24 The golden touch Ivy Leung of Chow Tai Fook Jewellery, shares how supportive HR tech keeps her agile.
38 The great reimagination Charles Caldwell and Jonathan Pok update HR leaders on The Great Resignation.
48 EO & MPF Offsetting Update What HR professionals and business leaders need to know about proposed amendments to legislation.
www.hrmagazine.com.hk | www.youtube.com/hrmagazineapac | www.linkedin.com/company/hr-magazine | www.twitter.com/hrmapac | www.facebook.com/hrmapac
Building Back Better Pandemic shifts HR narrative
SPRING 2022
Australia AU$7 | China ¥45 | Hong Kong SAR HK$45 | India Rs250 | Indonesia Rp5,000 | Japan ¥650 | Macau SAR MOP45 | Malaysia RM15 New Zealand NZ$9
|
Philippines ₱250
|
Singapore S$8
|
South Korea W6,500
|
Thailand BT200
|
Vietnam US$6
|
Others US$15
Agile HR and Payroll solutions to automate your business needs
At BIPO, our passion for technology and innovation shapes the way HR workflows are processed, ensuring increased efficiency and convenience. Award-winning HR & Payroll Software
Cloud HRMS Platform • • • • •
Payroll Leave Management Time & Attendance Claims Performance Appraisal
Workforce Management • • • •
Global Compliance Built-in Payroll Calculation Error-free Processing Multi-currency Salary Payment
Connectivity on-the-go • • • •
Mobile App Multi-device Compatibility Flexible and Customisable ISO-27001 Certified
Asia Pacific | Americas | Europe | Middle East & Africa
Find Out More:
Scan to visit our website:
www.biposervice.com +852 3643 0295
biposvc
hello@biposervice.com
bipo-svc
EDITOR'S NOTE
Editor's Note Editorial
The golden touch
Managing Editor
We spoke to Ivy Leung, Global Chief Intellectual
James G. Linacre
Capital Officer, Chow Tai Fook Jewellery to chat about how supportive HR technologies are
Features
allowing the jewellery giant to remain agile amid
Ian Thomas, Ryan J. Warriner
a tumultuous market (pg. 24).
Art & Graft Head of Design
Employment Ordinance & MPF offsetting update
Matthew Ku
There have been several legal developments that Hong Kong businesses and HR need to
Designer
be aware of. With the implementation of the
Heidi Chan
Vaccine Pass and proposed changes to the city’s Employment Ordinance, we chat with
Images
Wendy Wong, Of Counsel, DLA Piper, to bring you all that you need to know about navigating
Russell Balad, Freepik, Pexels, Unsplash
these changes.
Editorial Enquiries
Well, change is in the air once again. At the time
James G. Linacre
of writing, Hong Kong was in the throes of its fifth
HR Magazine Events
Tel: (852) 2736 6318
wave. We, like many of you out there, are once
B ack when i n-per son e vents were st i l l a
james@excelmediagroup.org
again having to be resilient and agile to adapt to
thing, we hosted a brea kfast brief ing w ith
the ever-changing restrictions whilst much of
Charles Caldwell, Director Human Resources,
the world seems to be moving forward… Though,
English Schools Fou ndation a nd Jonatha n
Poppy Lai
there is lots of positive change afoot too—we are
Po k , He a d of A l l i a nc e s & P a r t ne r s h ip s ,
Tel: (852) 2736 6339
going digital! We will be bringing you immersive
A sia , Cor nerstone O n Dema nd , to upd ate
poppy@excelmediagroup.org
digital experiences and Livestreams on the latest
HR leaders on The Great Resig nation a nd
trends shaping HR well into 2022 and beyond. We
how tech nolog y ca n help t hem to w in
Aamir Khan
promise you that we’ll be back on the ground as
the war on talent (pg.38).
Tel: (852) 2736 6339
soon as possible.
Advertising & Sponsorship
As you can probably tell, I am not the one you
aamir@excelmediagroup.org
Subscriptions Jane Cheung Tel: (852) 2736 6375
Fax: (852) 2736 6369
subs@excelmediagroup.org
Published By Excel Media Group Limited
Our cover stor y ( pg. 18) ex plores how the
have all come to know and love, Paul. Rest
pandemic has shifted the HR narrative and what
assured, Paul is still here, (he’s not locked in a
HR needs to pay attention to in order to build back
blue shipping container across the street I swear)
better in a post-pandemic world. We examine
though you will be seeing a bit less of him and
what has changed for employees and businesses,
quite a bit more of me as we go forward. It is a
t he r i s e of Z o ome r s a nd ho w m a n a g i n g
great honour and privilege to be here leading the
transgenerational teams are more important to
HR Magazine team at this exciting time. I hope
your organisation than you might think.
you all enjoy my first issue and look forward to meeting you all in person in the (hopefully) not
Shops 3 - 5, G/F Pak Sha Wan Centre
What’s new?
Lot 523, DD 210
In the news, employees are more digital-ready
Hiram’s Highway—Hebe Haven
than ever before according to Singapore’s NTUC
Sai Kung, New Territories
LearningHub with many workers across Asia
Hong Kong SAR
Pacific upskilling themselves during the pandemic
Printed By
too distant future. Stay safe, stay sane, and have a great time. Enjoy...
(pg. 4). Over in Hong Kong, COVID restrictions are still weighing heavily on business and expat
Promise Network Printing Limited
sentiments according to the American Chamber
Blk B, G/F
(pg. 5) though, there seems to be a profound
Phase 4, Kwun Tong Ind Ctr
shift towards embracing hybrid working across
James G. Linacre, Assoc. CIPD
Kwun Tong Road, Kowloon, Hong Kong SAR
the city (pg. 6).
Managing Editor, HR Magazine
No part of this publication can be reproduced without consent from the Publisher. Copyright of all material is reserved
throughout the publication. Contributions are welcome but copies of work should be kept, because HR Magazine takes no responsibility for lost submissions. The views, conclusions, findings and opinions published in this magazine belong to those expressing such, and do not necessarily represent those of the Publisher or editorial team.
1
CONTENTS 2022 Spring HR News
HR Features
HR Legal
04
Hong Kong News
24
The golden touch
48
07
APAC News
26
Leading with inspiration
10
International News
28
Breaking the ‘Bamboo Ceiling’
12
HR Events
30
Five tools to moderating virtually
14
HR Moves
32
Surveys useless in assessing
16
HR in Numbers
MPF Offsetting Update
HR Books
WFH ability & engagement 34
Cover Story
HK Employment Ordinance &
50
Tackling employee
36
Coaching Women to Lead – Changing the World from the Inside
disengagement head-on 52
Downside to recognition –
The Effective Presenter
Tall Poppy Syndrome 18
Building back better – Pandemic shifts HR narrative
Classifieds
HR Community
53 38
The great reimagination
43
Empowering gender equality
Classifieds
through accessability 44
Diversity champions
26
24 2 HR MAGAZINE SPRING 2022
28
38
48
3
HR NEWS HONG KONG NEWS
Hong Kong News Digitalisation intensifies upskilling
Asia’s leading cities set a new precedent for digital upskilling Similarly, research conducted in Hong Kong by
The recent Emerging Job and Skills report from
Additionally, 51% of respondents in both cities felt as though their digital skills had improved overall.
Singapore’s NTUC LearningHub has shed light on
Big 4 firm, PwC, found that a similar sentiment is
the profound effect that digitalisation is having on
also shared in Hong Kong. Over half (56%) of the
the workforce; forcing them to upskill.
people surveyed, perceived automation as a threat
Digital push
to their job and 41% of those polled believe that
Despite the OECD Digital Economy Outlook
Both employers and employees were asked for their
their job will become obsolete in five years. Hong
highlighting the Asia Pacific region as the standout
perspectives regarding the effects of digitalisation
Kongers also reported a weaker desire to learn new
area when it comes to digital adoption, there
in the workplace. It was reported that four out of
skills or completely retrain (61%) compared to their
exists a technophobic workplace bubble in one of
five workers in the Lion City are concerned about
Singaporean counterparts. In Mainland China,
the world’s most technologically advanced
the impact that digitalisation will have on their jobs
however, the desire is more acute with 89% of workers
economies - Japan. OECD’s report highlighted
and roles within their industry, with most (93%)
wanting to learn new skills so that they can keep pace
that only 5.4% of Japan’s offices were
reporting that they will need to upskill to stay
with rapidly shifting technological advances.
capable of handling digital applications and COVID further highlighted Japan’s lack of
relevant within their current role. All is not lost
technological adoption.
Employers also echoed this sentiment, and said
Despite the limitations that have been imposed upon in-
that the main impact digitalisation has had on the
person learning due to the ongoing pandemic, it seems
Hoping to follow in the footsteps of the successful
workforce is the need to reskill and upskill workers
as though workers have been proactive when it comes
Singapore Government Technology Agency, the
to meet new skill demands. With more jobs
to fuelling their self-development. The data shows that
Japanese Government recently ushered in the
succumbing to automation, employees are finding
there has already been a dramatic shift towards digital
Digital Agency Law, to help ramp up its digital
themselves spending less time stuck in repetitive
upskilling across Hong Kong and Singapore. More
ambitions. Though its 600 employees at launch
tasks and will need to take on hybrid roles—
than half of the Little Red Dot’s workers successfully
are far fewer in comparison to its Singaporean
those that require a mix of different skill sets
improved their digital skills during the pandemic
counterpart, it remains to be seen if the new law can
in the future.
whilst over a third of those in Hong Kong did the same.
help Japan’s workforce to embrace digitalisation. n
4 HR MAGAZINE SPRING 2022
HONG KONG NEWS HR NEWS
Quarantine & Travel Curbs concern HR
Changing Sentiments
Though Hong Kong remains competitive in part
The report summarised that though
due to its role as a gateway to the Greater Bay Area
The American Chamber in Hong Kong (AmCham)
H o n g Ko n g s t i l l h o l d s m a n y b u s i n e s s
(GBA) and importance as a regional business hub,
2022 Business Sentiment Survey report has
opportunities, there is an array of issues,
80% of AmCham business members now perceive
highlighted business concerns around Hong Kong’s
particularly travel measures that are
Singapore as the biggest threat to the city in part
travel and quarantine rules. The report of AmCham
increasingly out of step with international
thanks to its strategic location, pro-business
members, reveals that many believe that Hong
practice. Hong Kong’s international
approach and eased travel restrictions.
Kong needs to significantly overhaul its quarantine
travel restrictions to prevent COVID-19
and in-bound travel rules in order for the city to
from entering the city have long
Though many companies in the GBA are
maintain its competitive edge -two years into the
w e i g h e d h e av i l y o n b o t h c o m p a n y a n d
optimistic about business opportunities over
COVID-19 pandemic.
professional sentiments.
the next 3 years, members cite regulatory
“AmCham is commit ted to supporting its
Onerous quarantine rules and travel restrictions
of people as the top challenges which need to be
membership and the broader international
continue to cause significant disruptions to
addressed in order for Hong Kong to cement its
business community to voice concerns; We
businesses in the city with 30% of members
status as Asia's World City.
have a long-standing role as a partner to the
having to delay new investments and similarly
Government to advocate for change in public policy
struggling to fill senior executive roles. These
“I hope this survey will serve as a launch
that will help Hong Kong thrive as a global business
restrictions are also affecting members at a
point for discussion and collaboration
hub,” said AmCham President Tara Joseph.
personal level when it comes to how they feel
to make Hong Kong a top destination for
about living in Hong Kong. Over 40% of members
businesses from across the world. Hong
“Given the challenges of the past few years, it is now
indicated they are more likely to leave the city
Kong has always renewed and refocused after
more important than ever to remain vocal in areas
on a personal level whilst 25% of businesses
challenging times, and hopefully business,
that are relevant to Hong Kong’s sustainable access,”
indicated they too are thinking of departing
Government and residents can work together
added Joseph.
from Hong Kong.
to surmount challenges,” said Joseph. n
uncertainties and the cross border movement
5
HR NEWS HONG KONG NEWS
Hong Kong News BoA eyes Singapore as Asian HQ
HK’s 2022 shifting labour trends
Bank of America Corp. is looking at moving its staff
As more enterprises embrace hybrid models of
from Hong Kong to Singapore as the territory’s
working, they are witnessing how it can empower
strict dynamic zero COVID approach is forcing the
businesses and employees to be more productive
business to review its operations, according to the
whilst making considerable benefits to the planet
Financial Times.
and profits.
According to a source close to the bank, The U.S.
A new white paper by International Workplace Group
based banking giant is reviewing relocating a number
(IWG) has forecasted an accelerated adoption of
productivity and the hybrid model is one of the ways
of roles and operations. As contingency plans are
the hybrid working model in Hong Kong and across
to alleviate employee stress.
drawn up, it remains unclear how many people could
the globe going into 2022. The report identified
be moved.
key trends that are shaping work in 2022 against a
2. Redefining metrics for productivity Companies
backdrop of an era-defining phenomenon.
seeking to adopt flexible working arrangements should evaluate their effectiveness based on work
International travel to Hong Kong remains severely restricted for business professionals and travellers
“One of the lasting legacies of the pandemic is
output rather than focusing on presenteeism. Cloud-
alike with further restrictions and lockdowns being
the accelerated uptake of hybrid working. As the
based workflow tools can help to provide real-time
enforced as the territory battles its fifth wave.
workforce in Hong Kong is now spending more
data to better measure productivity and enable new
Businesses have been warning that the city’s status as
time working across different locations. Company
metrics in people analytics that can be utilised to
a financial centre is becoming increasingly precarious.
leadership and HR managers are making pivotal shifts
build strategies for a more efficient organisation.
Many businesses are struggling to attract top talent
in policies as they adapt to the new hybrid reality,”
from overseas and retain staff as the city faces
said Paul MacAndrew, Country Manager for Hong
3. Inflexibility is no longer an option Research
a brain drain.
Kong & Greater Bay Area, IWG.
has shown that Hong Kong workers’ attitudes
Not without problems
Reinventing HR
indicating that they prefer at least one day of remote
Not without its own exodus problems, Singapore
With organisations being more firmly committed
working each week. In order to ward off The Great
is facing falling numbers of expatriate staff as they
than ever before to shaping HR policies and
Resignation, employees are determining what work
cite the tiny urban island’s strict pandemic rules and
practices that are centred around their people
looks like and flexibility should be at the top of the list
inability to travel freely as major factors influencing
whilst continuing to bring positive outcomes for
in order for organisations to attract talent.
their decision to depart. Expatriate staff account for
the business, it has resulted in the rising adoption of
one-fifth of Singapore’s workforce and that number
flexible ways of working.
have shifted with four-fifths of the workforce
4. A deeper talent pool With the ability to work from anywhere, companies are able to tap into a much
has dropped to its lowest level since 1950 since the Apart from maximising employee productivity and
larger pool of candidates. Hiring managers should
well-being, hybrid working is also expected to create
cast a wider net in their search for the best talent
Still, there has been a trickle of movement of
a more sustainable way of working for the planet
paving the way for a more competent, diverse and
expats and businesses to Singapore as the Lion City
by reducing employees’ carbon footprint from
inclusive workforce.
attempts to balance its living with COVID approach
commuting. It is also projected to save organisations
with remaining an attractive place to do business in.n
an average of US$ 11,000 per employee that works
5. Reimagining the workplace 65% of businesses in
under the hybrid model. The IWG report points
Hong Kong are responding positively to the hybrid
to five key trends that HR practitioners should
work model. As a result, leaders will need to rethink
take note of.
how the physical office can evolve to simultaneously
onset of the pandemic.
accommodate employee needs and business goals
6 HR MAGAZINE SPRING 2022
1. Human Resources to Human Relations
as hybrid work becomes the new norm. Suggestions
Companies will need to bring empathy to the
include replacing individual cubicles with ‘social hub’
forefront and invest in mental health, employee
communal tables, implementing virtual-conferencing
wellbeing and improved lines of communication.
suites and investing in more wellness and green
Happier employees result in higher levels of
spaces for employees. n
APAC NEWS HR NEWS
APAC News Higher 2022 salaries in APAC
Markets
2021 Actual Salary Increase
2022 Projected Salary Increases
and the rise in inflation this year, employers in Asia
Australia
3.1%
3.2%
Pacific (APAC) are boosting their salary increase
China
5.6%
6.0%
Hong Kong
3.3%
3.8%
India
8.7%
9.2%
The survey of 5,728 companies in APAC, conducted
Indonesia
5.8%
6.6%
between October and November 2021, found two
Japan
2.3%
2.6%
salary budgets this year. A quarter of the respondents
Malaysia
4.1%
4.7%
(25%) have changed and increased their expected
Philippines
4.9%
5.4%
Singapore
3.4%
3.8%
South Korea
3.8%
4.3%
Taiwan
3.6%
3.8%
Thailand
4.2%
4.8%
Vietnam
7.2%
7.8%
Two in five employers are projecting higher salary budgets for 2022. Fuelled by tight labour markets
projections for 2022 according to the latest Salary Budget Planning Survey Report by Willis Tower Watson (WTW).
in five respondents (42%) are planning for higher
salary increase budgets for 2022 from the original projections made in July last year. Companies in Asia Pacific are now budgeting an overall average increase of 5.08% for executives, management and professional employees, and support staff this year. Companies gave employees an average pay increase of 4.62% in 2021.
Source: WTW 2021 Salary Budget Planning Survey Report – Asia Pacific (December 2021 edition) (30%) of employers cited the tight labour market for
look into their retention strategies. Whether an
increasing their budgets from prior projections, while
organisation is experiencing The Great Resignation
23% cited anticipated stronger financial results and
or the Great Hire phenomena, having relevant
19% on concerns related to cost management such as
and competitive pay and benefit packages remains
inflation and rising cost of supplies.
critical to attracting and retaining talent. There is a great reprioritisation of work, rewards and careers
In addition, a shortage of manpower in some sectors
under way, and it is putting significant pressure on
is driving up demand for skilled workers, and a push
compensation programmes for many employers,”
for growth in others is igniting a war for talent as
added Hsu. “With an evolving pandemic situation,
Rising Factors
companies compete to attract and retain employees
unstable talent market and changing pay conditions,
Edward Hsu, Business Leader, Rewards Data and
who have more choices than in recent years. The total
employers will need to monitor market trends and
Software, Asia Pacific, WTW, said, “There seems
attrition rates in several markets such as Australia,
changes, and proactively review and adjust their
little doubt that costs, wages and prices are going
Hong Kong, Singapore, South Korea and Thailand
company practices accordingly. Bigger pay rises alone
up this year. Our study shows that employers are
have increased significantly, with most now exceeding
will not be enough to help address their attraction
influenced by different factors in adjusting their
pre-pandemic levels.
and retention challenges. Winning the talent race will require employers to continue to be creative and
salary budget projections this year. However, with APAC’s consumer price index (CPI) expected to hit
Winning the Race
comprehensive with their Total Rewards strategy.
3% or even more in some markets, employers will
“The labour market anticipates new joiners not only
It is also important to design a forward-looking
most likely take living costs into account for salary
from the unemployed but also from the currently
rewards programme that is built for future success
increases.” According to the study, almost one-third
employed talent pool, prompting employers to closely
to support the business.” n
7
HR NEWS APAC NEWS
APAC News China amends parental leave policy
calculated in calendar years. Beijing and Shanghai
Following the introduction of the three-child policy
stipulate that childcare leave should be combined for
on 31 May 2021 and the release of the amended
couples having more than one child, while Zhejiang
national family planning regulations in August, more
allows the couples to take a fixed number of days
than 20 provinces and cities in China amended local
leave regardless of the number of children they have.
family planning rules. These rules extended maternity leave and paternity leave and introduced a new type
Nevertheless, there are still several issues that are yet
of leave—namely childcare leave. Such measures are
to be clarified by the local government. For instance,
aimed at boosting the childbirth rate to cope with
Beijing states that the total amount of childcare leave
the decline of childbirth and ageing population
a couple can take each year is no more than 10 working
concerns in China.
days without mentioning how employers can figure out the allocation of childcare leave between the
In light of the legal development, employers are suggested to take the following actions to be in compliance with the new requirements and strengthen employee management in daily operations: 1. Update corresponding internal policy on parental leave. Formulate detailed rules on employees taking parental leave to regulate issues that are not addressed in regulations at the provincial or municipal level.
Parental leave entitlement varies among different
husband and wife. Though the remuneration during
provinces and cities. Beijing, Shanghai, Tianjin,
childbirth and childcare leave should not be reduced,
information to verify and track parental leave
Sichuan and Zhejiang further published detailed
it remains unclear whether the employer must pay
taken. Employers will need to collect and
guidelines on the implementation of the changes,
performance wages, bonuses or commissions which
process personal information of the employee
which has resulted in increased intricacy in calculating
are calculated based on the employee’s performance.
and their family members. They should ensure
parental leave allowances. Beijing, for example, allows
The rules are silent as to whether unused childcare
compliance with requirements of personal
female employees who were on maternity leave
leave may be carried over to the next year or encashed,
information processing set out by the Personal
(at the time the amendments to local family planning
and whether foreign nationals working in China are
Information Protection Law.
rules were released) to enjoy extended childbirth
entitled to childbirth and childcare leave.
leave, while Shanghai grants extended childbirth leave to female employees who gave birth to babies on or
The reaction to the extended leave has been mixed,
after 31 May 2021 in response to the three-child policy.
with some concerned that it may increase gender discrimination from employers in the job market.
Regarding the new childcare leave, the rules differ
It remains to be seen whether the government
even more. Beijing and Shanghai make it clear that
will release further guidance to address gender
annual childcare leave is not calculated in calendar
discrimination on this issue. The table below
years, but is dependent on the birth date of the
summarises some changes implemented in several
child, while Sichuan requires childcare leave to be
provinces and cities. n
2. Establish a file of employees’ personal
3. Keep an eye on developments in this regard, especially for companies that have offices in more than one location in China. Additionally, employers that have employees based outside the company's registered address should pay attention to the different requirements across different locations and adopt the corresponding rules.
China Parental leave summary Area
Maternity and childbirth leave
Paternity leave
Childcare leave
Beijing
98+60 days, which can be further extended for 1-3 months subjecting to the employer’s approval
15 days (plus any childbirth leave that the husband instead of the wife uses)
5 days per year for each parent until the child reaches the age of 3
Shanghai
98+60 days
10 days
5 days per year for each parent until the child reaches the age of 3
Guangdong
98+80 days
15 days
10 days per year for each parent until the child reaches the age of 3
Zhejiang
98+60 days (for the first child) / 98+90 days (for the second and third child)
15 days
10 days per year for each parent until the child reaches the age of 3
Jiangsu
98+ (no less than) 30 days
15 days
To be determined
Tianjin
98+60 days
15 days
10 days per year for each parent until the child reaches the age of 3
Sichuan
98+60 days
20 days
10 days per year for each parent until the child reaches the age of 3
8 HR MAGAZINE SPRING 2022
APAC NEWS HR NEWS
New perceptions of job-hoppers
The unanimous top concern that hiring managers
A new survey by Milieu Insight—which asked
across the region share is that job-hopping
hiring decision-makers across Southeast Asia on
employees will constantly be seeking better
How HR can help retain staff
their perceptions of ‘job hoppers,’ has found that,
opportunities outside their current company. This
As companies fight to attract and retain talent,
in general, attitudes are more neutral than they are
is a predominant concern for 76% of decision-
there are several areas that HR professionals may
negative. The survey—conducted across Singapore,
makers in Singapore. Additionally, over two-thirds
want to focus on in order to combat attrition:
Thailand, Vietnam, Malaysia, The Philippines, and
of Singapore’s decision-makers note that a lack of
Indonesia, included both employees and hiring
company loyalty as their next biggest concern. This
decision-makers.
is in stark contrast to their Thai and Indonesian counterparts where 26% and 33% of respondents
The latest findings indicate that respondents in
respectively feel the same way.
these countries agree that job-hoppers are those
• Engagement is key—devise new ways to keep your employees engaged, make them aware of organisational achievements and foster a culture of innovation and collaboration. • Stay up to date and understand what employees
who stay in their company for less than one year.
truly want—whether it is flexible working
However, this may not be as consequential on a
policies, giving back commute times or focusing
talent's job-seeking attitude as before. Across the
on mental health and well-being. Conducting
region, most respondents indicated that they would
staff pulses can help your organisation to better
consider leaving a role held for less than 12 months
understand what benefits your employees want.
if a better opportunity arose with almost three • Focus on mental health and well-being—the
quarters indicating that they would be ‘somewhat
pandemic has affected everyone on the planet,
likely’ or ‘very likely’ to leave their organisation.
ensure that your organisation is dedicated to
In the past, if a candidate’s CV showed a short
Overall, opinions towards job-hoppers remain
supporting employees and finding ways to be
tenure or was seen to be changing jobs frequently,
divisive, with some concerned with their resilience
more flexible during this time.
it was seen as a red flag by many in talent acquisition.
to remain in their job when faced with challenges
The report indicates that nowadays, it may not be
whilst others view them as more resilient to
as much of a red flag as before with most hiring
changes in the working environments. Despite
managers in Southeast Asia holding a more neutral
mixed opinions, most hiring managers valued
impression of job hoppers with the exception
job-hoppers for their diverse experience which
of The Philippines where 64% of managers view
would enable them to bring different perspectives
them positively.
to the company. n
• Embrace the Gig Economy—with a vast, highly-skilled and specialised workforce readily available to be tapped into, your organisation may want to consider the possibility of using contract staff to work on projects.
9
HR NEWS INTERNATIONAL NEWS
International News Top companies behind on climate goals
the measures required to avoid the most damaging effects of climate change. The report concluded that
Australia resumes business travel for double jabbed
According to the New Climate Institute’s 2022
if all strategies that are in place were implemented,
Australia announced that it will fully reopen its
report—the Corporate Climate Responsibility
it would reduce emissions by 40% and not the 100%
borders to fully vaccinated visa holders including
Monitor, only three of 25 global companies surveyed
implied by ‘net-zero‘.
business travellers, tourists and other visitors
are committing to deep decarbonisation across 90%
from 21 February. The reopening comes as
of their full value chain emissions, whilst others are
The Monitor noted that many of the surveyed
welcome news for many sectors including
failing to change quickly enough.
businesses displayed good practice examples for
international businesses.
target setting and had implemented ways of reducing The report analysed the firms’ publicly stated
their emissions that other companies may look to
environmental strategies aimed at reducing
bring about their own ambitious targets. The report’s
greenhouse-gas emissions in order to reach net-zero.
author—Thomas Day, noted that companies could
This contentiously included emissions generated
further demonstrate their climate leadership by
both upstream and downstream created by activity
prioritising climate change objectives and engaging
that is indirectly linked to a company. This includes
in constructive dialogue to share knowledge
those generated by contractors, logistics and even the
on good practices.
electricity used by consumers to charge their devices. The report summarised that businesses will play As consumers and the workforce continue to mount
a central role in the mitigation of climate change
pressure on businesses to do more to reduce their
and that organisations should continue to innovate
environmental impact, the study highlights that the
and commit to finding and scaling up solutions
“If you are double vaccinated, we look forward
organisations' 2030 targets are falling well short of
for deep decarbonisation. n
to welcoming you back,” Prime Minister Scott Morrison said. Australia shuttered its borders in March 2020 barring most foreigners and business travellers from entering the country in order to combat COVID. It was only in December last year that some skilled migrants and other visa holders were permitted to enter the territory. Speaking at a press conference Morrison said that once the borders reopen, those entering Australia would need to present proof of vaccination. Unvaccinated business travellers who have a medical exemption will need still need to apply for permission to travel and, if successful, will be required to undergo quarantine at a hotel and will be subject to state and territory requirements. The announcement will give certainty to the tourism and business sectors and allow them to start planning, hiring and preparing for the reopening. In 2018-19 travel generated more than AU$ 60 billion for the Australian economy and employed more than 660,000 people in tourism related industries. n
10 HR MAGAZINE SPRING 2022
INTERNATIONAL NEWS HR NEWS
MSKs most costly for multinationals A report by MAXIS Global Benefits Network
How HR can help combat MSKS
(MAXIS GBN) has found that musculoskeletal
• Create access to virtual and telemedicinebased solutions so employees can access physical therapies at home—helping to reduce absenteeism and improve productivity.
(MSK) conditions are the costliest claims driver for multinational employers. Despite the global impact of COVID-19, MSKs accounted for 12% of private medical claims costs ahead of respiratory diseases (11.5%) according to MAXIS GBN’s analysis of private medical claims.
• Provide ergonomic furniture to employees who are working from home.
On average, surgeries and procedures for MSK
• Promote a healthy lifestyle – encourage employees to increase their daily movementrelated activities or holistic lifestyle practices such as yoga which can improve posture and prevent MSK related decline.
conditions cost US $629 (HK$4,900) per member per year compared to an average of US $615 (HK$4,800) for all other conditions. Almost half (48%) of the total amount paid under the MSK category was for chronic issues of which the majority were for back disorders
Certainly, better use of dedicated preventative Dr Leena Johns, Head of Wellness at MAXIS GBN
measures and programmes such as physical
said, “MSK conditions remain a major challenge
environments, we may find that MSKs continue
therapy, could have a significant cost reduction
for businesses of all types, affecting employees’
to rise in 2022 and beyond. The fact that MSKs
for multinationals and lead to improvements for
health, productivity and adding significant cost to
are the biggest cost driver shows the need for an
employees. There are a number of solutions above
medical policies and programmes. With the shift to
effective and dedicated approach to better care for
businesses could consider to better care for their
working from home and poor ergonomic working
employees with MSK conditions.”
people and tackle their biggest cost drivers. n
11
HR NEWS HR EVENTS
HR Events MARCH 15
22 – 23
HR Exchange Live: HR Corporate Learning Spring
Asia Future Workplace Summit 2022
Organised by HR Exchange Network
Organised by 3novex Asia
Venue
Online
Venue
Online
Website
https://www.hrexchangenetwork.com/events-corporate-
Website
https://www.3novex.com/asia-future-workplace-summit-2022
18
contact@hrexchangenetwork.com learning-spring
25
|
conferences@lrp.com
|
LIVE
LIVE
HR Magazine Conference: Guide to Blockchain, AI and HR Tech HR Magazine: Redefining the Employee Experience
Speakers: Cassady Winston, Floyd E. Newsum III, Florence Mok & Florence Tsang
Speakers: Philip Lee, Winnie Tsien, Francis Chan & James G. Linacre Organised by HR Magazine
Organised by HR Magazine
Time
11:00am - 11:45am (HKT)
Time
11:00am - 12:30pm (HKT)
poppy@excelmediagroup.org
aamir@excelmediagroup.org
Venue
Online
Website
https://hrmagazine.com.hk/event/redefiningtheemployee
Tel
+852 2736 6339
experience/
Venue
Online
Tel
+852 2736 6339
APRIL 22 – 23
05 – 07
HR Exchange Live: HR and Future of Work 2022
Health & Benefits Leadership Conference
Organised by HR Exchange Network
Organised by Human Resource Executive Magazine
Venue
Online
Venue
Las Vagas, USA
Website
https://www.hrexchangenetwork.com/events-hr-and-
conferences@lrp.com
contact@hrexchangenetwork.com the-future-of-work-apac
12 HR MAGAZINE SPRING 2022
Location
ARIA resort & Casino
Website
https://www.benefitsconf.com/
HR EVENTS HR NEWS
22
|
LIVE
24 – 25
HR Magazine: Transforming talent through psychology and technology
HR Exchange Live: HR Tech Live APAC 2022
Speakers: Yoke Wah Yap, Steven Ng, Kit Lam, Neil Cowieson, & James G. Linacre
Organised by HR Exchange Network
Organised by HR Magazine Venue
Online
Website
https://www.hrexchangenetwork.com/events-hr-tech-
Time
2:30pm - 3:30pm (HKT)
aamir@excelmediagroup.org
Venue
Online
Tel
+852 2736 6339
contact@hrexchangenetwork.com apacevents-hr-tech-apac
JUNE 17
|
CONFERENCE
HR Magazine Conference: Kickass L&D Organised by HR Magazine
26 – 28 Wellbeing @ Work Summit Asia 2022 Organised by FOW Insights Venue
Online
Website
https://fowinsights.com/event/wellbeing-work-summit-asia-
Tel
+44 0 1273 741505
contact@fowinsights.com 2022/UK
MAY 10 – 13
Venue
Hong Kong
aamir@excelmediagroup.org
Location
TBC
Tel
+852 2736 6339
SEPTEMBER 20 – 21
HR Tech Festival Asia 2022 Organised by HR Asia
Digital Innovation in HR & Workplace Management Organised by Terrapinn
Venue
Venue
Suntec Convention Centre, Singapore
Website
https://www.terrapinn.com/exhibition/hr-learning-show-asia/
Singapore & online
Location
SUNTEC SINGAPORE CONVENTION & EXHIBITION CENTRE 1
Website
https://www.hrtechfestivalasia.com/
RAFFLES BLVD, SINGAPORE 039593
Location
1 Raffles Blvd, Singapore 039593
laura.pickard@terrapinn.com
13
HR NEWS HR MOVES
HR Moves Rachael Sullivan
Kandy Lui
Yukiko Hiizumo
Vice President, Human Resources.
Executive Director
Global Head of Early Careers
CWT
HKIHRM
Dyson
Rachael Sullivan will be the global HR business
The Hong Kong Institute of Human Resources
Yukiko Hiizumo joined Dyson in February 2022
partner for CWT’s Finance and Commercial
Management (HKIHRM) has appointed Kandy Lui
as Global Head of Early Careers. Hiizumo is
teams in her new role as Vice President, Human
as Executive Director.
responsible for attracting and hiring internal talent along with driving empowerment,
Resources, helping them to further strengthen their Lui has been with the Institute for almost ten
de velopme nt and equality in an inclusive
years. In her previous position as Head of Member
environment for graduate talent across the globe.
With more than 20 years in HR leadership roles,
Services & Programme Management, she played
She is responsible for the end to end recruitment
Sullivan has extensive experience in designing
an instrumental role in enriching the Institute’s
process, screening talents, conducting interview
and delivering transformative strategies, building
services and broadening its membership base.
assessments, feedback sessions and negotiations
organizational capabilities, and enabling inclusive
With her passion to serve the HR community and
with candidates. Dyson employs over 13,000
and highly engaged cultures. She has held roles at
understanding of members’ needs, she is poised to
people in more than 80 countries and is recognised
Medtronic, most recently as Senior HR Director. She
lead the Institute into the future.
as a pioneering leader in electrical consumer
organisational capabilities.
products, commercial lighting and hand dryers and
provided HR leadership across multiple sites in the
commercial air treatment.
US and Europe, as well as partnering with teams in
Lu i h as ne a r ly 2 5 y e a r s o f e x p e r i e n c e i n
various Asia Pacific markets including China. Prior
membership services, event management,
to Medtronic, Sullivan was at Accellent and Boston
a n d c o r p o r a te c o m m u n i c a t i o n s. P r i o r to
Prior to joining Dyson, Hiizumo was the head of
Scientific Corporation.
joining the HKIHRM, she held a key position
graduate and campus recruitment across Asia
in the membership division at the Federation
Pacific for Philips, UBS and Barclays.
Sullivan has a Bachelor of Applied Science (B.A.
o f H o n g Ko n g I n d u s t r i e s. L u i g r a d u a te d
Sc) degree in Psychology from the University of
from the Hong Kong Polytechnic University
Minnesota in Duluth, Minnesota.
and holds a Bachelor of Arts degree.
14 HR MAGAZINE SPRING 2022
HR MOVES HR NEWS
Stephane Voyer
Frederique van de Poll
Federico Quinto
Senior Vice-President Human Resources
Global Head of HR
Head of Human Resources Asia, Executive VP
Parfum Christian Dior
Dropsuite
Lombard Odier Group
Louis Vuitton Moët Hennessey (LVMH) Group, the
Dropsuite has appointed Frederique van de Poll
In February 2022, Federico Quinto was promoted
global luxury fashion conglomerate, has announced
as its new Global Head of Human Resources to be
to Executive Vice President after four and half
the appointment of Stephane Voyer as Senior Vice-
stationed in Singapore. Van de Poll will oversee
years with the Group. Quinto oversees the day to
President Human Resources of Parfum Christian
the company’s global HR operations as well as
day HR operations across the Asia Pacific region and
Dior, effective February 16 2022.
driving the company’s talent expansion. “I am very
is a member of the Asia ExCo. Lombard Odier is a
excited about this new journey with a wonderful
Swiss-based global wealth and asset management
Voyer will report directly to the President and
team,” shared van de Poll. Dropsuite is a cloud
company headquartered in Geneva since 1796. The
CEO of Parfum Christian Dior, Laurent Kleitman,
software solution that enables global businesses and
Group has over 25 offices across key jurisdictions
and will be a member of the Executive Committee
organisations to easily backup, recover and protect
including Hong Kong, Singapore and Tokyo and
of Parfums Christian Dior. Voyer will oversee the
their important business information enabling them
employs 2,610 people.
HR operations of the maison, leading the way in
to focus on delivering what they do best. Previously, Quinto was responsible for recruiting
executive development, career management, talent Prior to joining Dropsuite, van de Poll was the
private bankers, investment specialists, front office
Global Head of HR for Gravity Supply Chain in
leaders and executives to support the Group’s
Voyer has been with LVMH for 14 years. Prior to his
Hong Kong and also held roles at Hollandse School
strategic developments. Prior to joining the Group,
latest position, Voyer held notable positions within
Singapore as the HR Manager and was an HRBP at
he headed strategic recruitment across southern
the group including SVP HR for LVMH Japan, SVP
the Dutch Ministry of Health. Van de Poll holds a
Europe and the Middle East for Credit Suisse.
Global Human Resources for Moët Hennessey and
master’s and a bachelor’s degree in Organisational
SVP, Global Talent Management for the Group.
Psychology from Utrecht University.
leadership and succession planning.
Prior to joining LVMH, Voyer held leadership roles at Pierre Fabre and Procter & Gamble.
15
HR NEWS HR IN NUMBERS
HR in Numbers
800 million jobs globally that will be
25% businesses thinking of
automated by 2030
departing from Hong Kong
Raymond Yip, Partner, Zeroth.AI at
AmCham 2022 Business
Techsauce Global Summit
Sentiment Survey
47%
82%
workers valuing health as top-
Hong Kong Gen Z feel pressured to
Mojodomo ESG White Paper
McCann Worldwide Group
personal concern
be constantly busy
5.08% 2022 average salary increase in Asia Willis Tower Watson Salary Budget Planning Survey Report
2/3 organisations perform well in
creating diverse and inclusive work environments
Deloitte Global Millennial Survey 2021
16 HR MAGAZINE SPRING 2022
HR IN NUMBERS HR NEWS
47%
65%
46%
millennials think businesses have
satisfied employees will seek
businesses expect better
Deloitte Global Millennial Survey 2021
Mojodomo ESG White Paper
JobsDB Hiring, Compensation
positive impact on society
new job this year
job market in 2022
& Benefit Report
74%
1/3
HR professionals believe employee-
APAC workers have experienced
employer relationships are improving Mojodomo ESG White Paper
11.7% board seats held
burnout
by women in Asia
Instant Offices Digital Demand Tracker
Deloitte - Women in the Boardroom A Global Perspective 2022
17
Building Back Better Pandemic shifts HR narrative
COVER STORY
Two years ago, Covid-19 changed the world of work in ways that none could have predicted. As the pandemic begins to subside, we examine HR’s role in tomorrow’s working world and explore how businesses can embrace the lessons they have learnt to successfully manage the workforce of the future. Not since Henry Ford pioneered the way of the
75% of employees report being satisfied with their
The Rise of a New Generation
five-day, 40-hour workweek in the 1920s has the
jobs, 65% of those satisfied employees are looking
The rise of COVID also came at a time when a
world of work had the opportunity to reset. The
to move to greener pastures. Honnus Cheung,
new generation of workers began to enter the
nigh-on century-old tradition held fast through
Chief Strategy Officer, Mojodomo, commented,
workforce—Gen Z. Though the pandemic has
the ebbs and flows of the twentieth century into
“This discovery was quite surprising. I think one
taken a toll on all, it is Gen Z who are most at
the twenty-first, that is, until COVID hit the
of the main reasons is that young talent, especially
risk of feeling the effects of the past two years.
scene. Two years ago, the pandemic induced
millennials and Gen Z, their values are different.
In Hong Kong, 82% of Gen Z feel pressured to be
a mass societal reset—forcing businesses and
They are of the mindset ‘if I have got the talent,
constantly busy—the highest number globally.
employees the world over to reconsider how they
why should I only work for one company, why
ADP’s People at Work 2021 report noted that
operate, how they approach work and to realise
not several?’” Microsoft’s Work Trend Index also
the biggest stressors for Gen Z in Asia Pacific are
the workplace of the future.
discovered that 46% of the workforce is ready to
family and career pressures. Microsoft similarly
move due to remote working becoming the norm.
noted that globally, Gen Z along with women and frontline workers, are at risk of being disengaged
Employees are being compelled to rethink every preconception they have towards work, from
Yet, organisations too have had moments of
from the workplace with 60% of Zoomers
how they go about it, the skills they have to their
clairvoyance, from how to entice talent to how
indicating they are struggling to get excited about
career path and to throw them out the window.
to achieve operational needs whilst embracing
the work they do.
For many, the pandemic has bought a sense of
dynamic ways of working. Never before has HR
COVID clarity, changing their attitudes towards
and businesses had the opportunity to innovate
After two years of reduced business travel and
their employers and where they work. According
and wipe the slate clean whilst having the state-
having suffered through restrictions that have
to MojoDomo’s ESG White Paper, even though
of-the-art technological resources to do so.
impeded daily business activities, it is now
19
COVER STORY
obvious that there are a number of pandemic
themselves. As such, they are increasingly
relationships. Going forward, maintaining a
induced changes that are here to stay, namely
becoming inclined towards the idea of ‘lying
strong sense of engagement will continue to be
hybrid learning and working. An overwhelming
flat’—people should not overwork and instead be
a key theme that HR professionals will have to
70% of the global workforce want flexible
content with more attainable achievements.
tackle in more ways than one. Undoubtedly, this
remote work options to continue according to
will be felt across organisational CSR policies. More than profits
Unsurprisingly, 98% of the workforce now expect
As the pandemic lead to an increasingly remote
the organisation they work for to make a positive
Gen Z has indicated that they are no longer willing
and non-conventional workforce, a surprising
impact on the world, whilst 92% of employees
to accept the traditional way of working from the
discovery is that almost three-quarters of HR
agree that their organisations’ CSR policies
office. Deloitte’s Global Millennial Survey found
professionals believe that, despite the distance, the
should be relevant to their own. Given only half of
that Gen Z is less likely to want a return to the
pandemic has strengthened employee-employer
Gen Z and millennials believe that organisations
Microsoft’s Index.
office than their older colleagues and 22% of
are a force for good and that they have a positive
those surveyed would like to work in the office
impact on society, there remains work to be done
less often. Additionally, they are also rejecting the
to improve these sentiments.
traditional nine-to-five culture and are instead opting for contract or part-time roles often citing
Cheung noted, “What is needed, is to align
burnout and lack of work-life balance as a top
your employees with your company’s purpose.
factor in their decisions.
Organisations need to consider the bigger picture, that is, in what way does the work they do
Noticeably, in China, the sentiment is echoed.
benefit, contribute to or influence society. Once
China’s Gen Z have shown a growing reluctance to
they have figured that out, business leaders then
enter the rat race with little desire to work under
need to communicate clearly to their employees
the notorious ‘9-9-6’ culture. The ‘9-9-6’ way of
the benefits they are bringing to the table. When
life that many aspiring tech workers have endured
they do that, it helps employees to buy into the
is in fact illegal, with the Chinese government
business’ agenda and mission statement. It makes
taking a hands-off approach to enforcing the
them feel connected to causes that are important
nation’s standard working hours. As a result,
not only to society, but to the business as well.
China’s Gen Z are ill convinced that hard work
Businesses can no longer afford to be swayed only
pays off and see little reward in exhausting
by investors and shareholders, they need to view
20 HR MAGAZINE SPRING 2022
COVER STORY
things from a multi-stakeholder perspective—one
Across Asia, the biggest causes for concern
arrangements whilst in Asia, especially Hong
that includes investors and shareholders, but also
noted by employees were personal healthcare,
Kong, salary and benefits remain the top priority
employees, suppliers and their wider community.
personal financial situations and mental health
for job seekers. HR can leverage the vast amounts
Doing so is more holistic and showcases that
and well-being. Generally, employees begin their
of data available and profit from them by building
the business is driven by more than their
working lives valuing personal finance as the most
granular, localised benefit packages. By doing
profit margin.”
important benefit and healthcare the least. It is
so, HR can shift the war on talent in their favour
worth noting that this transgenerational finding
not only by attracting talent but by retaining
As HR takes on an increasingly central role in
applies to all those currently in the workforce
them as well.
corporate CSR, the top-ranked areas that require
with the exception of Gen Z who weigh them
prompt close attention include:
as equally concerning, with climate change and unemployment rounding out their top three.
1. Employee well-being policies
A focus on sustainable and social causes can
2. Environmental sustainability policies
no longer be ignored. Challenging as it may to
3. Community engagement & philanthropy
strike a holistic balance between employee and
4. Diversity & inclusion
organisational needs, HR should take sincere, authentic actions that speak to the entire business community. Prioritising employee concerns helps
Shifting the HR Narrative
Nevertheless, there are still challenges faced by
to address levels of engagement whilst at the same
As the world begins to adapt to living with
HR practitioners when it comes to implementing
time showcases organisational commitment to
COVID, HR may find themselves asking—where
CSR programmes including time constraints, lack
the bigger picture. Businesses that have already
do we go from here? The answer, as proposed by
of awareness and difficulty in creating compelling
begun to focus on social and sustainable causes
Johnny C. Taylor Jr., CEO and President of the
content. Should firms fail to undertake work
are more attractive to younger job seekers and
Society for Human Resources Management is
on these areas, it may result in an outward
are also ensuring that their existing employees
simple, forget everything you thought you knew
flow of talent as well as an inability to attract
are re-energised and committed to the longevity
pre-pandemic. The pandemic has given HR
the next generation of skilled workers which
of their business.
and businesses alike the opportunity to renew their sense of purpose, rediscover their cultural
further damages their reputation as an employer of choice.
When calibrating a holistic benefit package
identity and innovate pathways that will attract,
of the future, HR needs to better understand
retain and cultivate highly skilled talent.
Get your priorities straight
what it is their workforce wants and should
As the pandemic continues to unplug and plug
find ways to provide flexibility across benefits
Innovation will be most crucial to an organisation’s
back in, HR professionals should likewise be
and generations. HR professionals responsible
and HR team’s success in the future, recycling the
aware of shifts in employee concerns that have
for multiple jurisdictions need to be aware that
same ideas over again will not do. Each pillar of
occurred. Pre-pandemic, most employees in Asia-
each location under their purview requires an
HR needs to be recalibrated to determine its
Pacific would view their compensation package
independent analysis of the benefits sought by
role in organisational and talent development.
as the most important job concern along with
employees. In Europe and the US, for example,
Taking the future of recruitment as an example,
healthcare and pensions. Nowadays, employees
there is a preference amongst employees to seek
instead of focusing on academic achievements
have recalibrated their priorities.
out organisations that cater to flexible work
and previous work experience, Talent Acquisition Specialists should orient themselves towards candidates that have a flexible, varied skillset along with a niche set of specialised skills that can be utilised across departments and locations in order to complete workflows whilst maximising outcomes. For many recruitment professionals, there is a sense of hesitancy when it comes to sourcing this talent despite the pandemic dissolving the talent pool like never before. No longer bound by geographical constraints, limited technology or a technophobic workforce, the talent pool of today can be found anywhere, not just within a few kilometres of the office. Once organisations fully realise their global capability to access diverse, innovative ready-to-work talent can they then begin to move towards embracing the technological and generational shift that the pandemic has brought about.
21
COVER STORY
Tips for cultivating
4
transgenerational
Redefine culture
Prioritise rebuilding social capital and culture – provide employees with time to spend with their co-workers through whatever resources are available. Increasing the
frequency of one-to-one conversations
engagement
without specific agendas will help to deepen relationships. Additionally, more frequent recognition of shared social occasions
celebrating team members from time to time will empower and motivate employees.
1
Empowerment
Create a plan to empower people for
extreme flexibility - HR should identify
5
opportunities that will empower their
workforce. In order to make motivational
their own pace and style. Pay attention to
programmes successful, HR should
what each generation prefers and create
first eliminate factors that are causing
policies that are flexible though in line with
dissatisfaction amongst employees then
organisational objectives.
2
bridge the physical and digital worlds
find ways to give employees a voice to help reshape the culture from the ground up.
6
- A virtual campus can easily connect
not use them merely as an image tactic. HR leaders
workers are able to enjoy remote benefits
should promote authentic, sustainable social
whilst organisations remain capable of
causes whilst ensuring access and participation
supporting employees in whatever work
across all levels. Focus on the positive impact the
environment they choose.
the stressful and unusual circumstances
that each level is experiencing, starting at
the top. Leaders should proactively create a transparent culture of safety with clear
coordination and communication between management and employees. This could
include strategies for fatigue mitigation on
the job, providing staff with enough time to get sufficient rest or establishing out-ofhours communication bans.
22 HR MAGAZINE SPRING 2022
should consider promoting their brand’s activism
activities and causes they are passionate about and
that mirror those available in the office,
Combat exhaustion from the top - recognise
Be sincere, be authentic and be actionable – leaders
new generation. Business leaders should engage in
creating virtual spaces and resources
Preventative measures
Authenticity is key
to bring greater organisational awareness to the
the physical and digital workspaces. By
3
compete for the best and most diverse key factors that will motivate the entire
workflow whilst trusting them to do so at
Invest in space and technology to
Rethink the employee experience to
talent – diversity, equity and inclusion are
workers to take ownership of roles and
Bridging space
Diversity
organisation contributes to society to help attract and retain talent.
7
New metrics
Redefine metrics – traditional metrics such as overtime and sick days no longer apply to the
decentralised workplace. Technology can help
leaders to track both qualitative metrics such as focus groups, or one-to-one feedback sessions
and quantitative measures such as pulse surveys
to create an objective, holistic analysis of how staff are feeling. Leaders may consider utilising online coaching and therapy resources to help provide mental health support
COVER STORY
Businesses can no longer afford to be swayed only That is not to say the working world of the
locations and generations, it is more
future is going to be without its challenges.
important than ever that HR ensures that
With boundaries blurred, navigating cross-
employees and teams are on the same
cultural teams whilst retaining an integrated
page. Updating policies, restructuring
sense of brand identity throughout shared
workflows, and capitalising on effective
global employee experiences becomes
communication tools are all strong ways
challenging, but not impossible. The reset
to effectively manage both in-office and
has caused HR to step back and examine what
stay at home employees. Furthermore,
kind of employer they want to be and the
maintaining transparency between team
type of talent they want to attract. Aspiring
members and enabling opportunities
to imitate organisations that seem to have
for communication through digital
come through the last few years unscathed
tools are proven ways to build trust and
is all well and good, but it is important that
invest in your employees’ success for
business leaders remember —what may work
years to come.
for one, may not work for the other. Though hybrid work is not for every Managing a combined workforce
organisation or every team, there are many
The combined workforce of the future
benefits that it can bring to an organisation.
dictates careful, open-ended finetuning in
HR leaders that are responsible for
order to balance organisational and employee
remote teams should allow themselves
needs. In the past, there were major concerns
flexibility, be quick to change and be more
about how work is going to be done and
focused and thoughtful in e ve rything
by whom. In order to build back better,
they do. If in doubt, seek out best practices
HR leaders have an obligation to carefully
and leverage the knowledge of the wider
redefine the workplace to make it truly
HR community.
by investors and shareholders, they need to view things from a multi-stakeholder perspective.
twenty-first century and not just a hastily updated twentieth century 2.0.
E m p l o y e e s h av e p r o v e n o v e r t h e p a s t two years what the workplace of the
HR can expect to see attitudes continue
future can be like: agile, resilient
to evolve as more and more Gen Z enter
and remote yet, perfectly capable of
the workforce. Zoomers are notorious
exceeding expectations when they
for their sophisticated attitudes towards
synergise. Workers have responded to
technology, lack of egocentricity, and their
the modernistic tools they were given
Honnus Cheung
highly entrepreneurial spirit. HR leaders
and have used them to help businesses
Chief Strategy Officer
should proactively seek to understand how
n o t o n l y s u s t a i n b u t t o t h r i v e . Mo r e
Mojodomo
to capture, engage and retain these talents
i m p o r t a n t l y, t h e y h av e t a s te d t h e
without forsaking their older generations.
unforeseen benefits that came along with hybrid working environments—
To successfully manage the workforce of
life without the commute, and there is no
the future, one that spans times zones,
coming back from that. n
23
HR FEATURES
“This is not about luck. This is about preparation and communication.”
THE GOLDEN TOUCH How a Hong Kong retailer stays agile through supportive HR communications and technology Chow Tai Fook Jewellery (CTFJ) is a stalwart of Hong Kong high streets with a reputation as an ideas leader, ready to put technology to work for its goals. With 30,000 staff and a major manufacturing operation backing its retail frontage, it has outlets across East and Southeast Asia as well as in the United States.
Ivy Leung Global Chief Intellectual Capital Officer Chow Tai Fook Jewellery (CTFJ)
Ivy Leung joined CTFJ in early 2019, off a six-year
Leung, modestly passionate about recognising
stint as Head of Human Resources at Octopus,
the importance of every role in the company,
and before that, eight years in a senior HR role at
said, “I am thinking about not just human
Langham Place Hotel. Treading gently but with
resources, I am thinking about the lives of
a crystal-clear vision, she immediately re-defined
those 30,000 employees as much as about the
her role as Global Chief Intellectual Capital
work because nowadays, especially for young
Officer at CTFJ to reflect her HR ethos, “We
people, they are not talking about the work.
shouldn’t treat people as mere resources of a
They are saying they want to have a fruitful and
company. We are not electricity; we are not
performative life.” There is a complete spectrum
water. We each have our intellectual capital, our
of employee needs to be considered and Leung
potential. A job description can’t define what we
cited one example of a young staff member in
can contribute.”
the company’s Mainland China operations, who owned a handful of properties passed to her by ageing grandparents and parents and so, “needed a job, but didn’t need money”. In other cases, employees may be the sole breadwinners for families. Leung noted, “Even if employees don’t possess assets like a flat or a car, the way younger colleagues look at life is really very different to traditional viewpoints.” Whole-person commitment The trust and respect that CTFJ shows its staff is paid back with a readiness to engage in longerterm thinking. Leung waxed, “If we think people can do more than they realise this is so beautiful. Rather than just think about the business, think about how can I contribute to the company, the community, and my colleagues as well.”
24 HR MAGAZINE SPRING 2022
HR FEATURES
This combination of respect and expectation creates a space in which all employees—or colleagues, as Leung resolutely calls them—can make a fuller and more satisfying contribution to the company. CTFJ operates an ‘encouragement system’ in which innovative suggestions within each business unit are rewarded, generating ideas to go forward to a company-wide scheme that delivers both recognition and handsome cash
“We shouldn’t treat
rewards, while enabling the company to draw productively on its full intellectual capital.
Three keys
to intellectual capital management
Leung is passionate about putting technology to work in the organisation, but always in the service paperless journey: from the job application, to the interview, to onboarding, and for the whole
She explained, “Technology enables us to
not ‘work-life balance’.
all the outcomes, the inputs and outputs
review the workflow, all the touch points,
She posited, “Say I am a
[but] technology is only a tool, for us to
to work, I am still a mother.
recent project that consolidated the many
the employee, and still part
single platform, an app that all employees
mother—when I come back
communicate.” She cited as an example a
When I am off-duty, I am still
different online employee functions into a
of CTFJ. We cannot split
install on their phone.
2. Total Quality Management (TQM):
Leung, a firm advocate of TQM
a company. We are
journey, all the employee’s interaction with the
1. Work-life integration:
ourselves.”
resources of
of the frontline, especially for what she calls “a
company must be on one single platform.”
Leung stresses this is
people as mere
Targeted technology
The software was put together by SAP, and Leung is clear about why CTFJ partnered with
not electricity; we are not water. We each have our intellectual capital, our potential.”
the global enterprise software giant, noting the breadth of its customer base, which she says ensured that the jeweller’s many different
Looking back on her three-year journey with
functional areas were deeply understood and
the whole architecture of our
CTFJ, Leung is direct about the company’s
catered to in one single, centralized platform.
good fortune to be in an industry that has
TQM, because we
Leung said, “Globally, there are not that
but she also credits its nimbleness during the
many suppliers can connect the dots like that,
period, saying, “This is not about luck. This
because SAP is not just a platform for HR, with
is about preparation and communication.
traditional strength in Enterprise Resource
As we have a factory in Wuhan, in late 2019, we were
Planning (ERP) and finance.” She added, “It
aware of the condition there and quickly postponed
was one of our key considerations that there be
several large functions planned for Chinese New
a path to expanding beyond just one function.
Year. By the end of January, we had already
We could rely on SAP knowing about trends,
secured 60,000 masks, at a very low
say in performance appraisal, and we got more
price. We kept agile, and asked colleagues
than just a 360-degree approach, with a function
to purchase all available masks on the
to receive requests from various parties.” This
web. Then by May, we had established our own
focus on agility means that Leung is eager to
mask production line.”
explained, “When I design
people strategy, I go back to need structure.”
3. Technological Innovation: Leung urged nurturing
mindsets that are open to
technological opportunities. As an example, she pointed
to an initiative offering more leave days for external
studies—one that only
accepts e-applications.
come through COVID-19 relatively unscathed,
see an expanded role for SAP’s systems within the company. Such an integrationist approach
Leveraging this agility has allowed the Group
to technology also helps break down the silo
to continue to grow and prosper—embracing
mentality that so easily develops in departments
change and making adroit use of communication, underpinned by technology. n
and functions.
25
HR FEATURES
Leading with inspiration How Rosewood Hotel Group is fostering innovation, paving the way for the next generation
On a sunny afternoon, HR Magazine sat down with
priority to existing associates. Additionally, we are
Rosewood Hotel Group’s Global Talent Attraction
leveraging a task force assembled of the best of the
& Inclusion Leader, Ricky Cheung and Elizabeth
best from our hotels across the globe that go to
Ng, Talent and Culture Executive – Employer Branding to find out more about the work that is
Our culture stems from
We are also disintegrating jobs—breaking them down and examining how we can hire based on
being done to build Rosewood’s talent and culture of the future.
different hotels to share their expert knowledge.
nurturing and growing
skills and tasks that will be needed in order to fulfil that requirement.
“Globally, we are at 10,000 people right now and we plan to double that in the next three – five years” commences Cheung. An ambitious feat
relationships with one
that one should find intimidating yet, with a youthful glint in his eye, Cheung exudes a sense of excitement on this impending mass recruitment
another, it is in our DNA.
exercise. “It’s an extremely exciting time to be with Rosewood right now, we are in the fastestgrowing phase in our history,” he continued. Attracting such a high number of talents is no
Ricky Cheung
easy feat, but Cheung draws attention to how he
Global Talent Attraction
Externally, we are looking at how to engage talents
and his team are rising to the challenge. “We are
& Inclusion Leader
of the future. One of the ways we have done that
looking at it from two perspectives: internally and
Rosewood Hotel Group
is by investing in our graduate pipeline. Last
externally. Internally, we are promoting internal
summer, they had the opportunity to spend time
mobility, making our postings online and giving
with our senior business leaders who taught them
26 HR MAGAZINE SPRING 2022
HR FEATURES
the ins and outs of running a hospitality company and they were required to prepare a business proposal—taking onboard all they have learnt, to launch a new hotel anywhere in the world. Moreover, we have a new programme called ‘Rosewood Academy’ which is a wholly in-house developed talent development programme. This online learning platform incorporates on-the-job training, shadowing and mentoring and enables it to happen across all levels of the organisation, which lets associates get to where they want to go,” he shares. Cheung continues by letting on his thoughts as to why people want to join Rosewood. “At Rosewood, our culture stems from nurturing and growing relationships with one another, it is in our DNA, that’s what makes our people excited to be there. As a result, we are undergoing a complete global
Cheung also comments on how his team inspire
Cheung ends by refocusing on the path Rosewood
revamp of our employer branding campaigns
creativity amongst the group’s associates.
is paving for the future. “In the near future,
and how we can ensure that every aspect of the
“Something we innovated was the ‘Next
I am excited to see how social impact is going
employee experience resonates with this.
Generation Committee.’ This programme allows
to change the way we do business. We are
associates to work with the CEO and other senior
going to be more focused on sustainability
Ng reveals some of the cultural highlights that
leaders and exchange two-way feedback. It gives
and community resilience, which is to say,
she has discovered from working with the group.
them the opportunity to brainstorm different
empowering underrepresented communities to
“Rosewood fosters this positive and creative
ideas and roll out different initiatives. It also
have access to resources so that they can engage in
work environment that caters to everyone from
allows our leaders to better understand the next
more employment opportunities.” n
all backgrounds no matter which level they are
generation and take onboard their perspectives on
at. As the company is constantly expanding
what areas of the company need to be improved
and growing, there is always plenty of room for
upon.” Ng furthered, “Our leaders are more
personal growth. There are plentiful opportunities
open-minded as a result, it allows for transparent
to rotate and meet teams from all over the world,
conversations to happen. This gives the people full
allowing us to make our own individual journeys
context of where the company is heading and each
of self-discovery. There is also this great
and every one of us can play our part in realising
understanding when it comes to flexibility.
that vision.”
Working remotely has really helped to
Managers and team members are very accommodating when it comes to working
In addition to attracting, cultivating and inspiring
remotely has really helped to create that
future talent, Ng nods to how Rosewood’s next
sense of freedom and empowerment,”
generation of leaders will be different from
Ng noted.
others. “They are digital natives; they are agile and able to adapt easily to new circumstances.
create that sense of freedom and
Aside from being a flexible and empowering
They are passionate about freedom which really
leader, Cheung observes a distinct cultural feature
gives them an edge when it comes to creating
that embeds a global sense of identity within
empathetic spaces and valuing employee input
Rosewood's teams. “The first thing we do in staff
which are key to building successful teams,” she
huddle each morning is to share exceptional
shared. Cheung added, “Their interpersonal skills,
stories with our associates from around the world.
especially talents that may start in hospitality, are
This story is shared by every hotel, on the same
like no other. Despite all the virtual conferences
Elizabeth Ng
day. This way, the entire organisation is able to
and interactions people still long for those
Talent and Culture Executive -
feel connected to one another and really cultivates
interpersonal relationships. That is why you see
Employer Branding &
this cultural mindset and starts our day off with a
so many ex-hospitality staff doing well in other
Employee Experience
high,” he explains. “There is this sense of magic
sectors, we nurture those skills by encouraging
Rosewood Hotel Group
that comes from working in hospitality compared
them to build personal relationships with our
to anywhere else,” he adds.
guests. This instils our culture into them.”
empowerment.
27
HR FEATURES
Breaking the ‘Bamboo Ceiling’ Western organisations are beginning to put Asians in senior leadership positions, but is it enough?
When Twitter recently named its new CEO, Parag
“When a person frequently socialises with
Agrawal, it joined an elite club of prominent US
ethnic groups other than their own, this person
organisations to have a South Asian in a prominent leadership position. Twitter now joins the ranks
When a person
of Adobe, Alphabet, Citigroup and Microsoft who have placed South Asians into senior leadership positions.
is more likely to be perceived as an inclusive leader who can bridge the values and interests of different ethnic groups, a characteristic central to
frequently socialises
leadership in multi-ethnic environments,” said Lu. Lu’s findings also applied to East Asians who were born and raised in the West which suggests
Tender Steps Yet, despite the US taking tender steps towards
with ethnic groups
level positions. This cannot be explained by job
upbringings may still predispose them to socialise more within their own ethnic group.
greater diversity, there are few companies in the West that feature East Asians in Executive
that even as native English speakers, their cultural
other than their own,
performance or qualifications. Based on statistics, Asian Americans have the lowest chance of rising to a management level when compared to
this person is more
other ethnic groups despite having the highest educational attainment.
likely to be perceived
This puzzling phenomenon known as the Bamboo Ceiling, first coined by author Jane Hyun in 2005, has been researched by Professor Jackson Lu of
as an inclusive leader.
the MIT Sloan School of Management. Professor Lu’s research found that ethnic East Asians such as
Beyond the US
Chinese, Japanese and Koreans are less likely than
Yet, it is not just American Asians who are being
ethnic South Asians, that is Indians, Pakistanis and
side-lined. Professionals of Asian descent are also
Bangladeshis to attain leadership roles in Western
being overlooked in other parts of the world. In
organisations predominantly due to their non-
the UK, the McGregor-Smith Review highlighted
assertive communication style.
that 25% of Chinese respondents and over 30% of Indians and those who belonged to other Asian
Lu’s latest research also highlights an additional
ethnicities reported that they were overlooked
mechanism that contributes to East Asians’ lower
for promotion due to their ethnic group. Though
leadership emergence: their higher likelihood of
Jackson Lu
a government survey found that people from the
networking within their ethnic groups. However,
Professor
Chinese ethnic group earned more on average
MIT Sloan School of Management
than White British people, they actually took
the same cannot be said for South Asians.
28 HR MAGAZINE SPRING 2022
HR FEATURES
home less when taking into consideration factors
talent development platform aimed to bolster
such as age, qualification and whether or not they
the Chinese talent pipeline and break the
were born in the UK.
bamboo ceiling. An updated 2021 report from The Parker Review by Big 4 firm EY, noted that out of 998 board positions across FTSE 100 companies that responded, 124 positions were held by ethnic minorities. Additionally, only five ethnic minority directors occupy CEO positions, all of whom were men—though the available data does not allow for granularity of different ethnic groups. The evidence is clear—despite corporate initiatives to bolster Asian representation, there has simply not been enough done. HR’s Role in Breaking the Ceiling
Another way in which HR can help break the
Though the bamboo ceiling phenomenon may not
bamboo ceiling is to promote self-awareness
be as valid in Asia Pacific, there are still ways in which
within the workspace. Employees should be given
Human Resource professionals can promote and
opportunities to make themselves visible, take
Despite the lack of progress in achieving
foster a culturally diverse and inclusive workplace
pride and credit in their work and offer them a
greater representation or equal pay, it is worth
for all. Organisations may want to consider
chance to lead projects and propose new ideas.
noting that Asian underrepresentation has
creating networking opportunities for inter-ethnic
Engaging employees in workplace dialogue can
been on the minds of businesses for several
interactions, such as inter-ethnic mentorships
also help to address this issue.
years. PwC and Standard Chartered launched
and lunches. Mentors can guide teams members
a platform aimed at helping individuals of
and offer them advice, share cultural information
Cross-cultural
Chinese heritage reach the upper echelons
and teach each of them to relate in a culturally
also cultivate skills and to help translate values
of UK business. The cross-company Chinese
sensitive manner.
across cultures. n
leadership
programmes
can
HR FEATURES
Five tools for virtual moderation
By Ryan J. Warriner
Moderating an online presentation, meeting, or event can be tricky, as many of us have learned the hard way. If you are not adequately prepared, it can be a highly stressful and frustrating experience. “Overwhelming” is the term many have used to describe their experiences.
The Challenge It sounds simple enough on the surface… “Just triage the questions and comments as they arise” one might think. Unfortunately, it is much easier said than done. Especially when multiple notifications and questions come through simultaneously or better yet, when a participant forgets to keep track of their mute or unmute status and disturbances ensue. So, what is the answer? How can we streamline the task of moderating to make it smooth, painless, and effective?
1. Align yourself First, take a moment to get on the same page with the presenter, speaker, or event leader before the event begins. You will want to know, of the many moderating responsibilities such as monitoring the chat, muting participants, responding to questions, and so on, which roles they would like you to oversee. Securing a firm understanding of expectations is crucial to successful moderation. Once you are on the same page, you can support the presenter most effectively without taking over their role.
Success Tools Unfortunately, there is no magical process or formula to ensure perfect moderation. However, through pooled experiences and research we have compiled five tips and techniques you can utilise to proactively curb the chaos and increase effectiveness.
2. Determine the interaction flow Together you must iron out the flow or process of addressing audience questions and concerns. Some presenters prefer to address questions from the participants themselves. Whereas others prefer to check in with their moderator periodically for questions. You might consider confirming if all questions are expected to be triaged and prioritised through you, the moderator. Or will the presenter address these themselves?
Ryan J. Warriner is a Professor of Communication, an Executive Trainer & Coach as well as a published author of The Effective Presenter: The Winning Formula for Business Communication (see page 52 for our review). With over a decade of professional communication experience and expertise, he has mastered the science of optimum communication, strategic direction planning, and powerfully effective presentation. Warriner has been researching, teaching, designing, and delivering presentations for over a decade. He has developed an innovative, highly effective approach to navigating professional communication. He believes in systematic skill development to enhance confidence, optimise messaging, and master all levels of communication.
30 HR MAGAZINE SPRING 2022
HR FEATURES
3. Responding to questions Next, you will want to know whether participant questions are to be held until the end, at specific, built-in, time-points, or ongoing open throughout. This will help you to determine how and when to prioritise questions and comments.
4. Double check your settings Another great tip is to take a minute to review the web-conferencing settings as early as possible. Make sure that they are set to your preference. For example, you might not want the system to notify you every time someone enters or leaves. Features such as this may become difficult to adjust once the meeting and constant ‘dinging’ begins!
5. Set the tone Finally, the participants should be informed of their expected conduct during the beginning of the session. For example, request participants early on to signal if they have a question by using the 'raise hand' feature before they unmute themselves and begin to speak. Many of us, if not most of us, are new to this virtual congregation world. Reminders and conduct instructions are very helpful to everyone because they remove any unease and confusion. Employing this strategy will set the table to receive the desired behaviour making your job of moderating more much manageable. HK_HR magazine ads_0082_0702_final.pdf
1
7/2/2022
5:21 PM
Enjoy 2 Months Rent-Free Premium Flexible Workspace Book a tour with us today! +852 2293 2787 hongkong@executivecentre.com
Take a Virtual Tour of our Centres in Hong Kong
* Terms and Conditions apply
• Bespoke Private Offices for 1-200 people • Premium Coworking Lounges, Meeting Rooms and Event Venues • Furniture from Timothy Oulton • Height-Adjustable Desks from 9AM • Herman Miller Chairs
27+
150+
14
38,000+
HR FEATURES
Surveys useless in assessing WFH ability & engagement Working from home might be the norm, but it does not work for everyone. Christine Macdonald, Co-founder, The Hub Events and personal development expert, offers insight into how managers can work with employees to find the best fit for them. With so many case studies and uncertainty over whether working from home is actually a good fit, it can be difficult for business owners and managers to determine what is the best course of action. How can HR really gauge whether an employee is enjoying working from home? The answer is simple, according to Christine Macdonald, Co-founder, The Hub Events, and it often gets lost in the wake of viral trends and industry sound bites - ask your employees what they think. She noted, "Working from home does not work for everyone. While some people love it, others often feel isolated and a bit lost. Even people with great skills can struggle to get work done effectively because their 2020 had a significant impact on work culture in
By the end of 2020, it looked like working
working environment at home is just not conducive
the UK and indeed globally. As the UK focus shifted
from home was definitely the number one
to concentration.
rapidly, industries and sectors were forced to
way to work across the country. Two years
change their way of working virtually overnight. For
on since the measures were first introduced
many, working from home became the new normal,
and the hype around work from home has
particularly in sectors where the move was already
calmed down, we are starting to see a shift in
happening in some capacity such as tech, finance,
employee attitudes.
development and marketing. A recent work from home survey of 1,214 Despite some early road bumps, the move was
employees across multiple industries and
initially hailed as a welcome success and a chance
sectors reports that 27% of workers are
to tip the work-life balance back in the favour of the
“Discouraged Employees”— those who dislike
individual. A recent study found that employees
working from home but think their employer
have saved an average of £126 (over HK$1,300) on
is doing their best. 32% dislike working from
While case studies and surveys are great to gain a
commuting costs since the onset of the pandemic.
home but also do not think their company is
general understanding of employee thoughts on
But it is not just financial reward that employees
handling the process well. In the same report,
working at home, they are pretty much useless
have enjoyed. Another study conducted by
only 16% of employees said they loved working
when it comes to figuring out what is best on an
Microsoft in partnership with YouGov revealed
from home, while the remaining 25% believed
individual basis. Just because you can give them a
that 56% of surveyed workers reported an increase
that, while working from home is not for them,
great work at home set-up does not mean they will
in their levels of happiness working from home.
they support their company's actions.
be happy or productive.
32 HR MAGAZINE SPRING 2022
HR FEATURES
That is why it is so important to sit down and discuss their wants and needs. While this might take more time than a simple survey, you will have holistic actionable results that reflect not only the individual but your workforce as a whole.”
High ability
Working from home suits this person.
and reasonably private. They are not
their priorities and how to do their job. They are
home schooling, or dealing with other
working from home, do not let the hype impact
distractions. Their Wi-Fi is fast and reliable. They can easily access
all the information and people they need online.
They can work independently and are clear about comfortable doing meetings online. The lack of casual social interaction does not bother them.
They are able to replicate social interactions easily with digital tools such as video conferencing and instant messaging services.
Low ability
Low acceptance
This person has a poor working environment
Working from home does not appeal
quiet and comfortable to work. Their Wi-Fi
interactions with colleagues. They
at home. They might not have anywhere
your decision.
High acceptance
This person has a good home
working set up that is comfortable
When it comes to
Macdonald suggests using a scale or grid system as a first step towards assessing an individual's suitability to work from home. This grid system is the same used by the team at The Hub Events not only for their internal teams
could be slow and prone to disconnections. They will have distractions from children,
pets, housemates. Their work might rely on
access to people and information that is not readily available online.
to this person. They miss social
might also need a lot of input or suppor t from people to complete work and this
is just more difficult when you are not in the same space. This person also hates video calls.
but also for their clients when it comes to training and development.
Christine Macdonald Co-founder The Hub Events
In terms of what HR should focus on with regard to working from home employees, Macdonald advised, “When it comes to working from home, do not let the hype impact your decision. Have a conversation with your employees to assess where they are personally and professionally - ask them about their working space, Wi-Fi, distractions and anything else that might get in the way of working well. Then ask them how enthusiastic they are about working from home, are they thriving or just about tolerating it. You might be surprised by what you find out.” Macdonald summarised, “Remember, what works best for them will work best for you. Some of these issues are outside of your control as a manager, but if you have an open conversation you will at least know what your team members are dealing with, and you can take some action to help where possible. Make the time to ask how everyone is getting on, make positive changes where possible and everyone will benefit." n
33
HR FEATURES
Tackling employee disengagement head-on Signs of employee disengagement: • Only the minimum Is the employee doing just enough to get paid? Are they just scraping by and not showing any initiative or rising to the challenge? Employee productivity can be a key measure that indicates an employee’s commitment to their role and organisation.
• On mute With remote working, it could be harder to spot disengaged or frustrated employees. One thing to be on the lookout for is employees who refuse to turn their cameras or microphones on during virtual meetings. This may signal an unwillingness to contribute to team projects and could be an early indicator that their sentiments are heading southward.
• Emotional rollercoasters Be aware of employees who exhibit
Employee mental health matters now more than
No change anytime soon
ever. The risk of ignoring employee disengagement
In Hong Kong, business leaders can expect that
and mental well-being is far too great for
employee sentiments will not change anytime soon
organisations. Many business leaders may choose
given the amplified restrictions bought about by
to ignore negative emotions and feedback in their
the fifth wave. Research conducted by Mind HK
workplaces whether due to social stigma, culture or
highlights that one in four Hong Kong workers
unwillingness. As a result, maintaining this attitude
suffer from depression or anxiety—2.5 times the
can be counterproductive and detrimental to staff
global average and almost three-quarters of the
and the future of the organisation.
city’s workers are unaware of any mental health
emotional extremes. One minute they are full of positivity, the next they are angry to be CC’d on an email. Though experiencing different emotions is completely normal, employees who show easy provocation to changing moods and overall negative attitudes can be a signs that their frustrations are rising.
• No yearning for learning
support programmes provided by their employers.
When an employee shows little interest
Employee anxiety levels are at an all-time high
As a result, employees, even those who are highly
in their self-development or learning new
with many feeling distracted as a result of changes
engaged are seeking greener pastures. This too is
skills, that is, they have no desire to grow,
brought about by the pandemic, weighed down
being echoed around the world with talent willing
then it is safe to assume that they will
with financial concerns and struggling to find a
to seek new opportunities if they feel their needs
not be willing to grow with the business.
balance between working from home and other
are not being met.
Online learning tools can track individual
responsibilities according to research conducted
development path progress which can
by Willis Tower Watson. However, less than half
The cost of having to replace talent could strike a
of employers have effectively applied benefits to
serious financial blow to many companies that are
match the current needs of the crisis.
hanging on by a thread. The Society for Human
34 HR MAGAZINE SPRING 2022
make for easier identification.
HR FEATURES
How HR can re-energise employees: • Recognition goes a long way Disengagement often stems from heavy workloads with little return. Acknowledging employee efforts and appreciating the work they do will help to keep engagement levels high. When employees feel rewarded, they will be more motivated to go that extra mile.
• Ask the right questions Conducting staff pulses are all well and good, though if the questions do not get to the heart of what is causing employees to feel frustrated then it will be impossible to find ways to tackle issues head-on. HR should aim to conduct regular anonymous feedback sessions and check back in to see if the proposed solutions have worked.
• Create goals together Resource Management reported that on average,
about employees’ mental health than two
it costs a company six to nine months of an
years ago.
employee’s salary to replace them. For example, replacing an employee making US$ 60,000 (HK$
With so many stories of companies supporting
468,000) per year would amount to an additional
their employees during difficult times, one
US$ 30 – 45,000 (HK$ 234,000 – 351,000) in
could expect to see employee commitment
recruiting and training costs. This financial factor
levels surging upwards. Yet, it is not the case.
combined with a tight labour market and a new
There remain significant gaps between what
generation of employees willing to walk if their
employees want and what employers offer and
needs are not met could be the end game for
the struggle for HR is very much real. Finding
many businesses.
holistic ways to balance employer and employee expectations is challenging but what is needed is for HR professionals to figure out the best way of showing that employers do care. The best way in which HR can do that is to turn their organisation’s values and culture into real actions. It is also crucial that business leaders understand the needs of their employees to the extent that simply elevating financial compensation
Not all is lost
is not sufficient to address the issues workers
Though, the outlook is not all bad. The pandemic
are facing. Employees now prioritise work-life
has shifted corporate stakeholder viewpoints
balance, flexibility and mental health and leaders
to the extent that many organisations now
should turn to these areas first in order to retain
prioritise employee health and well-being and
staff and improve employee sentiments.
will continue to do so for the foreseeable future. According to research conducted by Randstad,
So, what should HR be on the lookout for? HR
89% of employers in Hong Kong had instated
professionals and business leaders alike may
flexible or remote working arrangements
turn to the boxes above to help spot signs
to protect employees’ health. Whilst over
of employee disengagement as well as best
in Singapore, Oracle’s research found that
practice tips to consider to improve well-being
77% of employers were more concerned
and engagement. n
Employees may feel disengaged if they have no structure or goals to achieve. Refocusing their attention with simple tools such as deadlines and deliverables will help to regain their buy-in and commitment to organisational projects.
• Create an open communication culture Instead of making changes from the top-down, create a culture that enables employees to have their voices heard. Brainstorming sessions or opportunities in which employees can share their ideas and feedback can help make a difference in their engagement levels. An important thing to note is that if their ideas are not used, it is best to give clear reasons why.
• Bring awareness to programmes Communicate clearly what resources your organisation has access to and the measures that are in place to provide mental health support to employees whether it is Employee Assistance Programmes, additional financial result or flexible leave policies. Informing employees will help them to feel supported and that the organisation is committed to ensuring their health and well-being.
35
HR FEATURES
Downside to recognition – Tall Poppy Syndrome Nevertheless, employers too felt the effects of the phenomenon with organisations experiencing higher levels of distrust amongst team members and an increasingly disengaged workforce. Other organisational effects included a loss of talent as well as staff experiencing symptoms of imposter syndrome. Notably, four in ten respondents reported that they had witnessed a co-worker being cut down and failed to take any action whilst one in ten reported that they had participated in the cutting. Be on the lookout So, what should HR and organizational leadership be on the lookout for signs of Tall Poppy Syndrome in their workplace? HR should be on the lookout for: In a day and age where society places immense
As a result of the cut-downs, respondents
value on the benefits of praise and recognition
reported lower levels of self-esteem and were
too much could have its downside—Tall Poppy
more likely to downplay and cease sharing their
Syndrome (TPS). TPS is a socio-cultural
achievements as well as engage in negative self-
phenomenon often heard in Australia and New
talk. Almost 70% of those surveyed also agreed
Zealand in which people hold back, criticize or
that the criticisms negatively impacted their
sabotage those who have or are believed to have
productivity levels whilst almost half (48.9%)
achieved notable success. These actions are
reported that it impacted their desire to apply for
colloquially referred to as, “Cutting down the
a promotion.
Criticisms over minor details Team members being socially excluded Criticisms that downplay other people’s achievements Jealous and snide remarks Billan commented, “For organisations,
tall poppy” and in Japan, there is a similar saying,
addressing TPS is not just a nice thing or the
“The nail that sticks up, gets hammered down.”
right thing to do. Instead, HR professionals are pointing to it as a serious issue affecting
This silent systemic syndrome was researched
mental health, satisfaction and retention.”
by Dr Rumeet Billan whose study with Thomson
The top three ways that organisations can help
Reuters and Women of Influence examined the
to combat TPS is through a combination of
impact of TPS on the individual and the cost to
appropriate training and development, leading
organisations. Billan’s research found 87% of
by example and creating a culture of ‘if you see
respondents felt as though their achievements
something, say something.’ Leaders should
at work were undermined by their peers and
ensure that the necessary policies, EAPs and
equally came from men and women. Jealousy and
disciplinary procedures are in place to ensure
sexism and gender stereotypes were the biggest
that all workers are supported and recognized for
drivers as to why this phenomenon happens.
their achievements. n
36 HR MAGAZINE SPRING 2022
2022 COMMUNITY BUSINESS AWARDS
HR COMMUNITY
38 HR MAGAZINE SPRING 2022
HR COMMUNITY
The Great Reimagination Since the start of the pandemic, businesses and individuals alike have felt the rising tide of stress-induced fatigue which has forced a rapid digitalisation within organisations and has also given workers the ability to reassess their commitment to the office. With departures sharply climbing, businesses are now turning to technology to ward off this impending tsunami of resignations.
HR Magazine recently hosted a breakfast briefing
objectives. Both speakers discussed how HR teams
with
can leverage technology to ward off The Great
Charles
Caldwell,
Human
Resources
Director, English Schools Foundation (ESF) and
Resignation within their organisation.
Jonathan Pok, Head of Alliances & Partnerships, Asia, Cornerstone OnDemand (CSOD), to update
Ready to go
HR leaders on The Great Resignation and what HR
Taking to the floor, Caldwell shared that many
teams can do to mitigate this impending deluge.
employees across the globe felt that their stress
Caldwell shared insights on the Great Resignation
levels have increased over the course of the
and the challenges his team has faced throughout
pandemic. He continued by highlighting data from
the pandemic. He described how technology has
Microsoft’s Global Workforce Index— “40% of the
transformed ESF’s traditional HR functions into
workforce are ready to quit, 54% are experiencing
agile, digestible, bite-size pieces. Pok continued
fatigue, and 73% want remote work to stay. What
the theme of micro-dosing traditional HR
are they really saying?” he pondered.
streams via digital gateways—discussing how CSOD’s AI-driven technology has benefited HR
He noted that workers are not saying they want
teams worldwide enabling them to reach their
to work from home forever rather, one of the
39
HR COMMUNITY
unforeseen benefits of the pandemic is that people
Door provides ESF staff with access to a wide range
have gained extra hours in their day due to not
of counselling services. “Pre-pandemic, people
having to commute to the office. “The people
would normally get six free sessions a year. When
say, listen, I was productive during that time; I
the pandemic started, we found that demand
discovered my family in a new way, and I learned
got so high we doubled their allowance. Then we
how to make it work and now you are expecting
made the service available to dependents as well,”
me to go back to the office?” explained Caldwell. He supposed that what employees were actually
Empathy is the
saying was that they want to be closer to home. As Caldwell put it, lockdowns and endless restrictions have caused people to be introspective, to examine
A daunting challenge
new organisational
themselves and their skillsets. They now realise they have skills that can jump careers—that is the driving force behind The Great Resignation.
shared Caldwell.
In the midst of a pandemic, Caldwell daringly took on the daunting challenge of transforming ESF’s HRIS system—via Zoom. “We have had 400 meetings,
superpower
totally 888.8 hours, quite an auspicious number,” quipped Caldwell. Though the bulk of the system will not be live until next year, transformation
Caldwell questioned the room on their feelings towards
attrition
and
pandemic
fatigue.
– empathetic
Unsurprisingly, 95% of those in the audience were concerned about their organisations losing talent and were feeling fatigued. Caldwell noted how his
is already well underway. The recruitment and performance management modules launched on 1 September last year. “Overnight we had 53 staff
organisations are
attend 23 Zoomshops, 89% successfully navigated
team has continuously surveyed staff over the last two years to better understand their stress levels. His most recent staff pulse—conducted that week,
going to lead the
showed that his staff’s concerns were at an alltime high. “90% of our teachers are from overseas, and the numbers are higher than they have ever
way in future.
been, they are feeling locked into Hong Kong, frustrated that they get out to visit their families,” explained Caldwell. Charles Caldwell As a result, changes to the employee assistance
Director of
programme – Open Door, were needed. Open
Human Resources, ESF
40 HR MAGAZINE SPRING 2022
HR COMMUNITY
through a 75-minute Zoomshop called Personal
known at ESF, has shifted from an end-of-day
Reflection Development” beamed Caldwell. He
activity to lunchtime, further giving back some
elaborated that managers and staff have held more
commute time. “It has allowed them [teachers]
than 1,300 deep, meaningful career conversations
to get inspired and motivated to go back into the
and as a result, capabilities and strategic priorities
classroom,” Caldwell said.
are data-driven. The Great Reimagination
If you don’t look after yourself, you will be no good to
Caldwell further shared the impact the new
Though Cornerstone OnDemand has undergone
module has had on recruitment, “We have been
its own set of changes, from acquisition to
able to measure recruitment like never before.
privatisation, they too have been faced with the
We had 15,000 applications with 3 – 7,000 unique
rapidly shifting dynamics of the pandemic. Jonathan
candidates, a record high. We are still able to attract
Pok, Head of Alliances & Partnerships, Asia, shared
staff to Hong Kong but it is too early to say that
how CSOD has helped HR teams to make the great
there’s a brain drain,” he noted. There is a need to
digital leap forward over the past 20 years. “We
shift the paradigm from negative, to positive.
aspire to make sure that we continue to support our clients to realise their vision in terms of what they
Flexible approach
want to achieve with technology,” enthuses Pok.
To shift the narrative, Caldwell and his team
“It’s all about thinking—can we do it in a better way,
are taking a flexible approach in terms of policy
what are things that we can do differently with what
creation, identifying remote work possibilities, and
we have now?” Pok elaborates further on CSOD’s
thinking of ways to give staff their commute back.
philosophy, “it is about understanding the vision,
“Once a week we could pay for a taxi to school—
how does that align with how success is measured
halving staff’s commute time,” added Caldwell.
and make sure the technology is going to help them get there,” he shared.
other people.
Charles Caldwell
The pandemic has shown that people have the capacity to change and have been able to adapt
Pok highlighted two current focus areas for
to the world of online learning. As a result,
HR—employee experience and upskilling. “How
HR has moved away from the long learning
do you make that experience better so that you
and development process. Gone are the days
retain, attract, and keep people engaged in the
of three-day long retreat-style CPDs. “We have
organisation?” pondered Pok. “Some senior leaders,
moved from operating in silos to pools where we
they are not sure what new skills will be needed in
share real-time data never seen before, we have
the future. They want to know how to engage and
become slicker” shared Caldwell. He highlighted
get the training out there on time in a way that is
how bite-size learning—Twilight CPD as it is
comfortable for people to digest,” he added.
41
HR COMMUNITY
Value-added learning
of leaders need to become net producers of value
Pok pointed to future learning trends, the
and instil in themselves empathetic and grateful
importance of skills in the employee lifecycle and
qualities. “Empathy is the new organisational
the Gig Economy. “People are willing to move
superpower. Empathetic organisations are going to
around,” Pok shared, “They would now rather
lead the way in the future - there is less tolerance in
undertake project-based work than long-term
the world for non-empathetic leaders,” announced
opportunities,” he added. He noted that whilst it is
Caldwell. He shared details on his organisation’s
important for workers to be specialised in certain
courageous Compassionate Leave policy. “If staff
areas, looking forward, it is equally important that
have family members overseas that are terminally
they are equipped with a breadth of knowledge. “It
ill, or pass away, or even if there is another major
is crucial that employees have pathways to explore
life-disrupting event, we, as an organisation, should
and that they can move and navigate learning at
provide support throughout their quarantine – not
their own pace. They need to approach learning
necessarily by paying for it, but the employees do
with a mindset that it is a continuous process.”
not have to go on unpaid leave,” he explained.
Pok observed that many HR departments
He summarised—it is the responsibility of us as
wondered how to stay abreast of their skills
individuals to take care of our well-being. “Manage
taxonomy. “Skills change rapidly, within a year
your physical energy more than time—stay active,
or even in six months, many wonder how to keep
look after your wellbeing, look and see if it has
the data up to date,” He divulged one of CSOD’s
declined or improved then take small steps of
powerful new AI-based tools—a thesaurus of skills,
positive action to get back on track,” said Caldwell.
Jonathan Pok
which is constantly updated with inputs from many
He reflected on the biggest obstacle that has faced
Head of Alliances & Partnerships, Asia
different data points: resumes, job advertisements
executives—the lack of personal quiet time and
Cornerstone OnDemand
and even competency models. “This data feeds
concluded, “It is really critical to stop and take time
into the AI engine which gives data-based
to reflect on where you are going, how are people
insights that can drive value-added activities,”
in your life. There is a lot of misinformation that’s
he shared.
confusing, it is a really critical time right now to
Skills change rapidly, within a year or even in six months
allow time to be still and block ourselves off from Pok continued to unveil Cornerstone Xplor, an
all sources.” n
AI-based experiential platform that empowers employees to facilitate their own learning journey. “Think of it as the connective tissue that integrates with your existing learning system,” enthused Pok. He highlighted several key features including the ability to filter learning content by time, modality, or ratings. A new feature that stood out was ‘Playlists.’ “You have your SMEs or key leaders create a playlist of the content people will need so they understand what their skills are, what needs developing and where they are headed,” added Pok. This feature integrates ‘Skills Tagging’ which suggests content and tags skills that may be required for future roles. Additionally, users can input skills they may have that are not pertinent to their current role. “It gives people that empowerment, that clarity and vision around where they want to take their career,” summarised Pok. Advice for HR Caldwell imparted some final thoughts on HR’s role in a post-COVID world. He believes that the next generation
42 HR MAGAZINE SPRING 2022
It gives people that empowerment, that clarity and vision around where they want to take their career.
HR COMMUNITY
Empowering gender equality through accessability Luüna is a purpose-driven period wellness
When it comes to accessibility, it is not just
company built in Asia by a 100% women-led
about having multiple sales channels. Luüna has
team. Their mission is to make periods better
worked to engineer a product that is not only high
through conscious products and programs that
functioning and high quality but also, high value.
tackle menstrual stigma. Their line of award-
By providing organic products at non-organic
winning period care uses organic and skin-loving
prices Luüna has been able to compete with
materials; they are healthier for our bodies and
conventional FMCG non-organic feminine care
preferred by mother nature too. Beyond this,
brands, allowing their products to be sold within
Luüna is working to shift policy around menstrual
larger grocery stores and pharmacies.
health to promote gender equality. Their range of products are currently sold directly With a goal to make periods positive and increase
to consumers through their online store and
accessibility to products and women’s health
through retailers in Hong Kong and Shanghai
education, this disruptive period care brand is
including Watsons, Wellcome, Marketplace,
here to shake up the feminine care category and
3hreesixty and City'super. What sets Luüna apart
they are well on track.
is their work with corporates and schools; giving the opportunity to provide free period care and taboo-free education to staff, students and clients. Over 30 companies within Hong Kong, including financial institutions, insurance companies and international schools are leading the way with active internal changes to support menstrual equity. Through Luüna’s social impact initiative, their partners are also directly combatting period poverty in Hong Kong. Through their work with The Zubin Foundation and their ‘Red Box’ initiative, Luüna supports quarterly deliveries
In 2021, Luüna was the winner of the Women’s
of period care to ethnic minority women and
Empowerment award at the UN China Social
girls who consider such products a financial
Impact awards; and Founder Olivia Cotes-James
burden. The impact is evident with surveys
was inducted into Forbes Asia 30 under 30 and
showing school attendance of these girls has
welcomed into Tatler’s ‘T Generation’.
increased by 33%. n
43
HR COMMUNITY
We can always do better.
Diversity champions
These students raised issues we had not even thought of.
Companies often publicise their support for
Smith Freehills (HSF) and Hyatt Hotels & Resorts
Nicole Parker
marginalised and overlooked groups, such as
came together to create the Diversity Champions
Asia Head of HR
LGBTQ+ individuals, ethnic minorities and
Summer Internship programme. The programme
Herbert Smith Freehills
individuals with disabilities. Despite DEI becoming
was open to all university students in Hong
a key organisational priority, the number of
Kong who identified as LGBTQ+, belonged to
companies that are actually able to translate these
ethnic minority groups, or were individuals with
sentiments into action is far smaller. Research from
disabilities. The participating companies invited
Culture Amp revealed that only 34% of companies
applicants who were enthusiastic in the area of
with DEI initiatives have sufficient resources to
diversity, equity and inclusion onto the programme
support them whilst over 80% of DEI-specific roles
and provided work shadow opportunities, on-site
were created in the past 12 months.
training and interactive workshops.
Last year, three companies demonstrated their
The tripartite programme gave six minority
commitment to achieving greater representation
students—Diversity Champions, the opportunity
by combining forces to create an internship
to gain on-ground experience in each organisation
focused on fringe demographics. This interactive
for a week. Over the course of the week, the
programme was the first cross-industry internship
Champions shadowed staff working in the areas
of its kind in Hong Kong. Manulife Asia, Herbert
in which they were most interested. Joy Xu, Chief
44 HR MAGAZINE SPRING 2022
HR COMMUNITY
Individual uniqueness and diverse viewpoints are exactly what are needed to take our organisation into the future. Human Resources Officer, Asia and Head of Global
of the programme and encouraged the Champions
Learning, Manulife, explained, “The programme
to form a professional network, starting with
aimed at providing the Champions with exposure
each other.
to different industries and career paths, as well as promoting Diversity, Equity and Inclusion in the
Increasing awareness
workplace in Hong Kong.”
As a result of the initiative, the Champions raised awareness about several issues that the leaders of
Over the course of the programme, the Champions
the businesses had seemingly overlooked. Katie
engaged with members of Employee Resources
Carter, Senior Vice President, Human Resources,
Groups across each organisation including PROUD
Hyatt Asia Pacific shared, “Their suggestions were
(People Respecting Others Unique Differences),
well researched, thoughtful and relevant to what
the Global Women’s Alliance and AMP (Alliance
employees are seeking when they engage with
Gordon Chan
for Minority Participation) at Manulife, Women@
organisations. For example, the interns shared
Senior Vice President
Hyatt, HyPride, Asian-Pacific Islander, B.L.A.C.K.,
that we should expand our presence on broader
Legal and Corporate Affairs,
disABILITIES, Latino and Veterans at Hyatt on
social media platforms to attract a more diverse
Hyatt Asia Pacific
a number of diversity projects and initiatives.
workforce, especially those from ethnic minorities.
Whilst over at HSF, a key area of focus was career
After some of the interns experienced long hours
coaching and unconscious bias training. One
in corporate meetings, they recommended more
exercise—Empathy Box, was cited as a highlight
adaptive workspaces and meetings for individuals
45
HR COMMUNITY
with neurodiversity. We were also encouraged
address their own unconscious bias, reduce
to consider recognition programs to reward
prejudice from the top-down, as well as enable
co-workers who actively support their
leaders to understand microaggressions and how
LGBTQ+ peers.”
their archaic communication styles may not be so politically correct.
Certainly, attracting a diverse workforce in this day and age is a key organisational priority.
We should
The 2022 Workspace DEI report by Culture Amp highlighted that nowadays, seven in ten organisations have practices in place that enable
expand our
them to source candidates from underrepresented groups, indicating that the workforce at large is moving towards more equitable talent
presence on
acquisition practices.
social media It is important that business leaders take a long
platforms
hard look within their organisation and identify areas of bias or homogeneity that require prompt addressing via training; remembering that no two
to attract a
companies will require precisely the same kinds of initiatives. The different kinds of training can be leveraged to different ends within the organisation
more diverse
depending on cultural and business needs. Appropriate training can complement existing initiatives in order to mitigate biased or inequitable
workforce.
behaviour, cultivate awareness and empathy as well as create a safe working environment for employees.
Though, considering only three out of ten HR practitioners hold DEI-specific job titles combined with the lack of a supporting team means that there is limited capability for HR to enact significant change and as a result, often the DEI initiatives will have limited impact or fail entirely. As such, business leaders seeking to implement DEI initiatives within their organisation should consider laying a strong foundation including incorporating a DEI mission statement, activating ERGs and instigating sponsorship or mentorship programmes akin to the Champion Internship.
Katie Carter Senior Vice President
Implementing internships is one way to establish
Hyatt Asia Pacific
a strong connection with younger generations of
Changing perceptions
underrepresented communities. By tapping into
Nicole Parker, Asia Head of HR, Herbert Smith
youthful knowledge, more established leaders
Freehills pointed to how the Champion Internship
can gain insights into generational thought
helped her identify areas for improvement, “We
processes as well as a greater cultural awareness
are proud of the work we have done to be more
and understanding of specific issues relating to
inclusive, but we can always do better. These
DEI. Accessing this knowledge can help leaders
students raised issues which we had not even
46 HR MAGAZINE SPRING 2022
HR COMMUNITY
thought of.” Murphy Mok, Senior Associate, HSF,
Champions felt safe enough to share their stories
Noreen Nadia, a Champion, shared her insights
also echoed Parker’s comments, “Their level of
and feel empowered to be part of a solution."
on the programme, “I was moved by the kindness
interest inspired us to do more and think about
shown by my fellow Champions and the willingness
what we are doing in a new way. We gained a deeper
to listen from the workplaces that we visited. I now
understanding of DEI issues both personally and
have a better understanding of the importance of
as a firm".
raising awareness in the workplace.”
Gordon Chan, Senior Vice President, Legal and
Inez Wong, another champion, also shared her
Corporate Affairs, Hyatt Asia Pacific noted, “All
experiences, “With the insights I gained, I have
of us came away with a deeper understanding of
learnt to think of things from an organisational
ourselves and issues faced by the Champions. They
perspective. This programme provided an eye-
all displayed an immense amount of vulnerability
opening experience letting us know how companies
and spoke openly about their challenges. I believe
work but more importantly, it gave us a chance to
this programme empowered all of us to see
break down barriers and work with people with
individual uniqueness and diverse viewpoints
diverse backgrounds.”
which are exactly what is needed to take our organisation into the future.”
The companies gained specific takeaways on inclusivity during the programme and at the
Executive coach Cheryl Lee, who led several
students' final presentation. Everything from
activities throughout the Championship
meal planning to the way job openings are posted
commented, "Everyone's journey is different. It
can be viewed, and improved, through the lens of
was important for us [as business leaders] that
inclusion. In view of the positive feedback from
the programme enabled us to not only understand
participants, the programme is slated to expand to
this but also to create an environment where the
more companies. n
47
HR LEGAL
HK Employment Ordinance & MPF Offsetting Update We spoke to Wendy Wong, Of Counsel, DLA Piper, regarding the Hong Kong Government’s proposed amendments to the Employment Ordinance (EO).Wong also provided updates on the proposed abolishment of the long-standing MPFoffsetting arrangement. What are the proposed amendments to the EO? There are in summary three proposed changes, which relate to dismissal of unvaccinated employees, dismissal of employees who are affected by a Cap. 599 Requirement (see further below) and statutory sick leave entitlement of such employees. Under the first proposal, it would be a valid reason
be extended to certain types of employees, such
The third proposal amends the definition of
as those who are pregnant or breastfeeding; and
statutory sickness day to expressly include a day on which an employee is absent from work by reason
for an employer to dismiss any employee who does
of their compliance with a Cap. 599 Requirement.
not comply with a ’legitimate vaccination request’.
4. When making the request, the employer
A vaccination request would be considered as
must reasonably believe that if the relevant
‘legitimate’ if it meets the following requirements:
employees contract the virus, any persons who
Statutory sickness allowance may be payable in
will come into contact with them whilst they
respect of such absence, unless the employee is
carry out their duties will be exposed to the risk
subject to a Cap. 599 Requirement due to their own
of infection.
serious and wilful misconduct and/or would not
1. The request is made in writing and is extended to all employees whose work nature is the same
have worked had they not been absent from work
or similar; The remaining EO amendments aim to 2. The relevant employees are provided with at least 56 days to comply with the request;
provide protection to employees whose movement is restricted by reason of their compliance with any requirement under
3. The scope of the request complies with
the Prevention and Control of Disease
the relevant requirements, which may vary
Ordinance (Cap. 599 Requirement), such as
depending on whether the place of work is
where an employee is subject to compulsory
subject to the vaccine pass arrangements and
quarantine or isolation as close contacts,
whether any government requirements or
a r e s t r i c t i o n - te s t i n g d e c l a r a t i o n o r a
recommendations apply. For example, where the
compulsory testing notice.
arrangements and no government requirement
Under the second proposal, it is not a valid
or recommendation applies, an employer can
reason to dismiss an employee by reason that
only require its employees to have received at
they are absent from work due to compliance
least one dose of vaccine, and the request cannot
with a Cap. 599 Requirement.
48 HR MAGAZINE SPRING 2022
Wendy Wong Of Counsel
place of work is not subject to the vaccine pass
DLA Piper
HR LEGAL
Should employers dismiss employees
arrangements which apply to employer’s
who refuse to be vaccinated? Are there
mandatory MPF contributions will be abolished.
alternatives?
However, the ability to offset SP/LSP against the value of employer’s voluntary MPF contributions
Whenever any employee refuses to be vaccinated
will remain unaffected.
or indicates that they cannot be vaccinated, HR and business leaders should first try to
It is important to note that the proposed
understand the underlying reason and explain the
changes will have no retrospective effect, and a
employer’s rationale for requiring employees to
transition date will be appointed. If an employee’s
be vaccinated. Where the employees can provide
employment commenced before the transition
a good reason and the employer is able and
date, the employer can continue to use the accrued
willing to accommodate, alternatives that can be
benefits of the MPF contributions (irrespective
considered include allowing them to work from
of whether the contributions are made before,
home, or allowing them to enter the workplace but
on or after the transition date, and irrespective
be subject to regular testing. Where the relevant
of whether the contributions are mandatory
due to compliance with a Cap. 599 Requirement.
employees cannot provide a good reason and/or the
or voluntary) to offset the employee’s SP/LSP
It is important that employers note that, for an
employer is unable to accommodate, separation
in respect of the pre-transition employment
employee to be entitled to statutory sickness
may need to be considered. Any separation
period. According to the Government, this aims
allowance, they must have accrued sufficient
should be handled with care, taking into account
to help reduce the risk of large-scale dismissals
number of statutory sickness days and the
any applicable legal requirements (including the
before the transition date.
period of absence must last for four or more
proposed amendments to the EO when they come
consecutive days.
into effect).
What does this mean for employers and employees?
Additionally, the employee must produce the relevant document or electronic data which shows
This is obviously good news for employees, as
their name (or information that can identify the
employers’ ability to offset any SP/LSP against
employee), the type of restriction imposed and
their accrued MPF benefits is restricted.
the commencement and expiry dates of the These changes may however have a significant
relevant restriction.
financial impact on employers. As such, the Government will implement a subsidy scheme
Furthermore, employers and HR should note that the relevant amendments do not have
Is there any other information that employers
to alleviate some of the pressure. It is currently
retrospective effect. This means that employees
need to be aware of in this regard?
expected that this scheme will last for a period of 25 years, during which the Government
are only eligible for statutory sickness allowance pursuant to the amended EO provisions with
Employers should be aware that the anti-
will bear a reducing portion of the additional
respect to any statutory sickness day which falls
discrimination ordinances remain to be relevant.
costs to employers.
on or after the date on which the amendments
Specifically, to the extent that any reason provided
come into effect.
by employees who refuse to be vaccinated relates
When is this change expected to be
to a protected characteristic (e.g. pregnancy,
implemented?
When are the amendments anticipated to
breastfeeding status or disability), any adverse
come into effect?
treatment (including termination of employment)
It is currently expected that the changes will
may constitute unlawful discrimination, and
come into effect by 2025. HR and business
further legal advice should be obtained.
leaders should keep an eye out for any legal
There is no clear indication as yet as to when the
developments and information relating to
Government plans to implement the proposed amendments. Although, given the pace at which the
MPF Offsetting Update
the changes as well as the Government’s subsidy scheme.
Government is responding to the developments of the pandemic, the changes are likely to become
You mentioned there have been developments
effective soon.
regarding MPF offsetting against statutory
How should HR professionals navigate the
severance/long service payments, could you share
way forward in this regard?
What proactive measures can HR leaders enact to
more details on that? HR should take the time to familiarise themselves
encourage vaccination amongst staff? This has been a long-standing and contentious
with the new changes, which will change the
At the onset of the pandemic, many of our clients
issue in Hong Kong. The developments announced
way how SP/LSP is calculated. They should
incentivised their staff to receive vaccination
last month relate to employers’ ability to offset
also look out for further information on
by providing additional cash bonuses and/or
any statutory severance pay (SP) or statutory long
the subsidy scheme when it is available.
vaccination leave. HR may consider implementing
service pay (LSP) payable against the current value
If there is any doubt, HR should consult
or keeping these incentives in place in order to
of employer’s mandatory MPF contributions.
their MPF trustee and/or seek furthe r
boost employee vaccination rates.
Once the changes come into effect, the offsetting
legal advice. n
49
HR BOOKS
Coaching Women to Lead – Changing the World from the Inside by Averil Leimon, François Moscovici, Helen Goodier The second edition of Coaching Wome n
The first edition of Coaching Women to Lead,
empower women to take ownership of their
to Lead is more relevant than ever before.
released 10 years ago, asked why there was
development whilst highlighting the crucial
Newly incorporated are the views of
such a low number of women filling leadership
work that male colleagues need to do in
millennials who have progressed in their
roles. Since then, the number of women in
order to cultivate greater gender diversity
ca re e rs to a manage me nt l e vel . It set s
leadership positions has risen but as the
within organisations.
the context of women leadership in the
authors ponder, has there been a real change?
broader diversity agenda and brings it all
Throughout the book, the authors examine
Coaching Wome n to Lead acts as a vital
to life with real-world success stories. The
the progress that has been made and compare
resource for HR professionals, enabling them
coaching techniques and practical examples
it with the work that is to be done, providing
to justify coaching investments with ample
have been updated and broadened and are
insights that enable organisations to reach
quantitative and qualitative data. The book
equally useful to the professional coach
their diversity objectives.
helps talent professionals draw timelines that
and to women interested in pursuing their
ensure coaching needs are met as required
personal development. Part textbook, part
In this updated edition of Coaching Women
by the different stages of a woman’s life and
trusted friend, Coaching Women to Lead is
to Lead, the authors revisit all the previous
career length. Coaching Women to Lead is a
also essential reading for HR professionals,
assumptions, factoring in millennials and
powerful tool for any organisation or HR
C-suite executives and any manager looking
beyond and share specific tools and techniques
professional that is dedicated to pursuing
to realise the full pote ntial from their
to develop women leaders and build more
fairness and equality and empowers them to
female colleagues.
women-friendly organisations. The authors
draw inspiration from best practices. n
About the authors: Averil Leimon
François Moscovici
Helen Goodier
Clinical Psychologist but decided
strategy consultant, a business
gender diversity work for
Leimon started her career as a early that she wanted to use
her psychological knowledge to improve performance and satisfaction at work. She
is co-founder of the White
Water Group, a London-based
leadership consulting firm. Her
clients include global banks and
insurance companies, utilities and engineering firms. Her current
research focuses on well-being.
50 HR MAGAZINE SPRING 2022
Moscovici has been in turn a
manager, an executive coach, an entrepreneur, and a professional chef. Co-founder of the White
Water Group, he brings a unique understanding of both business issues and how to influence
behaviours at a senior level. His current research focuses on
‘followship’ in the context of diversity. He is also a non-executive director for professional services firms.
Goodier has specialised in more than twenty years, star ting with Unilever,
and has helped global
companies embrace the
subject, par ticularly as a
communications specialist. She came to coaching over a decade ago and is the
current Regional Chair of the Association for Coaching – USA MCI & The Caribbean.
HR BOOKS
The Effective Presenter
by Ryan J. Warriner
Preparing for an upcoming professional presentation? Suffering from a lack of self-confidence? Secondguessing what you are going to say and whether or not you are going to miss something important? Fear not, as The Effective Presenter by Ryan J. Warriner will take away those fears and will help professionals, like you, succeed in knocking your next presentation out of the park.
Imagine stepping in front of an audience
that Warriner ensures that readers are well
knowing that you have already got your
prepared and can be trusted to produce when
presentation in the bag. In The Effective Presenter
called upon.
professional trainer and coach Ryan Warriner guides would-be presenters through the
The Effective Presenter approach navigates readers
presentation planning process, from beginning
through a wide range of presentation-related
to end. As Warriner puts it, “Presenting is like
skills that can be applied to other aspects of
a muscle: the more you work it, the more it
their working and daily lives. As each chapter
develops, and the stronger it becomes.” The
explores a new skill, knowledge is unpacked
book focuses on an effective 11-step framework
in a methodical, easy-to-follow manner and
that outlines the complete formula professionals
highlights common mistakes and the ways
need in order to prepare, design and deliver an
presenters can avoid them. By doing so, The
effective presentation.
Effective Presenter ensures that presenters will be able to captivate, inform and retain their
The Effective Presenter outlines interlinked
audience’s attention time and time again.
holistic processes that inform one another into a single, comprehensive equation. Instead of a
The Effective Presenter contains the key insights
presentation being viewed as a set of consecutive,
and strategies that enables presenters to optimise
independent activities, the author notes that it
communication whilst captivating their audience.
should be considered as an ecosystem, where
Instead of feeling nervous, overwhelmed, and
if one element is overlooked, it will have a
scattered, imagine feeling energised, excited,
ripple effect that causes other components
and enthusiastic about your next presentation.
of the presentation to be less accurate. Each
By the end of the book, readers will stop viewing
section engages readers with thought-provoking
speaking occasions as a burden and instead, see
questions about elements of the presentation
them as an opportunity to shine and realise their
they may not have considered. It is in this way
full potential! n
52 HR MAGAZINE SPRING 2022
The book covers: Establishing your presentation goals
Considering your audience’s perspective The logistics of a presentation How to select content without overwhelming your audience
How to structure and organise your presentation
Understanding your voice and body language
Controlling nerves and reducing anxiety And much more
HR CLASSIFIEDS
HR Classifieds Index Business Process Outsourcing 53 Co-working Spaces 54 Consumer Goods 54 Education / Corporate Training 54 Employee Well-being / Insurance 56 Financial Services 57 HR Consulting 57 HR Technology Solutions 58 Leadership Development 59
Legal / Employment Law / Tax MICE Venues / Event Organisers Recruitment / Executive Search / Staffing / Outsourcing Retail Relocation / Logistics Serviced Apartments / Hotels Staff Benefits
59 60 60 62 62 62 64
BUSINESS PROCESS OUTSOURCING BangMang Group was established in 2007 and provides Full-service HR solutions. As of 02.2019, 163 branches have been opened and cover over 300 cities in China. In the past 10 years, over 10,000 companies and 300,000 employees chose BangMang as their strategic HR partner. BangMang is dedicated to power business success with extraordinary HR.
Hong Kong BangMang Outsourcing Company Limited Unit 02, 11/F, Sunbeam Commerical Building, 469-471 Nathan Road, Hong Kong
Hong Kong BangMang Outsourcing Co., LTD established in 2015 provides outsourcing services includes Full-service HR solutions, Recruitment, Employee Leasing, and Employment Training. Our business partners cover Hong Kong, Mainland China, USA, and overseas regions. We are dedicated to provide the best HR services for your business goals.
Tel: (852) 2116 1600 Mr Law: (852) 6904 3721 adminhk@50bm.com 50bm.hk
TMF Group helps global companies expand and invest seamlessly across international borders. Its expert accountants and legal, HR and payroll professionals are located around the world, helping clients to operate their corporate structures, finance vehicles and investment funds in different geographic locations. With operations in more than 80 countries providing managed compliance services, TMF Group is the global expert that understands local needs.
TMF Hong Kong Limited 31/F, Tower Two Times Square, 1 Matheson Street, Causeway Bay, Hong Kong
Tricor Business Services draws on our diverse professional expertise, backed up by the latest technologies and systems, to provide a comprehensive range of services, including but not limited to: Business Advisory; Accounting & Financial Reporting; Treasury & Payment Administration; Human Resource & Payroll Administration; Tax Services; Trade Services; Trust Assets Administration; Fund Administration; Governance, Risk & Compliance; and Information Technology Solutions.
Tricor Services Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong
Our work processes and controls in the rendering of accounting and payroll services are externally audited by Ernst & Young Hong Kong and accredited each year in accordance with the International Standard on Assurance Engagements (ISAE) 3402.
Tel: (852) 3188 8333 Fax: (852) 3188 8222 info.apac@tmf-group.com www.tmf-group.com
Tel: (852) 2980 1888 Fax: (852) 2861 0285 info@hk.tricorglobal.com www.hk.tricorglobal.com
53
HR CLASSIFIEDS
CO-WORKING SPACES
The Executive Centre is recognised as the leader of premium flexible workspaces and event places across the Asia Pacific & Middle East through their 27+ years of experience providing corporate real estate solutions to industry leaders, MNCs and professional networks. At the heart of their growth is a Member-First philosophy to foster connections between our growing membership, giving them opportunities to connect, share information and benefit from a robust event series across all of our locations.
The Executive Centre 150+ Centres in 32 cities Level 15, AIA Central No.1 Connaught Road Central Central, Hong Kong Tel: (852) 2293 2787 Email: hongkong@executivecentre.com https://www.executivecentre.com/
Commons Workshop is an event space located in core CBD, on 353 Lockhart Road, Wan Chai. Enjoying panoramic sea view of Victoria Harbour on high floor (28/F), it is a grade A event space with industrial design and decorated with green plants to provide a comfortable environment. With well-equipped and one stop related event service and arrangement, it is specially tailor-made for different types of events, whether you’re hosting corporate trainings, seminars, product launch, press conference, networking events, business meetings, photo shooting, advertisement filming, etc.
Commons Workshop 28/F Sunshine Plaza 353 Lockhart Road Wan Chai Hong Kong
Compass Offices is a leading flexible office space provider in Asia Pacific. Founded in 2009, Compass Offices has grown to 9 cities, serving over 20,000 satisfied clients. Our clients include Fortune 500 companies, growing start-ups, entrepreneurs, independent professionals and enterprise teams.
Compass Offices Level 12, 20, 29, 38, Infinitus Plaza, 199 Des Voeux Road Central, Sheung Wan, Hong Kong
Tel: (852) 3911 0600 Fax: (852) 3911 0601 Email: sales@commons.hk https://commons.hk/
Email: hksales@compassoffices.com https://www.compassoffices.com/
cozy event space is your ideal venue for corporate and private events, ranging from training sessions, team building, seminars, meetings, conferences, workshops, parties… the possibilities are endless. Our versatile multi-purpose space may accommodate up to 50 seats in a seminar setting, and the layout may be freely configured according to your requirements. We are located in a brand new premium office building in Sheung Wan, and are the only tenant of the floor, which attributes are well appreciated by corporate clients that prefers a prestigious, modern and private venue.
cozy event space 17/F Skyway Centre 23 Queen’s Road West, Sheung Wan,Hong Kong Phone No.: +852 5741 6863 E-mail: cozy@werkspace.com.hk
To meet the flexibility required by many businesses, the space may also be rented in weeks or months for temporary office use for up to 20 staff members, with two rooms that may be used as meeting rooms or managers’ rooms.
Contact us today to schedule a site visit or to obtain a quotation!
CONSUMER GOODS Clorox is a global company with leading brands that have become household names: our namesake bleach and cleaning products; Ayudín® and Poett® home care products; Pine-Sol® dilutable cleaner; Fresh Step® cat litter; Kingsford® charcoal; Hidden Valley® and K C Masterpiece® dressings and sauces; Brita® water filtration products; Glad® bags, wraps and containers; and Burt's Bees® natural personal care products. We manufacture products in more than two dozen countries and market them in more than 100 countries. Clorox trades on the New York Stock Exchange under the symbol CLX.
Clorox 21/F Greenwich Centre, 260 King’s Road, North Point, Hong Kong SAR Ivy Li Tel: (852) 2919 1166 Email: ivy.li@clorox.com https://www.cloroxhongkong.com/ https://www.thecloroxcompany.com/
EDUCATION / CORPORATE TRAINING
54 HR MAGAZINE SPRING 2022
ACT is a corporate L&D consulting and training company based in Hong Kong & Singapore with over 15 years’ experience in people training and development that partners with forward-thinking organizations and leaders who understand the importance of their greatest asset - their people.
Asia Corporate Training Ltd. 13B, Shun Pont Commercial Building, 5-11 Thomson Road, Wanchai, HONG KONG
The acronym for the company name, ACT, simply and powerfully represents the philosophy of taking ACTion: to understand how one’s belief will lead to specific behaviours which will result in specific outcomes. ACT believes that selfawareness of how we think and act is critical for personal growth, to translate into leadership effectiveness, contributing to greater corporate success as a result.
Tel: (852) 25756470 contact@act-asia.com.hk www.act-asia.com.hk
HR CLASSIFIEDS
As a trusted international organisation and a global leader in English training, the British Council has over 70 years’ experience in English assessment. We develop and deliver English language programmes for businesses in Hong Kong. Aptis, British Council’s English testing tool, is a robust four skills test used by corporate businesses, government organisations and educational institutions. It provides an accurate and affordable way to benchmark language levels of employees for recruitment or career advancement purposes. With results available in as little as 24 hours, Aptis assesses ability in the areas that HR want to focus on – in individual skills or combinations of speaking, writing, listing or reading.
British Council 3 Supreme Court Road, Admiralty, Hong Kong Tel: (852) 2913 5100 aptis@britishcouncil.org.hk www.britishcouncil.hk/en/ exam/aptis
BPP is a global leader in professional education and training, working with the world’s leading global organisations to reach new levels of productivity, value, and growth. We work with you to create educational programmes to upskill and cross skill your employees and build your workforce set for the future.
BPP Education Group 80 Robinson Road #02-00, Singapore, 068898
•
Chorev Consulting International Unit B, 3/F, Kin On Commercial Building, 49-51 Jervois Street, Sheung Wan, Hong Kong
• • •
Offer leadership development programs and consulting services in the area of High EQ leadership, Change Management, Growth Mindset and Advanced communication with diverse stakeholders Programs based on the latest scientific research & Asian organization context to inspire behaviorial change Provides services in the area of customized 360 rollout, LEA 360, MBTI, EQi-2.0 and Strategic Management Clients including John Lewis, Hang Lung Properties, Hong Kong Government, Jardine Matheson, Amadeus, Nano and Advanced Materials Institute (NAMI), Citic Telecom CPC, Value Partners, YMCA, HKUST, Chinese University and City University of Hong Kong
Tel: (65) 9338 7331 http://www.bpp.com/asia-pacific
Tel: (852) 3568 2747 Fax: (852) 3544 3300 http://www.chorevconsulting.com/
Dew-Point International Ltd. is a leading provider of training and management consulting services throughout Asia. We assess the specific needs of our clients and respond with customised, practical training programs and consulting services. Established in 1973, we combine in-depth knowledge with genuine enthusiasm and highly dynamic training techniques to create productive and effective learning experiences. DewPoint enhances organisational and individual effectiveness by building the capacity within organisations without the need of continued outside help. Through assessment, skills training, team facilitation and executive coaching, we have ensured the long-term success of countless clients.
Dew-Point International Ltd. 21/F., Ritz Plaza,122 Austin Road, Tsimshatsui, Kowloon, Hong Kong
Growth Academy Asia reimagines the L&D landscape by providing HR with cutting-edge, tech-driven learning and development solutions. Founded in 2021, the Hong Kong-based learning company focuses on HR matters such as leadership development, onboarding and diversity and inclusion. Its mission is to enable individuals and teams to reach their full potential through immersive training programmes backed up by science and tech. Integrating technology, AI, and game theory into their products allows them to measure what matters and produce comprehensive personal and team action plans to enable participants to engage on their continued learning journey with confidence and measurable results.
Growth Academy Asia Unit B, 2/F, 708-710 Prince Edward Road East, Kowloon, Hong Kong
Tel: (852) 2730 1151 Fax: (852) 2730 0164 info@dew-point.com.hk www.dew-point.com.hk
Stuart Harris, Founder and Managing Director Tel: (852) 3002 2472 hello@growthacademyasia.com https://growthacademyasia.com/
55
HR CLASSIFIEDS
The PTI Group is a consulting, training, and publishing group. In conjunction with the internationally-renowned professional association, International Professional Managers Association (IPMA) of UK, we offer online pure distance learning courses (PDLCs). IPMA’s website: http://www.ipma.co.uk/conferences.
The PTI Group 20/F. Wellable Commercial Building, 513 Hennessy Road, Causeway Bay, Hong Kong
Our “Financing & Capital Raising Professional™ (FCRP™)” and “Environmental, Social & Governance Expert™ (ESGE™)” programmes seek to enhance candidates’ practical & international knowledge in raising funding for companies (bank financing, IPO, private equity etc.) and ESG respectively. Upon qualification, candidates can use respective professional designation, awarded by IPMA.
Tel: (852) 3511 9288 info@the-pti.com www.the-pti.com
Raise your colleagues’ ability to add value through practical & international knowledge by enrolling in our PDLCs.
The Vocational Language Programme Office aims at offering quality vocational English, Chinese and Putonghua training for working adults to meet their language needs at work. We have run various courses for public organisations and private corporations before, such as HKSAR Water Supplies Department, Hospital Authority and Pizza Hut Hong Kong Management Limited. With the support from the Language Fund, the QF-recognised Vocational English Enhancement Programme is on offer for enhancing the practical English skills of the Hong Kong workforce. Individual corporations can enjoy great flexibility by having the VEEP courses operated at their training venues and preferred schedule. On completion of the course, learners can receive 60% of the course fee reimbursement and obtain certificates issued by the Vocational Training Council and LCCI.
Vocational Language Programme Office Vocational Training Council Room 437, 4/F, Academic Block, 30 Shing Tai Road, Chai Wan, Hong Kong Tel: (852) 2595 8119 vlpo-veep@vtc.edu.hk www.vtc.edu.hk/vlpo
EMPLOYEE WELL-BEING / INSURANCE Hong Kong Adventist Hospital—Stubbs Road is one of the leaders in medical services, providing organisations with comprehensive health assessment packages to choose from. The hospital works closely with HR and Benefits specialists to design tailor-made programmes to satisfy your staff’s unique requirements. The checkups not only assess staff’s health status and identify the risk factors, it also provide preventive programmes to help clients fine-tune their lifestyles for healthy living. All the services are supported by experienced professional staff using advanced equipment in modern facilities.
Hong Kong Adventist Hospital— Stubbs Road 40 Stubbs Road, Hong Kong
Major Compare is a leading international employee benefits consultancy, risk management advisory and business insurance brokerage firm. They work with companies of all sizes both in Hong Kong and around the world to advise and implement customised employee benefit plans with the goal of retaining and attracting employees. Through industry specific due diligence Major Compare also help reduce HR overheads with policy management and by ensuring your company is fully and properly insured with the guarantee of the lowest premium(s). All services provided by Major Compare are completely free to their clients.
Major Compare 1/A, 128 Wellington Street, Central, Hong Kong Tel: (852) 3018 1353 www.majorcompare.com.hk
Total Loyalty Company is a leader provider in providing corporate wellness and staff engagement solutions in Hong Kong for companies of all sizes. We curate solutions based around wellness events and campaigns, staff discounts, regular communications, all provided through a program website and app, branded as your internal program.
Total Loyalty Company Unit 2106, Westlands Centre, 20 Westlands Road, Quarry Bay, Hong Kong Tel: (852) 2536 9010 Fax: (852) 2536 9008 www.totalloyalty.asia
Underpinning our wellness programs is our unique TLC Wellbeing Survey, allowing each employee to develop an instant set of metrics of their total wellbeing and create an individualise wellbeing plan. As well a company-wide summary (anonymous data) can enable TLC to help each client develop a meaningful and targeted wellbeing campaign for staff. More than just yoga classes and steps challenge, the TLC Corporate Wellness programs provide practical and impactful programs that make a positive difference.
56 HR MAGAZINE SPRING 2022
Tel: (852) 3651 8888 Fax: (852) 3651 8840 www.hkah.org.hk
HR CLASSIFIEDS
FINANCIAL SERVICES Societe Generale is one of the leading European financial services groups. Based on a diversified and integrated banking model, the Group combines financial strength and proven expertise in innovation with a strategy of sustainable growth, aiming to be the trusted partner for its clients, committed to the positive transformations of society and the economy.
Societe Generale Level 34, Three Pacific Place 1 Queen’s Road East Hong Kong (regional Head Office)
atrain is a premium consultancy in leadership assessment, talent management and organisation development. Headquartered in Germany, we have offices in Europe, United States, South America and Asia.
atrain Limited Unit 1201-3, 135 Bonham Strand Trade Centre, 135 Bonham Strand, Sheung Wan
Tel: (852) 2166 5388 https://www.societegenerale.asia
HR CONSULTING
90% of our consultants are business psychologists; we bring together the best of business strategies and the psychological approach to develop solutions tailor-made to your requirements. We explore and research on innovative concepts, and help you to cultivate the company culture you envisage. Our international presence and culturally diverse teams enable partnerships with multi-national corporate clients for their business growth and success.
Tel: (852) 2522 9018 info@atrain-apac.com www.atrain-apac.com
Put us to the challenge—you will not be disappointed.
Atrium HR Consulting is a joint venture between Alliance Group International and RamsaySmith, bringing together extensive experience and a wealth of specialist knowledge. Atrium’s aim is to help businesses achieve the highest possible level of performance by maximising efficiency, cost savings and results. Atrium’s services are used and trusted by more than 25% of the Fortune Global 500. Building upon their current client base, resources and an established global infrastructure they work to deliver a professional customer-focused service around the world.
Atrium HR Consulting. 22/F OVEST, 77 Wing Lok Street, Sheung Wan, Hong Kong Contact person: Pauline Williams Tel: 852 2891 8915 info@atriumhr.com www.atriumhr.com
Today Atrium supports clients across 180 countries with their recruitment, training, employee benefits and wellness programmes.
Flex Human Resources strives to provide small and medium-sized Hong Kong businesses with comprehensive, reliable and cost-effective HR outsourcing and consulting services. Our services include recruitment and selection, headhunting, payroll processing, benefit administrations, performance management, training and development, employee surveys, HR analytics and projects, etc. With strong talent databases, we also provide staff leasing and outsourcing for companies in Hong Kong, China and overseas.
The Hong Kong Management Association (HKMA) was established in 1960. The HKMA is a non-profit making organisation which aims at advancing management excellence in Hong Kong and the Region, with a commitment to nurturing human capital through management education and training at all levels, the HKMA offers over 2,000 training and education programmes covering a wide range of management disciplines for approximately 48,000 participants every year.
FLEX Human Resources Unit 705, 7/F, Tamson Plaza, 161 Wai Yip Street, Kwun Tong, Hong Kong Tel: (852) 3466 5279 info@hroutsourcing.hk www.HRoutsourcing.hk
Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong Tel: (852) 2766 3306 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk
57
HR CLASSIFIEDS
Korn Ferry is the pre-eminent global people and organizational advisory firm. We help leaders, organizations and societies succeed by releasing the full power and potential of people. Our nearly 7,000 colleagues deliver services through Korn Ferry and our Hay Group and Futurestep divisions. At Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single source for leadership and talent consulting services to empower businesses and leaders to reach their goals. Through our vision, research and tools across 80 offices and 3,400 employees, we convert potential into greatness. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning, and recruitment process outsourcing (RPO). Organisations around the world trust Korn Ferry to manage their talent—a responsibility we meet every day with passion, expertise, integrity and results.
Tricor Consulting Limited is a member of Tricor Group dedicated to creating value for clients and strengthening their organization capabilities through: Strategic Management—Shaping your future and making it happen Organization Structuring—Aligning organization structure with strategies HR Consulting—Maximizing performance and return on investment of human assets Talent Management—Cultivating talents to create competitive advantage Director Remuneration and Board Evaluation—Ensuring appropriate remuneration of senior executives and building an effective board Training Resources Consulting—Maximizing business impact of training with ondemand scalable resources. Change Management—Partnering with clients to drive and enable organization transformation
Korn Ferry International (H.K.) Limited 15/F, St. George’s Building, 2 Ice House Street, Central, Hong Kong Tel: (852) 2971 2700 Fax: (852) 2810 1632 General inquiry: kornferry.hongkong@kornferry.com Leadership and Talent Consulting: ltc. hongkong@kornferry.com www.kornferry.com
Tricor Consulting Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1027 Fax: (852) 2262 7596 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com
HR TECHNOLOGY SOLUTIONS
At BIPO, we help businesses transform and digitalise, enabling them to thrive and realise their growth ambitions. Around the world, we support over 1,600 clients across 87 countries and regions with a new generation of HR solutions. Our comprehensive suite of service products from our award-winning cloud and mobile-based HR Management System (HRMS), multi-country payroll calculation, overseas landing services, Professional Employer Organisation (PEO) to attendance automation provide clients with a multi-regional, integrated and seamless user experience.
Florence Mok: Tel: (852) 3643 0295 Email: florence.mok@biposervice.com https://www.biposervice.com/
COL Consulting Limited (COL) is leading by dedicated and enthusiastic ICT professionals and is at the forefront of an array of HRMS providers to attain Excellent HR Information System Provider at HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management (HKIHRM).
COL Consulting Limited (COL) Unit 2502, 25/F, 9 Chong Yip Street, Kwun Tong, Kowloon, Hong Kong
With domain expertise in business applications, our certified team of professionals deliver the best practice Human Capital Management (HCM) solutions ranging from the award-winning HR Pro, the web-based and mobile compatible employee self-service portal to Talent Management system for MNCs, enterprises and SMEs.
Tel: (852) 2118 3999 Fax: (852) 2112 0121 colmarketing@colconsulting.com.hk www.colconsulting.com.hk
COL is Oracle and Cornerstone OnDemand certified partner. COL has cultivated comprehensive professional services capabilities with the CMMI Level 3 qualification to cope with the proliferated demand for digital transformation.
58 HR MAGAZINE SPRING 2022
BIPO C1, 22F TML Tower, No. 3 Hoi Shing Road, Tsuen Wan, New Territories, Hong Kong
HR CLASSIFIEDS
With strategic offices in Hong Kong, China, UK and US, DaXtra is a world leading specialist in high-accuracy multilingual CV parsing, semantic search, matching and process automation technologies. Our solutions are compatible with most leading recruitment ATS and CRM systems and are designed to bring efficiency and automation, while dramatically reducing the overall ‘cost of hire’. Over 1000 organisations globally use DaXtra products every day – from boutique recruitment firms to the World’s largest staffing companies, from corporate recruitment departments to job boards and software vendors.
Daxtra Technologies (Asia) Ltd. Unit 401, OfficePlus 93-103 Wing Lok Street Sheung Wan, Hong Kong
Ramco Systems is a next-gen Enterprise software player disrupting the market with its multi-tenant cloud and mobile-based enterprise software in HR and Global Payroll. Part of the USD 1 billion Ramco Group, Ramco’s employees are spread across 24 offices globally and focus on Innovation and Employee Experience to differentiate itself in the marketplace. Infused with Artificial Intelligence & Machine Learning, and with next-gen features such as Chatbots, Voice, and Facial recognition-based workforce management, Ramco Payroll (offered as platform & as managed services) manages 50+ country payroll covering Greater China, APAC, Middle-East & Africa on one single platform.
Ramco Systems #761, 7/F, 181 Queen’s Road Central, Hong Kong
SuccessFactors, an SAP company, is the leading provider of cloud-based Business Execution Software, which drives business alignment, optimises workforce performance, and accelerates business results. SuccessFactors customers include organisations of all sizes across more than 60 industries. With approximately 15 million subscription seats globally, we strive to delight our customers by delivering innovative solutions, content and analytics, process expertise, and best practices insights. Today, we have more than 3,500 customers in more than 168 countries using our application suite in 35 languages.
SuccessFactors 35/F, Tower Two, Times Square, 1 Matheson Street, Causeway Bay, HK
For over 20 years MDS has been the market leader in talent development, leadership training, sales effectiveness and executive coaching, producing great results for global companies in the Greater China and APAC regions.
Management Development Services Limited Room 1701–3, Kai Tak Commercial Building, 317–319 Des Voeux Road Central, Sheung Wan, Hong Kong
Tel: (852) 3695 5133 asia@daxtra.com www.daxtra.com
Rohan Raghunath Tel: +852 95166231 Email: rohan.raghuanth@ramco.com https://www.ramco.com/
Tel: (852) 2539 1800 Fax: (852) 2539 1818 info.hongkong@sap.com www.successfactors.com
LEADERSHIP DEVELOPMENT
MDS is the certification centre and distributor of leading personality and leadership assessments for talent development programmes including the MBTI® and FIRO® , Leadership Effectiveness Analysis (LEA360™) and GMI® , Strong Interest Inventory ® for career planning, Sales Performance Assessment™ (SPA™) for sales development, and TKI® for negotiation skills. From MDS offices in Hong Kong, Singapore, Beijing, Shanghai and Taipei we manage an outstanding team of international trainers and executive coaches delivering a vast collection of leadership and sales programmes including the Miller Heiman products.
Tel: (852) 2817 6807 Fax: (852) 2817 9159 mds@mdshongkong.com www.mdshongkong.com
In 2016, MDS launched the Smith-MDS partnership with University of Maryland Robert H. Smith School of Business. The partnership draws on a world-class faculty, facilitators and executive coaches to deliver leading edge executive development solutions.
LEGAL / EMPLOYMENT LAW / TAX DLA Piper has been doing business in Hong Kong for 20 years. It has close links with our other offices in Asia, Europe, the Middle East and the US. Together, we provide clients with a seamless global capability to meet their business needs. Staffing the Hong Kong office is a vibrant team of over 130 locally and internationally-trained partners, lawyers, consultants and legal executives. Our lawyers regularly assist clients with their multi-jurisdictional cross-border activities throughout the Asia Pacific region. Reflecting the international diversity of our clients, our people in Hong Kong all speak English, with individuals speaking Putonghua (Mandarin), and a wide range of Asian languages and dialects including Cantonese, Korean, Shanghainese, Taiwanese, Vietnamese as well as French, German, Italian, Punjabi and Spanish.
DLA Piper 25/F, Exchange Square Block 3, 8 Connaught Pl, Central Tel: (852) 2103 0808 http://www.dlapiper.com
59
HR CLASSIFIEDS
At EY, our purpose is building a better working world. The insights and quality services we provide help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.
EY 22/F CITIC Tower, 1 Time Mei Avenue, Central, Hong Kong
Hugill & Ip is a young independent law firm, but with decades of experience providing bespoke legal advice and exceptional client service to individuals, families, entrepreneurs and businesses, in Hong Kong and internationally. The firm’s core team comprises partners who are recognised as leaders in the areas of Dispute Resolution, Corporate & Commercial, Family, Probate & Trust and Employment.
Hugill & Ip Solicitors 2308, Two Lippo Centre 89 Queensway Hong Kong
Hugill & Ip’s Employment practice is constantly developing to keep pace with the law and has gained a respected position with employers, employees and among our peers as being at the forefront of providing practical and straightforward advice in a complex and fast-moving area of law.
Tel: 2846 9888 Tel: 2868 4432 https://www.ey.com/
Tel: (852) 2861 1511 en quiry@ hugillandip.com www.hugillandip.com
Whether advising individuals or companies, the firm provides advice that is results-driven. With extensive knowledge and experience of employment law in Hong Kong, Hugill & Ip is able to advise on all options but will also “come offthe-fence” and offer advice that achieves a practical solution
MICE VENUES / EVENT ORGANISERS
AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, 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 Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com
RECRUITMENT / EXECUTIVE SEARCH / STAFFING OUTSOURCING
Headquartered in Switzerland, Adecco is a Fortune Global 500 company with around 5,000 offices in over 60 countries and territories around the world. We possess the skills and global intelligence to develop human resource strategy for the highest levels, yet remain close to clients, local markets and needs. Adecco Hong Kong has over 30 years of experience in the region, with a comprehensive service offering that includes permanent placement, temporary & contract staffing, recruitment process outsourcing, HR consulting & assessment services, employment contract services, recruiting projects & overseas search, payroll outsourcing & administration services, and training.
60 HR MAGAZINE SPRING 2022
Adecco Personnel Limited 12/F, Fortis Tower, 77-79 Gloucester Road, Wanchai, Hong Kong Tel: (852) 2895 2616 Fax: 2895 3571 hongkong@adecco.com http://adecco.com.hk/
HR CLASSIFIEDS
Elabram Group is responsible for the global business of Elabram HR Solution, Elabram Telco, XRemo, and WMS, with a more than 20 years history and core competencies in human resources and telecommunication consultancy. The company has successfully placed more than 83.000 talents and served more than 118 clients worldwide. In its four business divisions, Elabram Group is continually expanding its capability and innovation to align customer needs.
Elabram Group Level 23 Nu Tower 2, KL Sentral, Jalan Tun Sambanthan, Kuala Lumpur 50470, Malaysia. Mikel Yaw Tel: +60338317888 Email: enquiries@elabram.com https://elabram.com/
Established in 1996, Frazer Jones is a Human Resources Recruitment Consultancy. Contact us to find out how we can assist you in your next Human Resources hire or if you are looking for a change in your HR career. As part of The SR Group, Frazer Jones has wholly owned offices in Singapore, Sydney, Melbourne, Dubai, London, Düsseldorf and Munich and has access to the best HR talent around the world.
Frazer Jones 1918 Hutchison House, 10 Harcourt Road, Central, Hong Kong
Headquartered in the Netherlands, Randstad is a Fortune Global 500 Company and the second largest recruitment & HR services provider globally, with operations spanning across 39 countries with over 29,700 corporate staff that help talented people develop their career potential and provide companies with the best people to reach their business goals. Founded in 1960 by Frits Goldschmeding, our Asia Pacific operations reaches across Hong Kong, Singapore, Malaysia, China, Japan, India, Australia and New Zealand. Randstad Hong Kong was established in 2009 and specialises in permanent and contract recruitment across specialized areas including Accounting & Finance, Banking & Financial Services, Construction, Property & Engineering, Information Technology & Telecommunications, Sales & Marketing, Supply Chain & Logistics.
Randstad 5/F, Agricultural Bank of China, 50 Connaught Road, Central, Hong Kong
Tricor Executive Resources has for the past 28 years built an unrivalled reputation for integrity and professionalism in the executive search business. Our team of specialist consultants and researchers provide a range of practical and innovative solutions to help you search for the right talent to meet your business needs. We utilize in-depth research, intense resourcing and a highly focused approach in the identification of qualified candidates in the appropriate industry sector. Our clients consists of multinationals, publicly listed and private companies as well as family-owned and start-up companies.
Tricor Executive Resources Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1166 Fax: (852) 2869 4410
We also provide advice on HR best practices to enhance your human capital. Our HR Solutions can help drive your business performance through the effective use of talent. These include Compensation and Benefits Benchmarking; Soft Skills and Management Development Training; Performance Management Systems; Talent Assessment Centre; Human Resource Outsourcing; Career Counselling and Talent Transition Management and Employee Engagement Surveys.
Tel: (852) 2973 6737 info@frazerjones.com frazerjones.com
Tel: (852) 2232 3408 www.randstad.com.hk
fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com
61
HR CLASSIFIEDS
RETAIL
KAS Group Asia (KGA) is the exclusive direct sourcing arm of Kmart Group that operates the iconic retail brands Kmart Australia, Target Australia and Catch. KGA’s operations span the largest sourcing markets across Asia including China, India, Bangladesh, Pakistan, Cambodia, Indonesia and Vietnam, supporting an annual sourcing capability of US $ 2.5 billion.
KAS Group Asia (KGA) 10/F, Trade Square, 681 Cheung Sha Wan Road, Kowloon, 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 low-stress relocation services. Perhaps you are responsible for coordinating your office move and would like to know more about ‘low down-time’ office relocations. Whatever your needs, wherever you are headed, Asian Tigers can help facilitate and streamline your relocation. Give us a call and find out how we can assist you.
Asian Tigers Mobility 17/F, 3 Lockhart Road, Wan Chai, Hong Kong
Crown Relocations, a worldwide leader of global mobility, domestic and international transportation of household goods, and departure and destination services, has over 180 offices in more than 50 countries. From preview trip and immigration assistance to home and school searches, orientation tours, intercultural training, partner career programme, and ongoing assignment support, Crown offers the best relocation solutions to corporate clients and transferees across the world.
Crown Relocations 9 - 11 Yuen On Street, Siu Lek Yuen, Sha Tin, New Territories
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
Lavina Mehta Tel: (852) 2732 3402 Fax: (852) 2730 1051 Email: lavina.mehta@tgasourcing.com http://www.kmart.com.au/ http://www.target.com.au
RELOCATION / 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
SERVICED APARTMENTS / HOTELS
62 HR MAGAZINE SPRING 2022
Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com
HR CLASSIFIEDS
GARDENEast is prestigiously located at the heart of Queen’s Road East, Wan Chai, boasting 216 luxurious units in 28 storeys. Each of our luxurious units is subtly unique. Spacious studio, studio deluxe, deluxe 1-bedroom, executive suite and twin-beds in selected rooms, with their sizes ranging from 395 to 672 square feet, are comfortably-appointed with an all-encompassing range of fittings and furnishings. The landscaped gardens offer a relaxing lifestyle, peace and tranquillity of green living and a diverse choice of dining and entertainment is right on your doorstep.
GARDENEast Serviced Apartments 222, Queen’s Road East, Wan Chai, Hong Kong Tel: (852) 3973 3388 Fax: (852) 2861 3020 enquiry@gardeneast.com.hk www.gardeneast.com.hk
The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, three minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre, the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong, guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.
The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong
Conveniently nestled in the East of Hong Kong, Kornhill Apartments is one of the biggest apartment blocks in town, featuring a total of 450 units with a variety of unit configurations designed to suit every need imaginable.
Kornhill Apartments 2 Kornhill Road, Quarry Bay, Hong Kong
Notable for cozy and contemporary décor, as well as superior amenities and services, the complex is located next door to Kornhill Plaza where you can relish a wide array of shops and entertainment choices.
Tel: (852) 2137 8101 Fax: (852) 2568 6256 kornhillapts@hanglung.com www.kornhillapartments.com
The apartments are an excellent choice for corporate clients who cater for visits by expatriate colleagues. Units include studio, one to two-bedroom suites and deluxe three-bedroom suites.
Regal Hotels International is one of the largest hotel operators in Hong Kong, currently owns and manages twenty-three hotels. Committed to exceeding the needs of each and every guest, all Regal Hotels provide first-class international guestrooms and facilities including state-of-the-art meeting and banquet rooms.
Tel: (852) 3718 8000 Fax: (852) 3718 8008 enquiries@harbourviewplace.com www.harbourviewplace.com
Regal Hotels International 11/F, 68 Yee Wo Street, Causeway Bay, Hong Kong, CN https://www.regalhotel.com/
63
HR CLASSIFIEDS
Vega Suites, is the stylish suite hotel in Kowloon East. Located atop the MTR Tseung Kwan O Station, Island East and Kowloon East are only 3 MTR stops away. The integrated complex becomes a new landmark creating a comfortable, relaxing and home like living space for guests. The all-encompassing landmark development comprises two international hotels & luxury residence The Wings. Situated directly above the trendy PopCorn mall, connected to one million square feet of shopping, dining, leisure and entertainment. There is a lustrous selection of units – ranging from Studio, 1-Bedroom, 2-Bedroom to 3-Bedroom with flexible staying terms.
Vega Suites Atop Tseung Kwan O Station 3 Tong Tak Street Tseung Kwan O, Hong Kong
V is a collection of award-winning hotels, serviced apartments and private residences in Hong Kong.
V Hotels and Serviced Apartments Unit 5702, Cheung Kong Centre, 2 Queen’s Road Central, Hong Kong Tel: (852) 3602 2388 Fax: (852) 2891 1418 reservations@thev.hk www.thev.hk
Bringing our philosophy of eat, shop, live easy, each V is nestled in a plethora of restaurants, amidst excellent shopping hubs and surrounded by an extensive transportation network. V Wanchai and V Wanchai2 are minutes walk from HKCEC, whilst the Lodge connects to 5 railway systems. Each V is urban, contemporary, but calm and quiet. Our two Causeway Bay properties host penthouse and terraced apartments for families and elegance entertaining, whilst V Happy Valley features an outdoor water garden.
Tel: (852) 3963 7888 Fax: (852) 39637889 enquiries@vegasuites.com www.vegasuites.com.hk
Each V carries a different design motif, yet shares one critical ingredient – we deliver a high standard of comfort and good honest service.
STAFF BENEFITS
Philip Morris Asia Limited is building a future on a new category of smoke-free products that, while not risk-free, are a much better choice than continuing to smoke. PMI's smoke-free IQOS product portfolio includes heated tobacco and nicotine-containing vapor products. As of March 31, 2020, PMI estimates that approximately 10.6 million adult smokers around the world have already stopped smoking and switched to PMI’s heated tobacco product, which is currently available for sale in 53 markets in key cities or nationwide under the IQOS brand. For more information, see our PMI (https://www.pmi.com/) and PMIScience (https://www.pmiscience.com/) websites.
Philip Morris Asia Limited Suites 2402-2411 24/F Devon House, Taikoo Place 979 King’s Road Quarry Bay, Hong Kong Tel: 28251600 https://www.pmi.com/
Scan the QR code to subscribe to HR Magazine and join all our events and livestreams throughout the year
64 HR MAGAZINE SPRING 2022
BUILDING AND MANAGING YOUR WORKFORCE WITH FLEXIBILITY As the future of work moves towards more flexible working and staffing arrangement, new staffing solutions emerge. Tricor Staffing Solutions is an all-round human resources service provider that offers you a complete suite of recruitment and staffing solutions. Our Professional Employer Organization (PEO) can help your company operate and scale with flexibility, especially in times of uncertainty. Explore our professional and hassle-free human resources services, visit https://hongkong.tricorglobal.com/tss.
Tricor Staffing Solutions Recruitment Firm of the Year (Elite) – Platinum
(852) 2980 1888
TricorStaffingSolutions tricor_staffing_solutions
enquiry@tricor-ss.com
86% 2,046 1
OF EMPLOYEES WANT TO LEARN NEW SKILLS TAILORED LEARNING OPPORTUNITIES
CIO WANTS AN ANALYTICS SOLUTION THAT MEETS EVERYONE’S NEEDS
SAP® SuccessFactors® HXM Suite helps your business deliver what employees need to grow, stay engaged, and be productive. Now, and always. TOGETHER
WE GOT THIS © 2021 SAP SE or an SAP affiliate company. All rights reserved.
sap.com/hk