEDS
reallyenglish works with major international publishers (Cambridge University Press, Pearson Longman, McGraw-Hill) to create cost-effective and flexible world-class courseware that is tailored to local needs. We provide educational, fun and interactive online courses which are easy to use and hold learners’ interest. By controlling every aspect of the service, including hosting, support, coaching and reporting, we guarantee that over 80% of students will complete their course. All our energy is devoted on two service objectives—getting students to finish and showing managers and educators the results.
reallyenglish.com (Hong Kong) 51/F Hopewell Centre, 183 Queen’s Road East, Wanchai, Hong Kong
Tricor Consulting Ltd. is a member of Tricor Group & BEA Group. Our services include Human Resources advisory on policies, practices, reward, PMS and Human Capital (maximize talent investment through assessments, development centres, training and development); Strategic Management (perform strategic analysis, formulate strategies and execution management); Organisation Structuring (design structure to align with business directions); Change Management (build commitment and overcome resistance for organisation change); IT Consulting and HRIS (maximize IT investment to create business value); Business Process (reengineer and manage business processes to achieve business results) and Business Turnaround (reduce costs and enhance revenues through an integrated approach).
Tricor Services Limited Level 28, Three Pacific Place 1 Queen’s Road East, Central, Hong Kong
Aetna International is committed to helping create a stronger, healthier global community by delivering comprehensive health benefits and health management solutions worldwide. Aetna International's expatriate business is one of the industry's largest and most prominent US-based international health benefits providers, supporting more than 500,000 members worldwide. The organisation’s expatriate offerings include medical, dental, vision, life, disability and emergency assistance. Aetna International’s health management business collaborates with health care systems, government entities and plan sponsors around the world to design and build locally-applied health management solutions to improve health, quality and cost outcomes.
Aetna International Room 401-3, 4/F, DCH Commercial Centre, 25 Westlands Road, Quarry Bay, Hong Kong
Matilda International Hospital offers newly developed facilities and state-of-theart equipment for a comprehensive health assessment service and is committed to providing the best care and personal attention for both corporate and individual clients. Matilda Medical Centre has extended services to Central and Tsim Sha Tsui and provides full primary and preventative healthcare services. The combined expertise of the hospital and medical centres results in an entire suite of resultorientated health and wellness services to address specific medical and budgeting needs. The provision of inpatient services and advance surgical suites ensures seemless follow through care and access to a wide range of experienced specialist facilities and advanced treatment options.
Matilda International Hospital 41 Mount Kellett Road, The Peak, Hong Kong
Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the Asia-Pacific region. Working with over 100,000 clients in 150 countries, Pacific Prime can deliver advice in more than 15 major languages. With offices strategically located in Shanghai, Singapore, Dubai, and Hong Kong, Pacific Prime is able to provide immediate advice and assistance to policyholders located around the world. Pacific Prime works with over 60 of the world’s leading health insurance providers, giving customers unprecedented access to the best medical insurance products currently on the market.
Pacific Prime Insurance Brokers Ltd. Unit 1-11, 35th Floor, One Hung To Road, Kwun Tong, Hong Kong
With a mission of providing and promoting primary and preventive eyecare to the public, PolyVision offers a pioneering eye healthcare plan fitting different staff benefit schemes, and provides eye care seminars and packages to help monitor and maintain the eye health of staff through companies.
PolyVision Eyecare Centres Room 4406-4410, Hopewell Centre 183 Queens Road East, Wanchai, Hong Kong
Their eye examination is one of the most comprehensive in Hong Kong. It covers: Case History, Vision & Refractive Status, Binocular Vision, Color Vision Screening, Intra-ocular Pressure, Ocular Health, Fundus Photography, Diagnosis & Treatment.
Tel: (852) 2861 0138 Fax: (852) 2861 0123 info@polyvision.com.hk www.polyvision.com.hk
Tel: (852) 3602 3090 Fax: (852) 3602 3111 Mobile: (852) 5165 2467 davida@reallyenglish.com www.reallyenglish.com
Tel: (852) 2980 1888 Fax: (852) 2861 0285 info@hk.tricorglobal.com www.hk.tricorglobal.com
Employee Wellbeing and Insurance
58 • HR MAGAZINE
Tel: (852) 2860 8081 Fax: (852) 2147 9960 Mobile: (852) 5165 2467 asiapacsales@aetna.com www.aetnainternational.com
Contact person: Sireen Cheng Tel: (852) 2849 0389 www.matilda.org
Tel: (852) 3113 1331 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com
HR CLASSIFIEDS
HR Technology Solutions Lumesse is the only global company making talent management solutions work locally. We help customers around the world to implement successful local talent management initiatives that identify, nurture and develop the right people, in the right place, at the right time. Our multicultural background and presence means we understand how to deliver talent solutions that work the way our customers work, as individuals and as teams, because no two people, organisations or cultures are the same. We regard differences as strengths, not as obstacles.
Lumesse Unit 1905, World Trade Centre, 280 Gloucester Road, Causeway Bay, Hong Kong
SilkRoad technology is a Talent Management software company providing solutions to enable companies to manage the entire career of your employees. We help you to bring in the best talent and keep it for the long term. From our offices in Hong Kong and throughout Asia Pacific we focus on the people, not the numbers, and pride ourselves in being the only HR technology vendor to centre our efforts around helping our clients provide truly positive talent experiences. Spread the smiles with SilkRoad’s talent management software. Work Happy!
SilkRoad technology Hong Kong 5-10th Floor, Tai Yip Building 141 Thompson Road, Wanchai, Hong Kong
The Center for Creative Leadership (CCL®) is a top-ranked, global provider of executive education that unlocks individual and organisational potential through its exclusive focus on leadership development and research. Ranked among the world’s top providers of executive education by BusinessWeek and No. 3 in the 2010 Financial Times executive education survey, CCL serves corporate, government and nongovernmental clients through an array of programs, products and other services. CCL-APAC’s headquarters are based in Singapore. Other global locations include Brussels, Moscow and three campuses in the United States.
CCL® 89 Science Park Drive #03-07/08 The Rutherford Lobby B Singapore 118261
With 98 years of experience, Dale Carnegie® Training is a world leader in performance-based training. With offices over 80 countries worldwide and courses in 27 languages, we produce measurable business result by improving the performance of employees with emphasis on:
Dale Carnegie® Training Suite 1701, 17/F East Exchange Tower 38 Leighton Road, Causeway Bay, Hong Kong
• Team member engagement • Leadership development • Customer services
Tel: (852) 2845 0218 Fax: (852) 2583 9629 info@dale-carnegie.com.hk www.dale-carnegie.com.hk
Tel: (852) 2815 3456 Fax: (852) 2890 0399 hkinfo@lumesse.com www.lumesse.com
Contact person: Eric Choi Tel: (852) 9193 8573 eric.choi@silkroad.com www.silkroad.com
Leadership Development
• Sales effectiveness • Process improvement • Presentation effectiveness
Over 425 corporations of Fortune 500 continue choosing us to be their partner.
Tel: (65) 6854 6000 Fax: (65) 6854 6001 cclasia@ccl.org www.ccl.org/apac
Calling all HR Managers & Directors: • Are you looking for structured programmes to develop your staff? • Sponsor or part sponsor your staff to achieve MBA, Masters, Bachelor, Diploma or Certificate courses • The spend is value for money • The return is measurable & tangible • Choose from 31 courses from 9 UK Universities (Bradford, Sunderland, Wales, Birmingham etc.) • 16 years in HK *All courses are registered
RDI Management Learning Ltd. 7th Floor, South China Building 1-3 Wyndham Street, Central, Hong Kong
alphaeight specialises in behavioural-science research and people development. We utilise research to create individual and team development solutions— focused on business objectives—for leaders, managers and frontline workers. It’s all about research and evidence: solutions, built upon scientifically proven research on how the human mind works, are practical and easy to adopt and utilise exclusive tools and techniques developed by our research institute. It’s all about you: solutions tailored to your people’s specific needs and your business objectives—give you the results you want. It’s all about impact: measure changes before, during and after development.
the alphaeight institute 1906, 19/F, Miramar Tower 132 Nathan Road, Tsimshatsui, Kowloon, Hong Kong
Tel: (852) 2992 0133 Fax: (852) 2992 0918 info@rdihongkong.com www.rdihongkong.com
Mrs Stephanie Herd Tel: (852) 2302 0283 Fax: (852) 2302 0006 stephanie.herd@alphaeight.com www.alphaeight.com
AUTUMN 2013 • 59
HR CLASSIFIEDS
Legal / Employment Law / Tax
Baker & McKenzie defined the global law firm of the 20th century and is redefining it to meet the needs of the global economy of the 21st century. With a network of 69 offices across 41 countries, we have been building valuable insights into the different laws and distinctive business cultures around the world. What sets us apart is our uncompromising commitment to excellence, coupled with our deep local roots and the experienced global perspective that comes from helping companies navigate sophisticated legal and business issues at home and across borders. We are regularly involved in first-to-market transactions and are widely recognised as the leading law firm in Hong Kong and China.
Baker & McKenzie 14th Floor, Hutchison House 10 Harcourt Road, Central, Hong Kong 23rd Floor, One Pacific Place 88 Queensway, Hong Kong
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 consulting (Hong Kong) Limited is a dynamically growing professional services firm and member of WTS Alliance, a global network of selected consulting firms represented in about 100 countries. A close cooperation in Asia as well as globally ensures fast and highly efficient access to local specialists with international cross border experience.
wts consulting (Hong Kong) Limited Unit 1004, 10/F, Kinwick Centre 32 Hollywood Road Central, Hong Kong
Through our business units Tax and Consulting and our cooperation partner for Legal advice we offer a comprehensive service portfolio and provide integrated solutions on Expatriate matters, covering legal, corporate tax, personal tax and social security matters across Asia.
Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk
Andreas Lauffs, Jennifer Van Dale Tel: (852) 2846 1888 hrlaw@bakermckenzie.com www.bakermckenzie.com
Tel: (852) 2846 1888 Fax: (852) 2297 2289 info@excelglobal.com www.excelglobal.com
Pest Control and Environmental Services BioCycle is the first pest management company in Hong Kong to have acquired both the ISO 14001 and the ISO 9001 System Certifications. BioCycle was set up in 1991 to provide safe and environmentally friendly Pest Control, Termite Consulting, Sentricon Colony Elimination System for termite colony and Sanitation Services, and operates under European management.
BioCycle (Hong Kong) Limited Unit A G/F & 11/F, Lok Kui Industrial Building, 6-8 Hung To Road, Kwun Tong, Kowloon, Hong Kong
We are the exclusive user of our group’s insecticide, BioKill, which has been approved by the AFCD of HK Government not to carry the poison label.
Tel: (852) 3575 2575 Fax: (852) 3575 2570 info@biocycle.com.hk www.biocycle.com.hk
Only the professional carpet cleaning and pest-control services of Truly Care, Hong Kong’s specialists in occupational, industrial, environmental and domestic hygiene can give you a clean, safe and bug-free office and home. Don’t put your staff’s health at risk! For a free, no obligation, inspection and quotation, please call us now on 2458 8378
Truly Care (HK) Ltd. Room 1522, Nan Fung Centre, 264-298 Castle Peak Road, Tsuen Wan, N.T., Hong Kong
PsyAsia International is Asia’s leading independent distributor of Psychometric Tests of Personality and Aptitude. PsyAsia International also offers employee screening and assessment services, personal development courses and human resource training and consultancy. Using highly qualified and experienced organisational psychologists, our solutions are World-Class. Our focus on scientific, evidence-based psychology at the core of our Human Resource Training and Consulting activities, as well as the employment of fully registered organisational psychologists, separates us from those providing similar services in the HR field.
PsyAsia International Level 8, Two Exchange Square 8 Connaught Place Central, Hong Kong
Tel: (852) 2458 8378 Fax: (852) 2458 8487 info@trulycare.com.hk www.trulycare.com.hk
Psychological Assessment Tools
60 • HR MAGAZINE
Tel: (852) 8200 6005 www.psyasia.com/email www.psyasia.com
HR CLASSIFIEDS
Recruitment / Executive Search
Established in 1997, ConnectedGroup is a privately owned enterprise and has developed from a pure executive search business into a full spectrum human capital consulting firm. With offices in Asia and the Middle East we are well placed to service two of the fastest growing regions in the world and our consultative and client driven approach has positioned us as a partner of choice for companies across a diverse range of functions and industries. We work to values of candid, creative and connected and our employees are constantly measured against these behaviours to deliver the highest levels of service quality.
ConnectedGroup 19/F, Silver Fortune Plaza 1 Wellington Street, Central, Hong Kong
HRA provide human resource consultancy & recruitment support to construction, engineering, manufacturing and the oil & gas sectors.
HRA Associates (HK) Limited 1703, 17/F, Silvercord Tower 1 30 Canton Road, Tsim Sha Tsui Kowloon, Hong Kong
Based in HK and with international partners, we operate in Asia and the ME. HR consultancy services include the full range of HR services including training; HR audits and outsourced HR support.
Contact person: Adam Edwards Tel: (852) 3972 5888 Fax: (852) 3972 5897 adam.edwards@connectedgroup.com www.connectedgroup.com
Tel: (852) 2735 9961 Fax: (852) 2735 9967 group@hrahk.com www.hrahk.com
Silenus is certainly your partner of choice who specialises in recruiting talents in the Consumer and Retail sectors in Hong Kong. We provide customised solutions to meet your specific recruitment needs. Leveraging on our deep understanding of your manpower and business needs, coupled with an extensive candidate pool, we can help you recruit the right candidate who is able to drive your business to new heights. Our dedicated professional recruitment consultants possess superb recruitment skills. They can see the competency, personality, career aspirations and interests of candidates objectively and accurately, thus enhancing the efficiency and value of the recruitment process.
Silenus (Hong Kong) Limited 8/F, World Wide House 19 Des Voeux Road, Central, Hong Kong
Tricor Executive Resources, the former search and selection practice of PricewaterhouseCoopers in Hong Kong, has over the last 25 years built an unrivalled reputation for integrity and professionalism. Through focused research and intense sourcing, we recruit management and top-level executives for positions in Hong Kong, Mainland China and the region. We also offer related HR services such as recruitment outsourcing; compensation and benefit advice; outplacement and career counselling; and advisory services on grading structures and job descriptions.
Tricor Executive Resources Limited Level 28, Three Pacific Place 1 Queen’s Road East, Hong Kong
Asian Tigers, has provided international relocation and moving service to the Hong Kong market for more than 40 years. We move people internationally, regionally, and even within Hong Kong itself. Our experienced, multilingual staff enables Asian Tigers to deliver a 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 Wanchai, Hong Kong
Crown Relocations, a worldwide leader of global mobility, domestic and international transportation of household goods, and departure and destination services, has over 180 offices in more than 50 countries. From preview trip and immigration assistance to home and school searches, orientation tours, intercultural training, partner career program, and ongoing assignment support, Crown offers the best relocation solutions to corporate clients and transferees across the world.
Crown Relocations 9-11 Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories
Tel: (852) 2185 6300 Fax: (852) 2185 6303 info@silenus.com.hk www.silenus.com.hk
Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com
Relocation and Logistics
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
AUTUMN 2013 • 61
HR CLASSIFIEDS
Thinking Relocation? Think Santa Fe. Santa Fe is a leading Relocation Services Company, providing a comprehensive range of the highest quality services to individual and corporate clients, including: immigration/visa, home/school search, language/cultural training, tenancy management/expense management and local, office, domestic and International moving services. Established in Hong Kong in 1980, Santa Fe has continuously expanded operations throughout the world. Today, Santa Fe Relocation Services is part of the Santa Fe Group and offers a single-source solution for organisations looking to transfer their employees globally. The Santa Fe Group currently operates in 52 countries with 122 offices worldwide.
Santa Fe Relocation Services 18/F, CC Wu Building 302-08 Hennessy Road Wan Chai, Hong Kong
City Loft Serviced Studio, bucking the trend of expensive staff housing. Companies looking for staff housing can breathe a big sigh of relief with City Loft Serviced Studio value-for-money monthly rentals of only $7K – $15K per month. Whether your overseas trainees or project team need 1 month or 1 year, City Loft’s flexible rentals are perfect for teams arriving and departing Hong Kong throughout the year. Once your staff arrives at the airport, leave it with us to help them move into their small comfortable flats that are never more than 3-5 minutes from a MTR station on Hong Kong Island.
City Loft Serviced Studio Unit 801, 8/f Cheung’s Building No. 1-3 Wing Lok Street, Sheung Wan, Hong Kong
Four Seasons Place, the epitome of luxury and elegance, Four Seasons Place creates a relaxed and homely living environment amidst the surrounding opulence. With 519 serviced suites designed by internationally renowned designers, guests can choose from a range of stylish accommodations from studios and 1/2/3-bedroom suites to penthouses that open up to spectacular views of Victoria Harbour. It also features a rooftop heated pool & Jacuzzi, sky lounge, gymnasium, sauna and multi-purpose function room to meet business and recreational needs. Heralding a comfortable, hassle-free living experience, all guests are pampered with personalised hotel services from VIP airport pick-up to 24-hour multi-lingual concierge services.
Four Seasons Place 8 Finance Street, Central, Hong Kong
Ovolo, is a Hong Kong hospitality company that provides guests with modern city accommodation with award-winning interiors, focused customer care and all-inclusive service packages. Founded in 2002, the company now own and operate four hotels and two serviced apartment properties in Hong Kong and an international hotel in Melbourne, Australia.
Ovolo Group Limited 3 Artbuthnot Road, Central, Hong Kong
The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, 3 minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre (ICC), the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong. Guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.
The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong
Vega Suites, is the first stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East only 3 MTR stations away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The all-encompassing landmark development comprises two international hotels & the luxury residence The Wings. Situated directly above the trendy PopCorn mall and connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying term.
Vega Suites 3 Tong Tak Street, Tseung Kwan O, Hong Kong
Tel: (852) 2574 6204 Fax: (852) 25751907 sales@santaferelo.com www.santaferelo.com.hk
Serviced Apartments and Hotels
at the ICC megalopolis
62 • HR MAGAZINE
Tel: (852) 2881 7979 Fax: (852) 3196 8628 info@cityloft.com.hk www.cityloft.com.hk
Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com
Tel: (852) 2165 1000 Fax: (852) 2790 5490 info@ovologroup.com www.ovologroup.com
Tel: (852) 3718 8000 Fax: (852) 3718 8008 enquiries@harbourviewplace.com www.harbourviewplace.com
Tel: (852) 3963 7888 Fax: (852) 3963 7889 enquiries@vegasuites.com.hk www.vegasuites.com.hk
HR CLASSIFIEDS
Staff Benefits
Red Packet is the market leading gift experience provider and offers a range of corporate gift experiences tailored for corporate reward & recognition programs. Red Packet offers a unique range of experiences across gastronomy, sport, entertainment and discovery, and are ideal for employee recognition rewards or for a wider customer loyalty campaigns.
Red Packet 15/F, Shun Feng International 182 Queen’s Road East, Wanchai
As the most comprehensive and strategically focused employee benefits specialist, Mybenefits provides international companies with a one-stop solution to achieving employee benefit objectives and has quickly become the preferred partner of Human Resource professionals in Asia.
Mybenefits 14/F, Grand Millennium Plaza 181 Queen’s Road Central , Central, Hong Kong
100% proven track record at helping companies: Reduce employee benefit costs, Reduce HR workload, Increase employee satisfaction
Contact person: Pauline Williams Tel: (852) 2891 8915 info@welcometoalliance.com www.welcometoalliance.com
Nespresso, the worldwide pioneer and market leader in highest-quality premium portioned coffee, introduces consumers to the world’s finest Grand Cru coffees to be enjoyed in the comfort of their own homes and savoured outside the home, in locations such as gourmet restaurants, upscale hotels, luxury outlets and offices. Nespresso is driven by core competencies that enable it to create highest quality Grand Cru coffees, long lasting consumer relationships, and sustainable business success. Nespresso focuses on its unique Trilogy, the unmatched combination of exceptional coffee, smart and stylish coffee machines and personalised customer service. Together, these three elements deliver moments of pure indulgence – the Nespresso Ultimate Coffee Experiences.
Nespresso Division of Nestle Hong Kong Ltd. 7 Floor, Manhattan Place 23 Wang Tai Road, Kowloon Bay, Hong Kong
Total Loyalty Company provides a staff social club outsourcing solution for Hong Kong companies. Offering a customised solution for each client, the staff social club program includes a company branded website, branded membership cards, a wide range of lifestyle benefits and privileges and a full calendar of social events. A staff social club can add immense value to a company’s culture, from generating greater employee engagement, assisting with staff retention, through to creating a better work life balance for employees.
Total Loyalty Company Suite 2202, 22/F Manley Comm. Bldg. 367-375 Queen’s Road Central, HK
Tel: (852) 3168 0228 Fax: (852) 3568 5252 corporate@redpacket.hk www.redpacket.hk
Tel: 800 905 486 Fax: 800 968 822 club.asia@nespresso.com www.nespresso-pro.com
Contact person: Sam Lau Tel: (852) 2536 9010 Fax: (852) 2536 9008 sam@totalloyalty.hk www.totalloyalty.hk
TIME OUT
HR’s dilemma
Do you want your HR team to be more
Fast and efficient, Zenius heats water to the
productive? Keep bums on seats and fingers
optimum temperature in just 35 seconds.
on keyboards? The more time you spend at
It is designed with high-quality materials
the desk, the more you will get done, right?
chosen for the robustness of internal and
Wrong. According to a study by leading
external elements, as well as incorporating
science research website Science Daily,
an automatic ‘power off’ function. It is the
brief diversions during the day can vastly
first Nespresso machine with an integrated
improve focus. The study concludes that,
SIM card that can communicate with
after a certain period of time, the ability
Nespresso’s Customer Relationship Centre.
to focus begins to decline. At this point, it’s time to take a break. But what should we do with our 15-minute break?
Afternoon t
But which coffee to drink? So now you have the machine, how do you
ea o
r co
choose the perfect coffee product to go with
ff e e? Br ea k
it? Nespresso has introduced its Crealto limited edition coffee, with the slogan
in g
‘when coffee meets gastronomy.’ For Crealto, Nespresso Green Coffee
u
p
Specialist Alexis Rodriguez was inspired by
e th
Michelin-starred chef Mauro Colagreco’s
wo
application of long-roasting techniques
d rk
at low temperatures. Uniting the creative
ay
strengths of both areas of expertise, Crealto
ate acilit to f
reveals roasted notes that are surprisingly round with a lingering finish, achieved by a long-roasting method. With an intensity of 8—on a scale of 1 – 10—and blended entirely from washed Arabicas, the unique
greater pr od u c tiv ity
character of Crealto allows its rich aroma to be fully appreciated. Its long roasting time cooks all the notes harmoniously, allowing it to develop round roasted notes that are long-lasting. Commenting on the release of Crealto, Alexis Rodriguez explained, “At Nespresso we are always looking for innovative ways to surprise coffee lovers with unique coffee discoveries that unveil new sensorial experiences. We have worked
Afternoon coffee, anyone?
with world-class chefs for a long time, as
Whether it’s a meeting about HR strategy,
there are many synergies between Nespresso
staff retention challenges, compensation
and the world of high gastronomy.
and benefits, or just a short break to unwind, good coffee made easily is what
64 • HR MAGAZINE
every office needs. Nespresso, recently
Different coffee moments
launched Zenius, the latest in their
So what time of day is it best to drink
professional machine range. At Nespresso,
coffee? If you have just one cup of coffee a
continuous innovation and a passion for
day, common sense may suggest that a good
perfection have been key drivers in the
time to have it might be at lunch time. In
quest to consistently deliver high-quality
fact, Professor David Benton, a psychologist
coffee to consumers worldwide, for
at the University of Wales, found that a
enjoyment in and out of the home. Zenius is
large lunch is often associated with lapses
ideal for small and large companies looking
of attention in the afternoon, but a cup
for quality and simplicity in their coffee.
of coffee helps offset the mid-afternoon
The machine integrates new technological
doldrums. Don’t get hung up on when to
innovations while bringing you all the
have a coffee, any time is suitable! Now,
benefits of Nespresso products and services.
whose turn is it to make the coffee?