22 ABC of DE&I Germaine Hunter shares how The Clorox Company nurture and leverage DE&I
26 Himalayas, Hilton & Humans Meet the James Bond of L&D and his mission to enhance human potential
50 HK's COVID vaccination Employer considerations on getting workforces vaccinated against COVID-19
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Publisher's Note Editorial Publisher & Editor-in-Chief
Publisher’s Note
theme, Germaine Hunter, VP Inclusion & Diversity
Paul Arkwright
Vaccinations for COVID-19 are already in full
at The Clorox Company, also shares the importance
swing in Hong Kong (page 5) and globally. The
of leveraging authenticity, burnish passion, and
Sub-Editor
mass vaccination programme is also raising some
C-suite buy-in to achieve DE&I (page 22).
Christy Chan
interesting ethical and compliance questions for HR (page 50). On-ground events are starting up
Himalayas, Hilton & Humans
Staff Writers
again, lockdowns being lifted, and a few countries
We share over three decades of wisdom from the
Grace Mak, Harrison Wou
beginning to open up to those who have been
James Bond of L&D, Raju Sajnani, in his mission
vaccinated. HR looks set for another ‘exciting’ time
to enhance human potential. Read his fascinating
as workforces transition back to largely-hybrid
story from the Himalayas to Hong Kong and learn
work models.
the five questions every L&D head needs to ask
Art & Graft Head of Design
their trainees (page 26).
Russell Balad
What’s new? Designer
In the news, the Hong Kong SAR Government
HR in space
Heidi Chan
provides support for talent amid the biggest
We share Growth Academy Asia’s out-of-this-world
ever fiscal deficit on record (page 5). Hiring is
VR L&D platform, which sends your team to an
still sluggish in the travel sector, with travel
alien environment, engages them, gives them space
Russell Balad, Dinesh Sivakumar,
down significantly (page 8). Flexible workforce
to develop and provides instant HR feedback on
Freepik, Pexels, Unsplash
programmes launched in the UK (page 10) and
performance to boot. (page 30).
Images
Editorial Enquiries
DLA Piper share their stretch goals for DE&I in the near future.
Paul Arkwright Tel: (852) 2736 6318
Women at work
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In our cover story, we share tips on facilitating
Advertising & Sponsorship Aamir Khan
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1
CONTENTS 2021 Spring HR News
HR Features
04
Hong Kong News
22
ABC of DE&I
08
APAC News
25
3 seconds of silence is golden
10
International News
26
Himalayas, Hilton & Humans
12
HR Events
30
Giving teams psychologically safe spaces
14
HR Moves
15
HR in Numbers
to develop
Cover Story 16
32
HR without borders
36
China and India templates for boosting
50
Hong Kong's COVID-19 Vaccination Programme
HR Books 52
The Day Tomorrow Said No: The Discovery That
acceptance of LGBT workers
Forever Changed the Future and How We Work
38
Biggest employer empathy failings
Leading from Home: The Legacy of Lockdown
40
Men unsure how to support gender equality
Women at work 42
Facilitating, nurturing & celebrating
HR Legal
WFH potential H&S time bomb
Classifieds
female success 53
Classifieds
HR Technology 44
Workplaces that work
46
Transitioning to HRMS
44
22
2 HR MAGAZINE SPRING 2021
26
40
50 3
HR NEWS HONG KONG NEWS
Hong Kong News of HK$20,000 as for 2019/20. The reduced
Apart from financial services, we hope the
scale of such sweeteners had been anticipated,
Government will consider providing incentives
given government forecasts of a record-high
to other sectors that are strategically significant
fiscal deficit of HK$257.6 billion for 2020/21,
for the economic development of Hong Kong,
along with estimated deficits for each of the
such as regional headquarters and intellectual
following five years. But the general public
property hubs.
may expect the Government to do more to tide them over the current difficult period.
The budget also proposes an increase in stamp duty on Hong Kong stock transfers, to be
Instead of a cash pay-out of HK$10,000 similar
payable by both the buyer and seller, from 0.1%
to last year, the Government has announced
to 0.13%. As a means of increasing government
that
electronic
revenue, this measure will have relatively
consumption vouchers in instalments to each
less impact on the general public. However,
eligible Hong Kong permanent resident and
PwC recommends the Government conduct
new arrival aged 18 or above. This will help
a thorough consultation with the financial
HK budget wide-ranging, but unemployed may increase debt
stimulate local consumption and boost local
services industry and consider the feedback
retail activity, which the epidemic has hit hard.
received during the legislative process. Also,
The 2021 Hong Kong budget contains measures
The new “Special 100% Loan Guarantee for
given that stamp duty on stock transfers
touching on a broad range of sectors, including
Individuals” is a novel measure. But whether
is currently not imposed in most major
financial services, tourism, innovation and
this is well received and meets its goal of
international stock markets, PwC has urged
technology, and the digital economy. But
providing temporary financial support to
the Government to revisit this situation at an
while these are expected to support economic
the unemployed will depend on how it is
appropriate time and consider adjusting the
recovery, their implementation still needs to be
implemented and how complex the application
stamp duty rate in the future to make the Hong
worked out, according to PwC’s latest analysis.
process is.
Kong stock market more competitive.
The Government expects Hong Kong’s economy
PwC welcomes the Government’s initiatives
As
to return to growth in 2021, with GDP forecast to
in this year’s budget to develop Hong Kong’s
Secretary has earmarked funds for fostering
increase by 3.5 – 5.5%. The economy is expected
financial services industry further. These
the development of different sectors. For
to grow by an average of 3.3% per annum from
include subsidies for costs associated with
example, HK$765 million will be allocated
2022 to 2025. This is a big assumption. Whether
issuing green bonds and insurance-linked
to the Hong Kong Tourism Board to revive
this can be achieved depends on several internal
securities. There is also support for the listing
tourism, and HK$9.5 billion will be injected
and external factors, such as the local epidemic
of qualifying real estate investment trusts
into the Innovation and Technology Fund over
situation, the timeline for reopening the border
(REITs) in Hong Kong and investment funds
a two- year period. Again, PwC believes that the
to business and resumption of the free flow of
set up in or re-domiciled to Hong Kong in the
appropriate allocation of Government funding is
people, and the pace of economic recovery in
form of an open-ended fund company in the
just the first step: to achieve government policy
major overseas markets.
form of subsidies. Such incentives are relatively
objectives, timely and effective execution is the
new in Hong Kong. PwC welcomes these moves
key. Ultimately, Government bodies need to
The relief measures to support enterprises
by the Government, particularly in light of
adopt a more commercial mindset and holistic
and individuals in this year’s budget are less
the BEPS 2.0 development (including the
approach when formulating and implementing
generous than last year’s. For example, the
proposal of a global minimum effective tax),
policies and initiatives, and better coordination
proposed profits tax and salaries tax rebates for
where tax incentives may not be as attractive
between government departments is required
2020/21 will be capped at HK$10,000 instead
to businesses as before.
for smooth policy execution. n
4 HR MAGAZINE SPRING 2021
it
will
issue
HK$5,000
in
last
year’s
budget,
the
Financial
HONG KONG NEWS HR NEWS
HK Govt. supports talent in biggest ever fiscal deficit Sunnier skies ahead for Hong Kong, Paul Chan announces measures to help the SAR's talent and unemployed, despite the largest ever fiscal deficit on record. 30,000 temporary jobs to be created. In the Hong Kong 2021-22 Budget, Paul MP Chan, Financial Secretary, forecast a deficit of more than $250 billion, with a further deficit of over $100 billion for 2021-22. These are the two most significant deficits on record. Hong Kong's fiscal reserves have dropped sharply in two years from the equivalent of 23 months of government expenditure to 13 months, leaving little room for relief measures. Hong Kong's overall economy contracted for two consecutive years. With unemployment at a high level, the Government has decided to maintain a countercyclical fiscal policy and boost the economy by allocating additional fiscal resources. The plan is to provide support to talent across the SAR, relief to enterprises, benefit the overall economy and relieve the pressure on the job market. n
Future Flexible Workspace: Signature at the Quayside launched in Kowloon East
is a prime example of a visionary company with a
Vaccination fears slow rollout
strong footprint in Asia, leading the way by taking
The Hong Kong Government has commenced
A new Signature workspace location is being
a radically employee-centric approach, empowering
implementing its COVID-19 vaccination programme
launched in Kowloon East, Hong Kong—Signature
their teams to work where is most convenient
intended to cover all Hong Kong residents across
at the Quayside. Featuring over 50,000 square feet
and productive. Undoubtedly, this trend will only
the territory. Vaccinations are offered free of charge
of flexible office space, the centre provides members
accelerate further and working in partnership with
with the stated aim of safeguarding public health and
with an inspiring and dynamic environment to
landlord partners; we will continue to open centres
allowing further easing of restrictions wand a gradual
empower their innovative minds. This is the third
like Signature at The Quayside both in Hong Kong
return to everyday life and activities.
Signature brand to be opened by IWG in Hong Kong
and globally.”
in recent months following growing
The death of a 62-year-old man 20 days after getting
demand for innovative business
A former WeWork site, Signature
the Sinovac jab, and packaging flaws found in the
solutions and a flexible workspace.
at the Quayside, joins existing
BioNTech vaccination, however, have meant the
Signature properties in Hysan Place
SAR-wide vaccination programme got off to a rather
Due to open May 2021, in Signature
in Causeway Bay and The Gateway
lacklustre start. From an HR perspective, employee
at the Quayside, the centre follows
in Tsim Sha Tsui, which have seen
vaccination is also raising some critical questions
the heels of an announcement of a
surging occupancy. Towering in the
about whether an employer can insist that staff get a
global partnership with Standard Chartered, which
heart of the energised Kowloon East district, Signature
COVID jab and how best to encourage and facilitate
provides the bank’s 95,000 employees access to
at The Quayside is located in a prime transport hub
work teams to make their vaccination appointment.
IWG’s flexible workspaces around the world.
that enjoys a vast network. Comprising three MTR
Check out our HR Legal section (page 44), where
stations, numerous bus routes and minibus lines,
Matthew Durham, Registered Foreign Lawyer, Gall
Mark Dixon, Founder and CEO, IWG, said, “Up until
with a planned Environmentally Friendly Linkage
explains exactly what HR needs to know about staff
now, organisations have been taking a gradual step
System (EFLS) that joins the surrounding area and
vaccination programmes. n
towards hybrid working, but now we see companies
an underground passage to Ngau Tau Kok tabled, the
of all sizes accelerate this approach as a result of the
location looks set to bridge connections and build a
pandemic. Our partnership with Standard Chartered
more inclusive community. n
5
HR NEWS HONG KONG NEWS
50% in HK struggle to adapt to pandemic
workers in some sectors, such as aviation and
skills required to find a job at a different company
One in two local respondents said that they are
hospitality, were going to be affected more
or industry—the lowest levels in the region. In
struggling to acquire new skills to adapt to the
severely than others. As the pandemic drags
contrast, for talent in Mainland China, 94% felt
pandemic in their current jobs. Globally, APAC
on, many companies started to re-skill and
comfortable that they had the skills, with 86% in
workers struggle the most, as 52% share the
deployed their workforce to essential services
Singapore believing they have the required skills.
same sentiment, 12 percentage points higher
such as e-commerce and healthcare.” She
than the global average. This, according to the
added, “Post-COVID will never be the same
Just over half of respondents said that the
latest Randstad 2020 2H Workmonitor Survey,
as pre-COVID times. Digital transformation
responsibility for keeping their competencies
highlights the most significant concerns and
has significantly changed the way traditional
up
challenges faced by jobseekers and employees.
industries
financial
employer and employee, with 28% stating the
The Survey was conducted across 34 markets
institutions developed more online products
responsibility lies solely with employers. Sun
worldwide, with a minimum of 400 respondents
and services, manufacturing and logistics firms
said, “While businesses favour the benefits
in each market.
started looking into automation and robotics,
that digital transformation brings, some
and retail firms and restaurants made their
workers may be left behind as their skills are
12% of Hong Kong respondents are afraid of losing
debut on e-commerce platforms. This directly
no longer required in the new normal. The
their jobs, five percentage points higher than in
impacts the workforce as the fundamental
widening skills gap will also have a long-term
Mainland China. Yet, the Survey revealed that
knowledge and skills required for these new
impact on the workforce. As the eligible talent
Hongkongers are the least likely in the region to
solutions are different from what the existing
pool starts shrinking, companies may have
upskill to futureproof their employability. In Hong
workforce is equipped with. To close the skills
to offer higher salaries to attract desirable
Kong, 25% of respondents do not regularly refresh
gap, employees must proactively upskill and re-
candidates, which is not sustainable in the long
their skills and competencies, compared to just 8%
skill themselves to ensure they stay relevant,
run. Hence, there is a critical need to develop
in Mainland China.
employable and better prepared for whatever
our human capital with a focus on upskilling
crisis that may arise in the future.”
and re-skilling to ensure that everyone has
operate.
Banks
and
to
date
should
be
shared
between
an equal chance at employment, which will
Natellie Sun, Managing Director of Search & Selection, Randstad Greater China, said, “Early
Almost three-quarters of Hong Kong respondents
eventually lead to more investments and job
on during the pandemic, it became clear that
are confident that they have the transferable soft
opportunities in Hong Kong.” n
6 HR MAGAZINE SPRING 2021
HONG KONG NEWS HR NEWS
84-hour weeks with 30% pay cuts in PR & Comms
in income, including 8% suffering direct pay cuts
with more than eight years’ experience can
The 2020 Hong Kong Public Relations &
from 4% – 30%, and another 11% forced to take
surpass those working in government or public
Communications Industry Salary & Benefits
monthly unpaid leave of 1 – 14 days. The results
institutions, depicting the better job prospects in
Survey, just published by the Hong Kong Public
also showed that the industry’s average weekly
multinational public relations agencies.
Relations and Communications Professional
working hours were 47 hours, three hours over
Union (Union), indicates that COVID-19 severely
the median working hours in Hong Kong. 6% of
Hugo Lee, Chairman of the Hong Kong Human
impacted 43% of professionals in the industry.
the industry professionals reported working hours
Resources Employees Union, said, “During the
of up to 60 per week, with the most extreme case
epidemic, most employers have been cautious
Among the respondents, over half work for local
averaging 84 hours a week. 96% said that they
in handling employee requests for remuneration
(24%) and multinational (29%) agencies, and
received no compensation to work overtime.
adjustments. Employees who intend to raise such requests would have to prove their professional
the rest 47%, work as in-house public relations or communications personnel across different
The Survey also found that junior professionals
worth to convince their employers. Apart from
sectors, including government or public sector
who work in government or public organisations
pay raise, employees can table other proposals
(7%), NGO, educational institutions or social
have the highest salaries. Meanwhile, regardless
when requesting better remuneration, such as
enterprises (9%) and private organisations (31%).
of seniority or rank group, multinational public
an increase in the number of days of paid annual
relations agencies offer higher wages than local
leave and adjustments of their title/work scope to
The Survey revealed that 25% of professionals in
agencies, and such difference is more noticeable
show their willingness to tide over the economic
the industry faced pay freezes, while nearly 20%
among middle-to-upper management roles and
downturn with their employers.” n
received pay cuts or unpaid leave. So, 1 in every 5
more senior roles. The average annual salary
PR professionals had varying degrees of decrease
offered to those in multinational agencies
7
HR NEWS APAC NEWS
APAC News Chinese New Year travel down 70% Hiring in travel industry still on hold as sector continues to stall. Hiring continues to be sluggish in the travel sector, despite vaccination rollouts. Domestic air travel in China during New Year Golden Week (11 – 17 February 2021) was down 69.3% on the equivalent period in 2019—when travel was at normal, prepandemic levels. This according to research by ForwardKeys, a travel analytics firm. Domestic travel during the preceding fortnight, which is traditionally a busy period for Chinese people returning home to spend the holiday with their families, was also down 62.3%. Looking at the different destinations within China; Sanya, the southernmost city on Hainan, China’s holiday island in the South China Sea proved to be the most resilient in terms of tourism numbers, receiving 66% as many visitors as it did in 2019. Zhengzhou, the capital of Henan province was the second most resilient destination, receiving 41% as many travellers as it did in 2019. Shenzhen, another shopping hotspot and the city which links Hong Kong to mainland China, was in third place. Travel to Haikou, in the capital of Hainan, also proved relatively resilient, as it attracted 40% as many visitors. Chengdu and Chongqing, two major cities in Southwest China, famous for their natural scenery and cuisine, occupied fifth and sixth places in the resilience rankings, achieving 39% and 36% of 2019 visitor numbers, respectively. By contrast, domestic travel to China’s two most important cities, Beijing and Shanghai, suffered badly, owing to mini COVID-19 outbreaks and associated travel restrictions. Northern destinations, well-known for winter sports, also fared badly, owing to a resurgence of COVID-19 this winter. Whilst the drop in travel was extremely severe, it was not as bad as had been expected just 8 days earlier, when bookings for Golden Week travel were 85.3% behind where they were at the equivalent point in 2019. A sudden surge in last-minute bookings was prompted by announcements from several local authorities that travel restrictions were being eased. Travel to Sanya is a good example. It was greatly helped by the announcement on 1st February, that travellers from low-risk areas did not need to take a PCR test before visiting the island, at which point, issued tickets surged and even overtook 2019’s level from 4 February 2021.
8 HR MAGAZINE SPRING 2021
APAC NEWS HR NEWS
Olivier Ponti, VP Insights, ForwardKeys commented, “From a travel perspective, this Chinese New Year has been dreadful. Excluding Sanya, no major destination in China managed to get close to half the number of domestic visitors it received in 2019; and only four major destinations managed to reach twofifths. However, the situation could have been much worse had it not been for a surge in last minute bookings, owing to a loosening of travel restrictions.” He added, “The Chinese domestic aviation market has been incredibly volatile; and that volatility has been driven in one direction by a powerful pent-up demand to travel and in the other by resurgences of COVID-19 and the imposition of travel restrictions. At the beginning of September, with COVID-19 seemingly eradicated from China, domestic aviation returned to pre-pandemic levels; however, the recent modest outbreaks have hit Chinese New Year travel. But as China cleared all high and medium-risk areas on 22 February, which means the latest COVID-19 outbreak has been contained, we believe that considerable pent-up demand will be released in the spring, especially during the Labour Day holiday in May. As of 19 February, flight tickets issued for the Labour Day holiday (1 – 5 May) were only 8% behind where they were at the equivalent moment in 2019. n
9
HR NEWS INTERNATIONAL NEWS
International News Flexible workforce programmes
Work visa feature assists foreign Jobseekers
New Flexible Workforce Programmes have just
A new 'Visa Sponsorship' feature in JobSeer, launched
been launched in the UK by Envisage Group.
by Hiretual has just been announced to help jobseekers
The programmes, offered through its specialist
determine companies that sponsor work visas to
recruitment division, aim to help HR in addressing
help narrow down their choices during job searches.
the new now of workspace restrictions and
The move comes a month after the first release
forthcoming changes in the UK to off-payroll working
of JobSeer—the AI-powered Chrome extension
regulations. The programme will help optimise
tool that provides job seekers and employers with
employment practices for those in the automotive
DLA Piper Article
advanced job matching and skills recommendations.
engineering sector. The engineering concept design
DLA Piper recently announced diversity and inclusion
The latest Visa Sponsorship feature helps foreign
and realisation company is one of the UK’s leading
goals for the International firm. Building on its existing
workers simplify their job search by filtering only
technical recruitment companies, specialising in
baseline of a 21% female partnership, the firm has set a
the companies that sponsor work visas. Compatible
permanent and contract positions. The firm is now
goal to increase that percentage to 30% within four years
with various job boards, including LinkedIn, Indeed,
paving new roads for the automotive engineering
and 40% by 2030. Moreover effective immediately, at
Google Jobs, Handshake and Dice—the Jobseer
industry in identifying flexible ways of working for
least half of all internal partner promotions will come
platform leverages AI to help job seekers make better
businesses and employees, focusing on selecting and
from under-represented groups, including cultural
career choices.
providing access to the best available talent that is
heritage and ethnicity, gender and identity, disability
fully aligned with the needs of a business.
and neurodiversity, background and social mobility,
The Visa Sponsorship feature allows users to find
sexual orientation and people working part-time. The
any company's visa sponsorship information by
working
firm will also continue to monitor data on all its fee-
expanding the Company Insights tab to discover
regulations changes continue to drive unique
earning employees and its Business Services people
precisely how many work visas the company has
work processes in organisations, and the Group
to ensure it remains inclusive and representative and
processed in the past. This makes job searches more
recognises that for HR to meet business needs, new
commits to addressing any emerging imbalances
transparent and helps highlight relevant companies
models for resource planning are required to ensure
through a broadened recruitment strategy.
that sponsor visas.
Envisage aims to help businesses through these
To achieve these goals, KPIs are now tracked across
Steven Jiang, CEO, Hiretual, explained, "JobSeer
challenging times by providing cost-effective
lateral hires and promotions, retention and the firm’s
began with a mission to give the power back to the
resource solutions, easing the administrative
engagement with its people to motivate and enable
hands of jobseekers, and that's why we started with
burden, allowing employees and employers to
inclusion, with a series of measures introduced to
Smart Search and Match Score features in our first
focus on core competencies and skills. n
ensure the firm moves towards the goals at pace.
release. We want to bridge the gap even further by
The
‘new
normal’
and
off-payroll
no disruption to their projects or programmes.
allowing candidates to get more information about DLA Piper’s Global Co-CEO, Simon Levine,
employers with JobSeer. Through Visa Sponsorship
commented: “The legal industry has long grappled
Feature, they can discover the right companies
with diversity and inclusion, and good intentions
that offer foreign workers and students visa
alone will not get us to where we need to be. As
sponsorships. JobSeer now can create more chances
well as simply being the right thing to do, ensuring
for foreign jobseekers while employers can hire more
a level playing field for everyone in our business and
diverse candidates." n
being representative of the communities we serve is critical in enabling the diversity of thought needed to help our clients solve complex problems and seize opportunities. Publicly stating our commitment means we are accountable.” n
10 HR MAGAZINE SPRING 2021
INTERNATIONAL NEWS HR NEWS
Pedersen & Partners celebrates 20 years of talent search Pedersen & Partners is celebrating its 20th anniversary in 2021. With 54 wholly-owned offices across 50 countries, the executive search firm was founded in Prague and Warsaw in January 2001. Over two decades, Pedersen & Partners has continued to grow as a highly collaborative, values-driven and dynamic Poul Pedersen
firm. The firm restated its commitment to its founding
The clients wanted one account manager who could work
Founder and Executive Chairman
values on its landmark anniversary: Trust, Relationship
with them across CEE, and at the same time, on-the-
Pedersen & Partners
and Professionalism. These three pillars have facilitated
ground consultants who know the local market. By 2007,
the firm’s rise: from the early days of two offices and a
we had become the leading executive search firm in CEE
vision, to today’s extensive footprint with over 350
and started to replicate that vision across other regions of
executive search professionals providing on-the-ground
the world.”
presence across five continents. Gary Williams, CEO, Pedersen & Partners, echoed these Poul Pedersen, Founder and Executive Chairman, Pedersen
sentiments and said, “Our highly collaborative culture
& Partners, said, “Back in 2001, just over a decade after the
and shared values have supported our growth during the
fall of communism in Central and Eastern Europe (CEE),
past 20 years … In early 2020, we launched our revamped
there was an opportunity in the market. Multinationals
Global Practice Groups to provide our clients with Industry
Gary Williams
wanted an executive search firm with wholly-owned offices
and Domain expertise, coupled with our deep geographic
CEO
across CEE, rather than dealing with network organisations
experience in growth markets, to drive holistic value to our
Pedersen & Partners
or search firms trying to cover CEE from Western Europe.
clients through our approach of ‘Best Team Forward’.” n
11
HR NEWS HR EVENTS
HR Events APRIL 8
23
Learning & Development Summit Asia
HR Webinar APAC: The Impact of the Coronavirus on the HR Function
organised by Key Media
organised by Elliott Scott HR
Venue
Online
Time
01:00pm (HKT)
Contact
Sharmaine Barrios
Website
https://www.elliottscotthr.com/events/hr-webinar-apac-
Contact
Vincent Romano
Website
https://learninganddevelopment.asia/
sharmaine.barrios@keymedia.com
Venue
Online the-impact-of-the-coronavirus-on-the-hr-function vr@elliottscotthr.com
19 Workforce Wellbeing
27 – 28
organised by Mercer People Analystics & HR Tech Summit | Jakarta April 2021 Time
03:00pm - 04:00pm (HKT)
Website
https://www.mercer.com.hk/events/
Contact
Kevin Tsang
Venue
organised by Cognitive Links
Online webcasts/workforce-wellbeing.html kevin.tsang@mercer.com
Venue
Online
Website
https://www.cognitive-links.com/people-
info@cognitive-links.asia
analytics-hr-tech-jakarta-21
20 – 21
28
HR Exchange Live: Employee Engagement and Experience
HRD National HR Summit Philippines
organised by HR Exchange Network
organised by Key Media
Venue
Time
09:00am - 03:15pm (HKT)
Website
https://hrsummit.com.ph/
Tel
PH (61) 2 8437 4717
Website
Online https://www.hrexchangenetwork.com/eventsemployee-engagement-and-ex/
12 HR MAGAZINE SPRING 2021
Venue
Online
maria.miglierina@keymedia.com
HR EVENTS HR NEWS
MAY
JUNE
6
8
Workplace Wellbeing Strategies to Support Your Employees
HR Tech Asia Online 2021
organised by Key Media
organised by HR Exchange Network
Time
8:45am - 4:00pm (AEST)
Venue
Website
https://hrmentalhealthsummit.com
sharmaine.barrios@keymedia.com
Venue
Online
Contact
Sharmaine Barrios
Website
Online https://www.hrexchangenetwork.com/events-hr-tech-apac/
15 Global HR Automative Summit organised by NetExpat Venue
Online
Website
https://www.netexpat.com/global-hr-automotive-
info@netexpat.com
summit
18 7
HR Magazine Live Nurturing today's leaders to win tomorrow
HR Magazine Vendor Recognition Awards 2021
organised by HR Magazine
Shortlist Announcement organised by HR Magazine Time
11:00pm - 12:30pm (HKT)
aamir@excelmediagroup.org
Venue
Online
Tel
HK (852) 2736 6339
Time
11:00pm - 12:30pm (HKT)
aamir@excelmediagroup.org
Venue
Online
Tel
HK (852) 2736 6339
https://hrmagazine.com.hk/hr-magazine-vendorrecognition-awards-2021
13
HR NEWS HR MOVES
HR Moves Paul Lewis
Charupat Sangwong
Caroline Qian
Regional Director—Americas
Principal
Principal
Maxis Global Benefits Network
Pedersen & Partners
Pedersen & Partners
Paul Lewis was recently promoted the role of
Charupat Sangwong has more than 15 years of
Caroline Qian recently joined Pedersen & Partners
Regional Director—Americas at MAXIS Global
professional experience, with postings in both China
as a Principal. Qian brings over 15 years of Executive
Benefits Network (MAXIS GBN), the international
and Thailand. Sangwong spent the first 10 years of
Search and Management Consulting experience
employee benefits joint venture between MetLife
her career working in Mainland China as a Business
focused on senior level executive search, leadership
and AXA. Paul reports to Ricardo Almeida at
Analyst and Technical Product Trainer. Prior to
advisory, talent management, and coaching. Prior
MAXIS, who led the Americas team himself before
joining Pedersen & Partners, she worked for a global
to joining the firm, Qian was a Senior Management
stepping into his current senior role.
search firm, based in Bangkok, where during her five-
Consultant with a leading global Executive Search
year career in executive search, she partnered with
and Talent Advisory firm, where she led senior
Paul has over 15 years’ experience working with
local, regional, and multinational clients on senior
level searches across Industrial, Consumer, and
multinational organisations and implementing
leadership mandates across Technology, Professional
Technology sectors, as well leadership assessment
global employee benefits programmes. He joined
Services, and Consumer & Retail.
engagements. Ms. Qian is an International Coaching
MAXIS GBN in 2016 and most recently headed
Federation Certified PCC Business Coach.
up the US East Region’s Business Development
Nisit Krutkaew, Client Partner & Country Manager—
team. Prior to joining MAXIS GBN, Paul worked
Thailand, Pedersen & Partners said, “Charupat’s
Jed Van Voorhis, Client Partner, Head of Greater
in a regional role with MetLife Expatriate Benefits
addition to our Asian team is an important step in
China, Industrial Practice, Asia Pacific, Pedersen &
and had worked for eight years with Aetna within
our ongoing efforts to expand our strong presence in
Partners said, “Caroline brings a level of industry
Underwriting. He obtained his BBA in Risk
the APAC region. Her comprehensive knowledge of
depth and executive search experience that is built
Management and Insurance from the University of
the local and international executive talent markets
on a thorough understanding of the senior leadership
Georgia’s Terry College of Business. He is a citizen
and her management consulting expertise will be an
talent challenges, pressures and opportunities. I
of both the US and UK.
asset to our Bangkok team and will add significant
am certain she will augment the firm’s capabilities
value to our clients throughout the region.”
through her ability to identify and attract top leaders, her dedication to transforming organisational culture through building successful teams, and her extensive network in the marketplace.”
14 HR MAGAZINE SPRING 2021
HR IN NUMBERS HR NEWS
HR in Numbers
80 Years 0
10
20
30
40
50
the longest ever study of humans that
concluded professional success in life
comes from having done chores as a child. Harvard Grant Study of Adult Development
60
70
80
90
17,000 the number of healthcare workers who have
died worldwide from COVID-19 Amnesty International
15
COVER STORY
16 HR MAGAZINE SPRING 2021
COVER STORY
Women at work
Mind the Gap There is a significant gender gap, particularly within the technology field, and while change is unlikely
Facilitating, nurturing & celebrating female success
to come overnight, there are several actions that organisations can take to help address this. Lynn Bishop, Managing Director and Chief Information Officer, the Depository Trust &
"A CEO wanted to hire me in their gaming company. Then I met the Group President. He spent a full hour
Shiana Siruma
Clearing Corporation (DTCC), said, "Firms
complimenting my personality, work background,
Vice President
should offer more programmes and initiatives to
achievements, and how I had captured his attention.
Customer Solutions APAC
nurture female staff. First, it is critical that we
He said I was the best candidate he ever met and that I
Strata Results
continue to encourage young women and girls to study science, technology, engineering and
was perfect for the position.
mathematics (STEM) subjects to ensure a diverse pipeline of tomorrow's talent. Second, these
He said I was everything they were looking for in that role, but that as I was a young married woman and a first-time mum of a two-year-old, that he thought I would have too many priorities and would not be able to focus on my career, especially if I had another child. He told me to wait for a call from HR for an update. I walked out of the CEO's office, still with a smile on my face, and everyone in the office showing me congratulatory smiles as well. Did I get the job? No. A few weeks later, I signed with a different company, became the Head of Growth, met with global business leaders and travelled throughout Asia and the US. And I did all of that without losing any quality time with my family. This was a few years ago. Now I find myself in a company where gender, marital status and number of children are not challenges to work but are celebrated as reasons for purpose and productivity, and I could not be happier." This is a true story shared by one woman Shiana Siruma, Vice President—Customer Solutions APAC, Strata Results, but one which must resonate with many women who have had similar experiences in the past…and in the not-so-distant now. Gender equality and empowerment of women in the
He said I was everything they were looking for in that role, but that as I was a young married woman and a first-time mum of a two-year-old, that he thought I would have too many priorities and would not be able to focus on my career.
efforts should be supplemented by programs and initiatives within firms that help women to reach their full potential." DE&I goals—set, track & share To set and achieve DE&I goals, KPIs need to be tracked across lateral hires and promotions, retention and the organisation's engagement with its talent to motivate and enable inclusion. One organisation making great strides in this regard, particularly with ensuring sufficient female representation, is DAL Piper. The firm recently announced DE&I goals. Building on its existing baseline of a 21% female partnership, it has set a goal to increase that percentage to 30% within four years and 40% by 2030. Moreover, at least half of all internal partner promotions will come from underrepresented groups, including cultural heritage and ethnicity, gender and identity, disability and neurodiversity, background and social mobility, sexual orientation and people working part-time. The firm will also continue to monitor data on all its fee-earning employees and its Business Services people to ensure it remains inclusive and representative and commits to addressing any emerging imbalances through a broadened recruitment strategy. DLA Piper's Global Co-CEO, Simon Levine, commented, "The legal industry has long grappled
workplace still has plenty of scope for improvement,
with diversity and inclusion and good intentions
but it is slowly gaining traction, and there's plenty of
alone will not get us to where we need to be. As
success to be celebrating in the wake of International
well as simply being the right thing to do, ensuring
Women's Day (IWD) in early March. Here, we share a
a level playing field for everyone in our business and
few of those inspirational success stories and advice
being representative of the communities we serve is
from some of the world's top women executives who
critical in enabling the diversity of thought needed
are making an impact, making workplaces better,
to help our clients solve complex problems and seize
and championing what can be done to keep things
opportunities. Publicly stating our commitment
moving in the right direction.
means we are accountable."
17
COVER STORY
Macro ideas, micro support
Attracting the right talent
This is a challenge facing many companies looking
Organisations can launch several initiatives to help
for graduates of STEM subjects. The lack of female
achieve better parity in terms of both gender and
participation in these subjects means recruiting a
diversity in general. To help DLA Piper achieve such
diverse workforce is a significant challenge for some
goals, the firm has rolled out a number of initiatives
industries. Sophie Guerin, Head of Diversity, Equity
throughout all levels of its business. At the trainee-
& Inclusion, APAC at Johnson & Johnson and former
level, the firm has a series of rigorous measures to attract and recruit young lawyers from a broad
APJ Diversity & Inclusion Lead, Global Diversity & Inclusion at Dell in an earlier interview with HR
Lynn Bishop
range of backgrounds. Over and above DLA Piper's
Magazine, was keen to pass on what Dell had been
Managing Director and
lateral hiring strategy, the firm has also introduced
Chief Information Officer
a new sponsorship programme, Elevate, where
doing to help counteract this issue.
DTCC
leaders
recognise
under-represented
proteges'
Guerin explained, "Research has shown that around
unique experiences and talents—championing them
the ages of 13 and 14, girls start to drop out and lose
and helping them to broker networks as they make
interest in STEM-related learning. This means Dell
their way through the business. The firm also runs
has begun to focus on the grassroots, engaging with girls at a younger age to capture their interest." Schemes such as the Girls Outreach Programme and the humorously named IT Is Not Just for Geeks focus on making STEM more attractive to young teenagers. Employees at Dell worked with students on the Girl Student Outreach Programme over the course of 25 weeks, educating them on the skills required to work in the IT industry, encouraging them to work on networking skills and inculcating confidence in them. The participants were taken through basic programming languages and worked on computing, networking and storage. Both programmes work towards tackling the low uptake of STEM subjects by girls through providing interaction with Dell representatives. Guerin defined the aims of the programmes, "The goal is to reveal some of the previously unseen avenues of future employment and to make tech more accessible to girls." Dell—being a computer tech company—is uniquely positioned to offer these things. Combining engaged leadership and accountability, active mentoring of talent and monitoring of development, Dell hopes to see a greater intake of female STEM workers in the coming years. As Dell's efforts make clear, other than the macroideas to do with strategy, an iterative series of microcollaborations and long-term thinking, it is also important to have initiatives that aim to proactively remedy the issues faced today. When it concerns diversity and inclusion, there are several initiatives
Firms should offer more programmes and initiatives to nurture female staff. First, it is critical that we continue to encourage young women and girls to study science, technology, engineering and mathematics (STEM) subjects to ensure a diverse pipeline of tomorrow's talent. Second, these efforts should be
a reverse mentoring programme designed to relay individuals' knowledge and experience from ethnic minority backgrounds with senior managers. This programme increases understanding to help leaders proactively recruit, develop and promote talent from under-represented backgrounds. The firm also has multiple people networks that act as allies for families and carers, LGBT+ people, people from ethnic minorities and women. Prioritising over perfection The shift to remote working and homeschooling has exacerbated the challenge of juggling jobs and parenting, and in many cases, women continue to bear the brunt of the pandemic's impact. However, the pandemic has also prompted businesses to take a more flexible approach to work—a positive result during such a challenging time. This has also created opportunities for business to take a creative approach to foster collaboration and inclusivity through virtual training, webinars and other activities that foster engagement, build relationships and create a more supportive environment—all of which will pay dividends now and in the future. Reflecting this shift to more flexible working arrangements as an opportunity for corporates to
supplemented by programs
foster greater engagement and inclusion among colleagues, Keisha Bell, Managing Director and Head
and initiatives within firms
of Diverse Talent Management and Advancement, DTCC, noted, "The best piece of advice I have for
that help women to reach
women is to focus not on being perfect, but instead, giving your best performance every day. It can often
their full potential.
be easy to get caught up in trying to be the perfect
that HR can take to help make a difference, including
friend, boss, colleague, partner and parent, but
career development opportunities, cultivating an
these are unrealistic goals that can take a significant
environment where women have broad support
amount of time and energy." She added, "Over the
across the organisation and enabling them to build a
course of my career, I've learned to focus on the
network of sounding boards and sponsors.
bigger picture, to be kinder to myself and to strive
18 HR MAGAZINE SPRING 2021
COVER STORY
to make a positive impact in everything I do. This
Support and mentoring networks
mindset has enabled me to prioritise better, build
Mentoring is widely recognised as one of the key
greater confidence and grow in my career and
factors contributing to talent skills development,
achieve success."
mental well-being and career advancement. HR and mentors play a crucial role in providing sage direction
#MeToo pivot
and support in team members' professional career
The #MeToo movement has helped empower
development. Dr Laura Haynes, Professor, UConn Health and a member of the Trudeau Institute,
women, particularly those who are young and vulnerable, through empathy and strength in
Keisha Bell
New York, highlighted this in her paper in Nature
numbers, by visibly demonstrating the sheer number
Vice President
Immunology, Mentoring and networking: how to make
of women who have survived sexual assault and
Managing Director and Head of Diverse
it work. She noted evidence to support the fact that
Talent Management and Advancement
mentoring can improve career satisfaction, thereby
DTCC
increasing recruitment and employee retention time.
harassment—especially in the workplace. Garth Simmons, CEO, Accor SE Asia, Japan and South Korea, noted the significance of the
Putting a women's support and mentoring network
movement, "We are at a pivotal moment in history,
in place is an excellent way for HR to achieve
with the #MeToo movement showing the prevalence of harassment and violence against women, and the best way to combat this is to ensure we have equal representation of women in positions of leadership across the workplace and the community." He added, "I am proud to say that my executive committee consists of five women and six men, and I have always believed that gender equity leads to a richness of ideas and greater collaboration and performance. As the father of two daughters, Simons wanted to ensure that they grew up in a world where everyone is treated with dignity and respect and offered equal access to opportunities. He noted, "Working across 12 countries in Asia, I have seen first-hand how poverty and inaccessibility can foster gender-based inequality, and I am deeply committed to creating an environment where we can bring about real change. In particular, we must promote and mentor women and engage in community projects that provide support and education to disadvantaged
better gender parity and maximise retention of
The best piece of advice
great female talent by providing psychological support and facilitating career advancement. In
I have for women is
this respect, since 2012, Accor launched its RiiSE support network, which promotes diversity to drive
to focus not on being
collective performance. The network engages both women and men in the group to work together, using
perfect, but instead,
mentoring, training, education and conferences to fight stereotypes and violence against women and
giving your best performance every day.
promote diversity and inclusion. Women on Boards Simmons acknowledges that while the Accor
It can often be easy to
leadership committee is gender balanced, more needs to be done to ensure equal representation of
get caught up in trying
women across the group, especially in Operations. The heads of the Corporate Finance, Legal, Talent
to be the perfect friend,
& Culture (HR), Commercial and Communications teams are women, but in the operational side of the
boss, colleague, partner
business, there is still a predominance of men. While women make up 40.5% of staff at the hotel level, they
women and girls."
and parent, but these are
As one of the ten founding signatories of the United
unrealistic goals that can
represent only 14% of hotel General Managers. In terms of corporate offices, 57.5% of staff are women,
Nations HeForShe movement, Accor, as a global group, is committed to gender equality, diversity, and inclusion and this year, on IWD signed the Coalition Ending Gender-Based Violence. Accor
and 56.4% of middle managers are women, so there is a strong pipeline of women coming up through the
take a significant amount
organisation at a corporate level, but further action must be taken to encourage more women to take up
of time and energy.
the role of General Manager at a hotel level.
will also host a conference highlighting the impacts of gender-based violence. The event—featuring
Simmons said, "I have asked our teams across SE Asia,
Kalliopi Mingeirou, UN Women Chief, Ending
Japan & South Korea to double down on their efforts to
Violence against Women and Girls; Geraldine
ensure women are offered equal opportunities across
Grace da Fonseca da Justa, Director of Brazil's
all levels of the business, and we will particularly focus
Department for Policies to Combat Violence
on fostering more female General Managers across
Against Women; and Sohini Bhattacharya, President
the hub." He added, "In a post-Covid world, increased
& CEO Breakthrough India—aims to help educate
flexibility for both women and men will help break
employees worldwide on the issues facing women
down existing bias against women who traditionally
and barriers against equality.
have taken more time off to look after their families."
19
COVER STORY
Celebrate successes and sacrifices It is important also to take a step back and celebrate successes and sacrifices in a year when women, and men, have found themselves at the frontline of the pandemic. Sadly, 2,833 women (including 110 nurses) died of COVID in the UK between March and December 2020. The number was similar in the US for the same period. A year on 5 March 2021, Amnesty International puts the number of healthcare workers who have died worldwide from COVID-19 at over 17,000. Women worldwide have shown bravery, kindness and literally laid down their lives in fighting the pandemic to keep healthcare systems and essential services running. The theme for IWD 2021 was "Choose to Challenge", recognising the need to call out gender bias and inequality. Women often remain the unsung heroes
In honour of International Women's Day 2021, we profile a selection of diverse women from across
in society, no matter what challenges they face.
the Accor SE Asia network to celebrate their achievements and tips they share to encourage more
This past year women such as Ardern, Michelle
women to strive towards their goals and more men to support them.
Obama and Professor Devi Sridhar have shown real leadership when it has been most needed, but countless other women, not in the public eye, have achieved everyday successes by simply getting on with whatever they face.
Kerry Healy Chief Commercial Officer, SE Asia,
The British Safety Council is another organisation
Japan & South Korea
that has worked hard to achieve a more genderbalanced and inclusive workforce, with 53% of staff
"I know that the best way to grow is
being female. Mike Robinson, Chief Executive,
to stretch yourself beyond what you
the British Safety Council, commented, "Let's
think you are capable of. Risk brings
celebrate and give praise for often-unsung women
the best rewards, and it's great to
heroes. Recognition can take many forms, be it a
work for a company that supports
simple thank you for all the homeschooling women
innovation and encourages new ways
have provided during the pandemic, a thoughtful
of thinking, especially amid a crisis. I
text message or credit for their unswerving
want to create a culture where people
support or national or global leadership in
don't feel uncomfortable prioritising
managing through adversity."
their families. One of the greatest things to come from this pandemic
With such celebrations, HR can help shine a
is increased workplace flexibility,
beacon to highlight successes and inspire women
enabling us all to live richer lives. My
to achieve their full potential. Organisations are
advice to other women is to not let
always strongest when they support all members
fear stop you, but instead to embrace
of the team.
fear as a way to grow."
20 HR MAGAZINE SPRING 2021
COVER STORY
Hanh Pham Director, Finance Operations Upper Southeast Asia and the Maldives, Accor Vietnam "Be a team player. Every individual has his/her own set of skills and strengths. When a whole team works together, there are valuable opportunities to learn from each other and experience a sense of responsibility and accountability." Novita Damayanti Bartender, Novotel Suites Yogyakarta Malioboro, Indonesia "One of my managers said that life is not simply about the balance between taking and giving. There will be times when we need to give without expecting something in return. We just need to do and be the best we can be without expecting any immediate rewards. One day, it will come back to us tenfold and in unexpected ways."
Anne-Cecile Degenne Executive Chef, Sofitel Ambassador Seoul Hotel & Serviced Residences, South Korea "I know that the best way to grow is to stretch yourself beyond what you think you are capable of. Risk brings the best rewards, and it's great to work for a company that supports innovation and encourages new ways of thinking, especially amid a crisis. I want to create a culture where people don't feel uncomfortable prioritising their families. One of the greatest things to come from this
Warairat Sompong
pandemic is increased workplace flexibility,
General Manager Ibis Styles Bangkok Ratchada, Thailand
enabling us all to live richer lives. My advice to other women is to not let fear stop you, but
"I have learned that in any situation, in our personal
instead to embrace fear as a way to grow."
life or working life, look for the silver lining. We can definitely find a great lesson in seemingly negative situations. This advice has helped me a lot in these challenging times to be better prepared and see how we can emerge from this stronger than ever. I am a big believer in people being our most valuable asset. In any organisation or hotel, our talents are the foundation for our success. My priority is always to ensure our people are engaged and keep them positive while ensuring we all work together collaboratively and supportively. The more I learn about people, the more I enjoy our differences."
21
HR FEATURES
ABC of DE&I Authenticity, burning passion and C-suite sponsors nurturing DE&I at The Clorox Company Diversity, Equity and Inclusion (DE&I) covers a wide range of HR interventions and can sometimes be a little daunting for HR teams to take on. HR Magazine sat down with Germaine Hunter, Vice President, Inclusion & Diversity, The Clorox Company, to find out how he helps the organisation nurture and leverage diversity, equity and inclusion (DE&I).
First, let's start with what DE&I actually means; the Independent Sector (IS) defines diversity, equity and inclusion as follows:
Diversity
Equity
Inclusion
Diversity includes all the ways in which people
Equity is the fair treatment, access, opportunity,
Inclusion is the act of creating environments in
differ, encompassing the different characteristics
and advancement for all people, while at the same
which any individual or group can be and feel
that make one individual or group different from
time striving to identify and eliminate barriers
welcomed, respected, supported, and valued to
another. While diversity is often used in reference
that have prevented the full participation of some
fully participate. An inclusive and welcoming
to race, ethnicity, and gender, it also embraces
groups. Improving equity involves increasing
climate embraces differences and offers respect
a broader definition, including age, national
justice and fairness within the procedures and
in words and actions for all people. While an
origin, religion, disability, sexual orientation,
processes of institutions or systems, as well as in
inclusive group is, by definition, diverse—a
socioeconomic status, education, marital status,
their distribution of resources. Tackling equity
diverse group is not always inclusive. Increasingly,
language, and physical appearance. The IS
issues requires an understanding of the root causes
recognition of unconscious or 'implicit bias'
definition also includes diversity of thought: ideas,
of outcome disparities within our society.
helps organisations be more deliberate about
perspectives, and values; and recognises that individuals may affiliate with multiple identities.
22 HR MAGAZINE SPRING 2021
addressing issues of inclusivity.
HR FEATURES
B
San
the company is aspiring to achieve by creating
Francisco, Hunter has been with Clorox
the ERG." HR must ensure that such work always
for 12 years heading up the Group's inclusion
begins with the disciplined rigour on the front
and diversity practice. He explained what had
end of clearly defining these goals, objectives
brought him there, "First and foremost, I had a
and measures. Hunter added, "We have been
real deep burning passion for diversity work and
very satisfied with our results by taking a very
was a leader of several employee resource groups.
structured and regimented approach to creating
ased
in
California,
just
outside
new ERGs. At Clorox, we have a DE&I Center of
It was something very innate to me, who I am, and how I aspire to impact the world. The second
Germaine Hunter
Excellence led by me with my team providing that
thing that inspires me is the fact that the working
Vice President, Inclusion & Diversity
infrastructure for new ERGs as they begin their
environment has evolved dramatically over the
The Clorox Company
journey. This has been a really effective approach
last five to seven years, and I saw an opportunity
to this work, as it allows us to coalesce knowledge
to apply many of the operational and business-
and to quickly reapply learnings from other
facing skills that I had developed in the DE&I
groups that have already tried to do the exact
space, which was really exciting to me."
same things."
Companies are
Creating authenticity Hunter noted that the single biggest challenge for
organisations
globally
was
creating
a
sense of community and belonging amongst its employees. He said, "Companies are more productive, and successful employees are happier and more engaged when they feel a deep and abiding connection to the organisations where they work, and where they feel like they are in an environment where they can be their authentic selves. Creating those conditions is probably the single greatest opportunity for DE&I leaders and the greatest challenge that organisations face in this space right now." With
so
many
different
approaches
that
be quite a daunting task for HR. Hunted advised, "The first, and most fundamental, action that firms need to take is to create both qualitative and quantitative ways of engaging with their employees—gathering and collecting feedback about their genuine experiences in the organisation. One of the great evolutions in DE&I over the past few years is that the work has become more quantitative in nature—and firms that embrace this transition will ultimately be much more successful."
that
employees are happier and more engaged when they feel a deep and
to the organisations
Increasing awareness and ultimately combating unconscious
requires
a
formalised,
approach must include a very detailed and structured learning plan for the organisation. We've
engaged
several
organisations
with
experience in neuroscience to help us unpack the core of what causes unconscious bias and allows it to be perpetuated over time. By getting into those scientific underpinnings, we believe that we've identified a pathway to help people become more conscious of those biases that they may innately harbour." Hunter described several steps in reducing unconscious bias: 1.
Create a very detailed learning plan that spanned many months and provide people with multiple opportunities to learn about bias, to confront their own biases, and
and where they feel
to develop and practice techniques for interrupting bias in real-time. Then ensure
like they are in an environment where
bias
coordinated approach. Hunter affirmed, "The
where they work,
that people aware of this. 2.
Consciously embed anti-bias practices into several formalised HR processes to ensure that HR is holding themselves accountable
they can be their authentic selves.
Getting started in DE&I advised
and successful
abiding connection
companies can enter the DE&I space, it can
Hunter
more productive,
Reducing unconscious bias
for being overt in combating bias. 3.
Create a consistent cadence of activities that
constantly
remind
people
inside
the organisation around the need to organisations
should
approach the creation of employee resource
intentionally interrupt bias at critical moments.
groups (ERGs) in the same way they would approach any other business challenge. He
Hunter
noted, "The very first step is to clearly define, on
intentionality is the most important word in our
noted,
"In
our
work
experience,
paper, a set of goals, objectives and metrics that
anti-bias work. This means making a concerted
are aligned to the organisation's strategy and
and conscious effort to not only think about
purpose. Then clearly spell out the results that
breaking bias but to actually put systems and
23
HR FEATURES
Three keys to DE&I success Hunter shared three critical pieces of advice for HR to ensure the success of DE&I, particularly when embarking on this journey for the first time. He noted:
Align goals "Firstly, as organisations are starting down this path and beginning this journey, it's important to link the
processes in place that help combat bias on a very
employees feel connected, valued, respected
goals and objectives of DE&I to
regular basis." At Clorox, this means periodic
and empowered within the organisation. Hunter
the overall company strategy and
learning experiences are made available to
explained the practicalities of garnering such
goals. Because in the absence of
employees, usually three to four times per year,
data, "We partner with a number of third-party
that linkage, the DE&I work stands
where people come together in large group settings
organisations that help us deliver periodic
on its own and can often collapse
to learn about bias, with real-world experiences of
engagement surveys throughout the year to
underneath its own weight."
moments when bias may present itself. Hunter
our employee base. This allows us to do some
added, "Part of being successful in this space is not
relatively deep quantitative analysis around
only talking about bias but giving people tangible
the experience that our employees are having.
examples of when bias might be evident so that
We want to ensure that we measure more than
they can consciously push back against it if they
just annually and ensure we are responsive
Burning passion
happen to encounter it themselves. We've also
enough to be flexible as conditions change. So
"Secondly, as HR engages people
created a series of visual cues that we include on
for Clorox, this means we are touching base
throughout your organisation to
posters, in meeting rooms, on tabletops, and at the
with our employees anywhere from three to
lead different aspects of DE&I
beginning of slide presentations before important
four times a year with some measurement tool
work, it's important to ensure
meetings—that remind people and employees
to understand their experiences."
that the people you identify have
about the different types of bias that can often be
a burning passion for this subject
at play at work. So there are tangible, visible cues
Aside from engagement surveys, there is also
matter and for the work to be
to help people acknowledge and identify where bias
a qualitative feedback mechanism that HR
done. Oftentimes, this work really
might be encountered."
can leverage to garner data. Hunter said, "We leverage feedback from several focus groups
becomes a labour of love, and if you don't have truly passionate leaders
Metrics that matter
and one-on-one interviews to get a more
charting the course, the work can be
When it comes to HR being quantitative about
visceral, qualitative understanding of the
derailed very early in the process."
DE&I, the key metrics they should measure fall
experience of our employees. We have found
broadly into two key camps.
that combining this with more formal tools like engagement surveys helps us create a
The first quantitative set of metrics measures
more holistic and well-rounded perspective on
what an organisation looks like—who are
what's taking place."
C-suite sponsors
the people that are represented inside the
"Thirdly, you should invest the time
organisation. This can follow a variety of
Hunter concluded, "The most important thing
to understand who in the executive
dimensions from race and ethnicity to gender,
to do is find as many ways as possible to listen
ranks of the organisation will serve
to LGBTQ status, to veteran status, or disability
to your organisation. Listening mechanisms are
as a sponsor for DE&I efforts. This
status. Hunter highlighted, "Fundamentally, I
key because, in their absence, you can't have
work is most successful when a
think it's important for organisations to have a
knowledge about how to move forward. Also,
very senior leader has personally
really strong understanding of the people that
ensure you have senior leadership alignment and
committed to endorsing and
comprise their workforce and then to link that to
clarity around how DE&I fits into your overall
sponsoring the efforts."
an aspirational goal that that organisation sets."
organisational strategy. The combination of clarity around strategy and listening mechanisms
24 HR MAGAZINE SPRING 2021
The second set of metrics revolves around
within the organisation will enable you to put
employee engagement and the degree to which
yourself on a path to greater success." n
HR FEATURES
create value for both sides." The research consists of four studies. In the first study, the research team explored the effect of silence as it occurs naturally in a negotiation. Participants arrived at a laboratory two at a time and were randomly assigned to one of two roles— candidate or recruiter—in a negotiation simulation. Jared R. Curhan
The candidate and recruiter had to negotiate
Professor and Associate Professor
over multiple issues concerning the candidate's
of Work and Organization Studies
employment compensation package. Using a
MIT Sloan School of Management
computer algorithm to measure intervals of silence lasting at least three seconds, the team found that periods of silence tended to precede breakthroughs
Research shows silence during negotiations leads to better results
in the negotiation. In fact, breakthroughs were
Pausing silently can be a simple yet very
P
ausing silently helps negotiators shift from fixed pie thinking to a more deliberative
mindset. This, according to new research led by Jared R. Curhan, Professor and Associate Professor of Work and Organization Studies, at the MIT Sloan School of Management. The study finds that periods of silence interrupt default, zero-sum thinking and help foster a more deliberative mindset, which results in both sides performing better. The research, conducted by Prof. Curhan and his colleagues, is slated to be published in a forthcoming issue of the Journal of Applied Psychology. Curhan noted, "When put on the spot to respond to a tricky question or comment, negotiators often feel as though they must reply immediately so as not to appear weak or disrupt the flow of the negotiation. However, our research suggests
effective tool to help negotiators shift from fixed pie thinking to a more reflective state of mind. This, in turn, leads to the recognition of golden opportunities to expand the proverbial pie and create value for both sides.
more likely to occur after silent pauses than at any other point in the negotiation. Three other experiments looked at how people can use silence as a strategy. Again, participants were randomly assigned roles in an employment negotiation; but for these studies, at least one party was privately instructed to add silent pauses to their negotiation. After the negotiation, participants were asked to report their outcomes and the extent to which they experienced a deliberative mindset. When silence was used as a tactic, the researchers found that the silence user tended to adopt a deliberative mindset and was more likely to recognise opportunities for both sides to get more of what they wanted. According to Prof. Curhan, silence affords the initiator the chance to think more deeply about the problem and enlarge the pie efficiently. The findings have practical applications for everyday negotiations. He concluded, "In conventional wisdom, negotiation is seen as a tug of war—any gain to one side reflects a loss to the other. But it doesn't have to be a
that pausing silently can be a simple yet very
battle, and the pie isn't necessarily fixed. There
effective tool to help negotiators shift from fixed
are creative ways to address conflicts, and there is
pie thinking to a more reflective state of mind.
more room for agreement than people assume. Our
This, in turn, leads to the recognition of golden
study shows that one way to find that room and
opportunities to expand the proverbial pie and
spark that resourcefulness is through silence." n
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Himalayas, Hilton & Humans One man’s mission to enhance human potential
R
aju Sajnani first arrived in Hong Kong with his parents,
the Galaxy Hotel and City of Dreams in Macau. The mystery
when he was four years old and knee height to a
shopper, reporting and training programmes covered almost
grasshopper. His move from the little hill station, Mussoorie,
every aspect of the client experience in the properties
Dehradun, in the Himalayan foothills of India, to Hong Kong
including room stays, restaurants, casinos, spas and limousine
was to prove a life-changing one for Sajnani. He originally
services, which would ultimately be analysed and utilised to
worked for around eight years at the then Hilton Hotel
help upskill talent across the organisations.
Corporation, when one of their long-standing guests ‘talent spotted’ Sajnani and thought that with his combination of
Change of tack
communication, sales and administration skills, he had great
Business was booming, life was rosy … until 2017, when the
potential to be a trainer … they were right.
introduction of stricter rules regarding money flowing into Macau saw the demise of Chinese junkets and a period of
Passion ignited
belt-tightening for the Casinos. This coupled with periods
Sajnani said, “I thought, hey, I'm young, I'll give it a try.
of social unrest in Hong Kong, COVID and the ensuing
One of the things I didn't want to do was to join my father's
pandemic of Zoom-fatigue then sent Sajnani into MacGyver
tailoring and import-export business, as that didn't interest
mode to come up with a new solution for facilitating
me at all. So I joined the training company and within literally
interactive L&D programmes.
two-and-a-half weeks, I was madly in love with it and said that's it—I'm never changing to any other job, because being
In January 2021, to help cope with these increasing L&D
a trainer was amazing.”
challenges, Sajnani and his team launched a novel selflearning platform (SLP). He explained, “We quickly realised
He added, “One of the reasons I joined Hilton was because it
that despite the ability to run L&D virtually via Zoom,
gave me an opportunity to meet a lot of different people from
BlueJeans, Webex and the like, talent is still craving more
all over the world. With the training, it went one step beyond
meaningful opportunities for self-development. With many
that and wasn't just about meeting people, but was actually
working from home, or even being out of a job, the upside is
helping people grow, develop and improve. So the sense of
that this provides an ideal opportunity for them to sharpen
satisfaction was so much higher.”
their saw and fine-tune their skills.” With this in mind, Sajnani created the SLP with a bank of interactive materials
Sajnani then shared his insights as a trainer for Dale Carnegie
available for users to help pick up new skills, while they have
for about five years before embarking on his own venture and
the time. A crucial feature of the SLP is that it combines the
establishing Performance Enhancement International, which
self-study materials with several follow-up online sessions
later evolved into his current company EHP International
to help ensure participant not only get the most out of the
Limited. This started off on a small scale as a one-man-band,
materials, but are, more importantly, able to utilise the new
but quickly expanded and in 2012 landed huge projects with
skills in their daily tasks.
26 HR MAGAZINE SPRING WINTER 2021 2020
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‘The Art and Science of Selling’ Training with The Hong Kong Science and Technology Parks Corporation (HKSTP) 28 HR MAGAZINE SPRING 2021
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Crucial questions for trainees
at any time with questions. The way we’ve designed the
Participants on all EHP programmes are encouraged to
programme also ensures that there are plenty of breaks
proactively reflect on critical issues including:
in between key learnings. This provides talent with the opportunity to stop the video, engage in an activity, reflect
•
Did you internalize and adapt?
•
Did you go through the entire video?
•
What questions did you have?
•
What skills learnt were you able to apply?
•
What didn't you apply and why didn't you apply it?
Sajnani noted, “This is crucial not just to ensure participants actually gain value from the training, but also to ensure that the corporate L&D budget is being wisely
Talent is still craving more meaningful opportunities for selfdevelopment. With
invested in something that has demonstrable ROI.”
many working from
EHP has already launched a number of the interactive
home, or even being
SLP modules, with more coming online in the near future. Current skills covered include:
out of a job, the upside
•
Cash Selling
is that this provides an
•
Negotiations
•
Managing conflicts
•
Influencing without authority
•
Communication skills
•
Coaching skills
•
Dealing with change
•
Courageous conversations
ideal opportunity for them to sharpen their saw and fine-tune their skills.
on key points learnt and build on their previous learning.” He added, “Each programme comprises four sessions, each around 15-minutes long. And because it's in video format, we suggest not to try and rush through all four videos in one go, but to leave a gap of a week or so in between each, to allow time to digest skills and apply them in their daily work.” Avoiding the dentist One of the analogies Sajnani used for one of his Cash Selling sales training programmes was it was like going to the dentist. He explained, "If you have a slight toothache, most people do nothing, they'll just see how it goes, or take a painkiller—the wait and see approach. But, if the pain becomes severe, you'll run to the dentist. Human nature is like this if talent is in pain, but the pain is not big enough— they feel there's no need for change. So, it's about helping people dig out those pain points. In sales, this is about ensuring customers realise that the problem they have is bigger than they think—deeper and wider. Therefore, they need to look for a solution now, which helps salespersons say, I understand your pain, and I have the right solution for you." This technique also helps HR pinpoint talent challenges and get the ball rolling to help empower talent to be the best that they can be.
Programmes are facilitated in multiple languages including English and Cantonese, with Mandarin soon coming online
Sajnani concluded, “At the end of the day, everything goes
as well—to best suit the needs of each audience. Sajnani
back to what the trainees actually need and how helpful a
pointed out, “We want to ensure that participants get the
programme is for them. The SLP helps deliver this with
most out of the L&D experience, so they have access to
extreme flexibility. We're always willing to be flexible
the facilitators and can email and WhatsApp the trainer
and provide solutions based on what clients' need.” n
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Giving teams psychologically safe spaces to develop
A
key issue for heads of L&D right now is not just adopting new tech to help enhance engagement
and allow programmes to be run virtually, but rather embracing new technologies that will help make a real difference to their teams. Sending staff into space might sound a bit farfetched, but throwing your teams into a completely alien environment might just be the best thing you ever do for your talent. According to a poll conducted by Growth Asia Academy, while almost 60% of us have used a virtual reality (VR) headset before, only 24% have used VR for training purposes. And while HR is increasingly
Growth Academy Asia recently launched an out-of-this-world virtual reality L&D platform that engages teams and provides instant HR feedback on individual and group performances
utilising a range of technologies to help facilitate L&D programmes, uptake is still relatively slow with: •
8% having used drones, AI or VR for training;
•
28% having used gamified platforms for training on LMS;
•
41% sticking with traditional PowerPoints and video tools such as Zoom, Teams and WebEx for training.
What does this mean for the future of L&D? Jena Davidson, Founder, Jenson8, noted, "Things have moved on a lot since a circle of chairs, a flip chart and Post-it® notes towards the adoption of tech in L&D. But if you are going to use technology as an enabler, it needs to be done smartly, and it needs to make a difference." After several years of research into the technology available and marrying this with something that talent would feel passionate about using as an L&D platform and help develop emotional intelligence, Jenson8 created a unique L&D platform based around VR. Davidson said, "The pandemic has pushed HR to find ways of resolving remote learning, and in also to find ways of still creating intimacy at a distance, building trust and enhancing communication and collaboration. These issues are not new, and long before COVID came along, HR and L&D heads were already asking if there was really still the need to get on a plane, take two to four days out of the office, stay in a hotel, and get everyone together to be able to conduct a team-building exercise?" Driving trust, accountability & teamwork She added, "Pandemic or no pandemic, it's imperative for HR to do several things to ensure effective teamwork. Firstly, to create an organisation of trust. Secondly, to drive employee accountability, which is even more challenging when talent is WFH, as it's easier to become
30 HR MAGAZINE SPRING 2021
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invisible and for accountability to slip a little.
The Apollo task's ongoing validation is a
Thirdly, is the need to be good team players,
behavioural yardstick for the primary constructs
particularly in organisations that have multiple
measured, including direction, cohesion, task
cross-functional teams." With this in mind,
contribution, and communication. This all provides
J-LEAD was created to facilitate a psychologically
HR with meaningful psychometric feedback that
and physically safe group environment to help HR
they can use to better their teams and leadership."
evaluate, establish and expand team members' leadership characteristics. Davidson noted, "What
Instant HR metrics
makes the Jenson8 VR experiences unique is that
The outputs from the experience are then available
they focus on multiplayer VR, which means HR can
pretty much immediately for HR to analyse, including
take a group of people from anywhere around the
onboarding, psychometrics and critical metrics, as
world, sitting at home with their headsets on, and
well as the option of garnering peer assessment—
put them into a variety of environments. And with
all in one cohesive webpage. Dr Barnes noted, "The
the ability to create any environment, to be able to
biggest value the reporting adds is that it gives a
dial up the pressure and change key parameters to see how talent really react to that and interact with each other.
on a lot since a
The VR platform allows people to be themselves and help them recognise their strengths and weaknesses. The platform empowers organisations to
have
Things have moved
conversations
around
constructive
feedback based on the experience that talent has just engaged with." David Simpson, CoFounder, Growth Academy Asia, also highlighted the importance of this, "One of the key benefits of the VR platform is that it helps talent feel psychologically safe. Feedback is given with a focus on the task rather than the person, which allows HR to comfortably initiate conversations about people's approach to tasks, both in the VR game and at work. So, rather than saying 'there's a problem here because of you', the conversation can be led much more around 'let's look at the way you approached that challenge'." Psychometric validation Dr Bryan Barnes, Head of Research & Assessment, Jenson8, who oversees the research projects and development of psychometrics for the group's
circle of chairs, a flip chart and Postit® notes towards the adoption of tech in L&D. But if you are going to use technology as an enabler, it needs to be done smartly, and it needs to make a difference.
quick snapshot and quantitative assessment of the performance of that game and provides an objective overview of how the facilitator viewed the behaviour of individual talents and the group as a whole. This allows HR to discuss this with team members, with the facilitator and even ask questions and get feedback on what was done well and what could have been done better to keep succeeding as a team." From directing to empowering The Apollo task presents HR with a unique and much-needed opportunity to assess how staff work together and the behaviours they display, based on what they know, versus how they then react, behave and communicate in an environment that's completely different and (quite literally alien) to them. This helps HR highlight a range of traits that perhaps are more difficult to observe in day-to-day operations. The game itself already helps put staff more as it creates an enjoyable experience that carries great subsequent value to HR in them being able to debrief and ask penetrative questions and encourage experience sharing among the team. Through the interactive platform, team members observe how they operate differently and need
applications and platforms, explained the validation
to change roles and adapt according to others'
of the VR applications like J-LEAD. He said, "The
needs. They learn that by empowering each other,
system features onboarding psychometrics based
great things can be achieved as a group and, more
on both the Five-Factor Model and key measures
importantly, can take those tools back to their
of empathy and ethical leadership scales. These
workplace. In this way, staff members whose natural
are then cross-referenced with the Apollo task
style is one of being more directing are able to
performance—which is monitored by trained
become more empowering.
facilitators who watch the gameplay footage and use a behaviourally-anchored rating system to identify key
So, for those in HR looking for an engaging training
behaviours exhibited that correspond to personality
platform that throws staff (safely) into a completely
measures." He added, "There is ongoing validation
alien environment, provides validated insights on
and testing for things like inter-rater reliability, to
individual and group preferences, and gives feedback
ensure that multiple facilitators are consistently
on key working traits—the Apollo task via VR looks
rating behaviours in the same way.
set to be a gamechanger in L&D. n
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HR without borders Putting and pulling together disparate teams
2. How can employers best show presence in a new location?
reach an agreement on how best to fill gaps that
Having a physical presence in the new country is
There may also be hierarchical differences in how
very important, particularly if you are an SME that
organisations are structured, and any such barrier will
is not privy to the global brand exposure that MNCs
take some time to overcome. The speed of transition
and Fortune 500s enjoy. Organisations need to make
also depends on whether the talent concerned have had
the right impression and show their presence to
previous working experience with different corporate
In terms of process and the systems of the relevant
attract the right talent and give them the confidence
and international cultures. First, all stakeholders need
countries, HR will need to venture into numerous
to join the organisation. Suppose a physical office
to understand the existing hierarchy and levels and
aspects, including cultural sentiment, communication
is not viable at this stage. In that case, companies
types of respect that need to be communicated, then
and language, as well as labour laws and regulations—
can make use of outsourcing partners to help them
relevant communication channels can be opened up,
especially concerning hiring new talents. These
with initial workforce provisions. HR should check
and the entire organisations can adapt to this over time.
issues are the most frequent barriers to entry when
such outsourcing companies and ensure they have
establishing new teams in go-to countries.
a regional presence in the target country, have
Companies may consider hiring somebody with an
worked with overseas companies before, experience
Asian background and experience from the country
In terms of cultural sentiments, HR needs to be
working in mainland China, and share a few of their
where the parent company is headquartered. They will
very sensitive in giving team members feedback
key clients as references.
be well placed to advise about potential differences
We spoke to Mikel Yaw, Group MD, Elabram, to get his take on establishing and managing borderless teams,
may exist.
particularly across the GBA and into Mainland China.
1. What key HR challenges do Mainland Chinese companies face when setting up offices and HR teams in other economies?
to bridge any gaps between local talent and the top
and instructions. People, especially those in frontline and non-executive roles, may be a little shy and not used to direct instructions or
3. What are key considerations when hiring new talent in a new overseas location?
management. I see this happening a lot in MNC companies, particularly in the insurance sector, where they hire great leaders like this, who help bridge
constructive feedback. There may be a tendency to accept what is said and say "yes" all the time to
When recruiting new teams my advice is to clarify
these gaps, due to what are sometimes considerable
avoid any confrontation with those in more senior
what type of talents you want to recruit to help
differences, and help drive the company forward well
roles. However, after the "yes", whether they
solve your main challenges and achieve your goals.
with full support from the local teams. These local
execute it is another matter entirely.
HR should also first recruit a more senior-level
leaders can demonstrate actual case studies to senior
talent, such as an HR Manager, who understands
leaders to help them better understand some of the
A company must understand the relevant labour
the local labour law. With these key talents in place
potential risks and consequences that occur when
rules and regulations on the hiring and firing
to help with hiring, they can then provide sound
setting up offices in new economies. They can also
side, especially concerning terminations and the
advice about relevant rules and regulations that
help propose alternative solutions to these challenges
resignation and exit process. Organisations who act
the company needs to follow to ensure proper
so the senior leaders can decide which is the best way
in haste, especially with terminations with no notice,
workforce planning and smoother hiring processes.
forward. Frequent communication with the local teams is essential to help break down barriers and
often incur significant backlash, which can be costly in terms of reputational loss. So, companies need
CEOs and HR teams need to understand that there
ensure a good understanding of critical issues. With
to build their reputation and trust among the local
are some differences when they go abroad due to
proactive HR campaigns, events, activities, and open
community in a new market and get to grips with the
cultural differences. HR from both sides of the
dialogue to ensure local teams are planning well and
ins and outs of the local labour rules and regulations.
fence: from Mainland China and the new target
have trust in and believe in the parent company, even
This will help them better manage new local teams
country also must understand each other and have
very small companies who are not famous can do
well, right from the start.
frank discussions about these differences to help
exceptionally well.
32 HR MAGAZINE SPRING 2021
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4. How can companies enhance employer branding in new markets?
DOs
This really depends on the company's marketing and employer branding strategies. Good
•
Be transparent
employer branding starts with the corporate website, which should have English and local
•
Ask questions to help clear any doubts you
language versions to broaden its accessibility to a broad audience of potential talents. HR needs to be working hand-in-hand with their marketing team to ensure consistent employer brand
might have •
Be prepared for change along the way—as many
messages are sent out across multiple platforms. To ensure the best talent is brought into the
companies in Mainland China are in the growth
organisation, HR also has to be specific with job descriptions and use the most appropriate
phase and still in the learning curve in terms of
channels to get that message in front of the right potential talent pools. HR also needs to
venturing abroad and conducting business with
ensure that they have robust talent acquisition and recruitment teams to aid in this respect.
western organisations. As they learn, they may later change their mind about how to manage a
5. How can HR better embrace borderless teams working in disparate locations?
particular project. Companies must be prepared for such changes as they happen and be flexible in finding work-around solutions.
Many companies are working with borderless teams right now, and COVID has led to a rise in this number. Talent is no longer limited to local teams, and HR is looking to tap into and leverage
•
Understand guanxi and the importance of
the strengths of new hires from countries around the world. To hire borderless teams that will be
building up long-term relationships based
successful in working together remotely, HR must build trust with the individuals concerned and
on trust and working together through both
established clearly defined job descriptions to detail exactly what each team is responsible for.
ups and downs to ensure the working bond strengthens over time.
HR also needs to target talent in economies where talent in that particular field would be more
•
Do some research first and check with your
cost-effective and still provide the performance and productivity levels required to meet the
networks who have working experience in that
company goals. Sometimes, hiring also depends on the company culture and whether the
country to get some tips on how best to do
company prefers teams to be physically present in an office and has methods and processes to
business there and what challenges are likely
effectively track project progress and monitor work status in remote teams. This is often another
to arise.
steep learning curve for HR managers and requires adapting existing HR practices to tap into borderless teams and explore new talent pools.
6. How should companies prepare for new joint-venture relationships with Mainland Chinese organisations?
DON'Ts •
Give up on business relationships due to small errors or challenges—instead, find ways
Western and Chinese cultures can be quite different, so it's
to work on it and patch it up. It's essential to
important to study Chinese culture first before venturing into the
continue to work through things together, to
Mainland China market. There are several Dos and DON'Ts that
develop the relationship and continue to build up long-term trust.
companies should follow. •
Reject offers of help, rather than being blunt and directly rejecting ideas; it is important to show gratitude and thanks for the offer of help. You can actually reject ideas, but do so only for good reasons, and clearly explain these reasons to help the other party better understand why. Also, give them a Plan B or alternative options that they can explore.
34 HR MAGAZINE SPRING 2021
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China and India templates for boosting acceptance of LGBT workers By Michael Gold, Managing Editor, The Economist Intelligence Unit
As LGBT Pride festivals moved online last year, in a
a report from The Economist Intelligence Unit
their sexual orientation or gender identity at
blow to visibility the world over, the one place that
that explores the evolving environment for LGBT
work. In the Survey, 40% of respondents said that
managed a boisterous in-person parade, Taiwan,
rights in Asian companies and society.
being openly LGBT would be a hindrance to their career prospects, compared with only 11% who
also illustrates the tension that Asia is experiencing as it tentatively embraces LGBT rights, including
The report is based on a randomised survey of 359
said it would be an advantage. This state of affairs
in the business world. While Taiwan’s legal and
full-time employees at firms across seven Asian
is not likely to change soon: looking ahead three
social acceptance of LGBT people is highest in
economies: China, Hong Kong, India, Indonesia,
years, 57% of respondents believe it will remain as
the region, its corporate sphere lags that of its
Japan, Singapore and Taiwan. It finds that many
difficult as it is today, or be even harder, for LGBT
larger neighbours. This is one of the findings of
Asian companies retain implicit ‘don’t-ask-don’t-
workers to disclose their sexual orientation or
Pride and Prejudice: The next chapter of progress,
tell’ cultures, compelling LGBT staff to conceal
gender identity to colleagues.
36 HR MAGAZINE SPRING 2021
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Key findings from the Pride and Prejudice: The next chapter of progress, The Economist Intelligence Unit
Out of 359 respondents...
40% said being LGBT would be a hindrance to their career prospects
Interestingly, China and India, where individual
Western countries, where social strides largely
LGBT rights remain scant, lead on several metrics
presaged corporate progress. Taiwan is a case
of corporate LGBT D&I, including most likely to:
in point: its middling performance on various corporate D&I factors in the Survey flies in the
•
57%
say their company has made ‘substantial
face of its comparatively strong legal and social
progress’ in LGBT diversity and inclusion
protections for the LGBT community.
over the last three years; feel ‘very comfortable’ joining an LGBT
Yet this also suggests companies in China and
support or allies’ network at work or joining a
India can potentially provide a template for how
pro-LGBT rally or march outside work;
firms can take a positive stand on LGBT issues,
say they have observed open debate about how
even amid otherwise restrictive environments.
to make their company more LGBT-inclusive;
First, seek to understand what motivates
agree that enacting LGBT-friendly workplace
employees, especially younger ones for whom
is today for LGBT workers to disclose
policies and practices presents a business
LGBT rights is likely a higher priority than for
their sexual orientation or gender
opportunity; and
their elders. Second, look to create a corporate
agree that the business world has a
culture that mirrors these values. This may not
fundamental imperative to drive change
automatically result in a friendlier climate for
around LGBT diversity and inclusion.
LGBT people—in the Survey, respondents from
believe it will remain as difficult as it
identity to colleagues
•
• •
•
Indonesia rate their firms high at reflecting
51%
Respondents from China and India are also most
the values of their staff but low on LGBT
likely to say their firm reflects the interests of its
acceptance, which may be a result of the country’s
staff in areas of broad social concern, including
conservative Muslim heritage. But it is likely to at
LGBT rights—70% and 85% of respondents
least spur a rethink of what companies stand for,
in China and India, respectively, believe this,
beyond serving as pure profit-making enterprises
compared with a cross-survey average of only
divorced from social concerns.
51%. This suggests that firms in these two national giants are ahead of the cultural curve
Asian companies have a long way to go in terms
believe their firm reflects the interests
on this issue. Tentative signs of this are already
of LGBT D&I, both internally and externally.
of its staff in areas of broad social
visible as companies in both economies have
Yet the fact that companies in Asia’s two largest
concern, including LGBT rights
openly made public gestures in support of the
economies appear to be at the forefront of change
LGBT community.
offers reason for hope. Their momentum must be celebrated, supported and exported to the rest of
What can be done to move the needle elsewhere?
the region as a model for improvement in a space
Asia seems to be bucking the pattern seen in
that desperately needs it. n
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Biggest employer empathy failings Supporting employees & showing you care during lockdown
Employer's biggest empathy failings during lockdown % of respondents
63%
Whilst initial lockdowns saw a positive response from
Biggests failings
Expecting the same productivity levels despite the continuing crisis
managers looking to support their teams; it seems maintaining this level of empathy a full year later is, for some leaders, proving unsustainable. According to a recent survey by The Hub Events of over 1,100 UK
52%
Not noticing signs of burnout with staff WFH
employees working from home (WFH), 53% felt that their manager had become less empathetic during the most recent lockdown.
48%
32%
23%
Managers not asking if everything is OK
Not offering enough support to employees WFH
Managers seeming fatigued and uninterested themselves
38 HR MAGAZINE SPRING 2021
HR FEATURES
C
hristine Macdonald, Founder, The Hub
to help track teams. And remember, culture is
Events, offered advice on how HR managers
such that many employees don't want to appear
can support both themselves and their employees
weak or unable to complete all their work. Lead
during lockdowns and help bring empathy back
from above—make it clear to employees that if
to their workplaces. She said, "52% of employees
they have too much on, to come and speak to you
highlight managers not noticing signs of burnout.
for solutions."
This suggests that not only is there a lot of Ensure you stay healthy
burnout amongst staff at the moment, but it's not being noticed, let alone addressed. This
Christine Macdonald
It is easy for HR to neglect their own health, with
could have huge implications for retention and
Founder
so much going on externally in their teams right
productivity. It's therefore vital that managers
The Hub Events
now. Macdonald explained, "Remember to try
bring more empathetic practices into their
and eat well, get plenty of sleep and watch any
workplaces to counter this." She added, "Working
habit, such as excessive drinking or poor eating,
in a leadership role can be trying at the best of
which can get out of hand during the pandemic.
times, and it goes without saying that things are
Control what you put into your body—it's a small
tough for everyone at the minute. Employees are struggling to maintain positivity and productivity with seemingly endless lockdowns, and after a year of living within the pandemic and having to manage entire teams from home, many managers are suffering themselves. It's telling that 23% of respondents said that their managers seemed fatigued or uninterested themselves. Before tackling empathy towards teams, show some to yourself first—if you're feeling better, you'll be better at tackling the problems of those around you." Adjusting expectations Macdonald noted that no one intends to adjust expectations but that it can be easy to lose sight of the employees you manage. She noted, "This goes double when everyone's working from home, and you end up seeing employees purely as a means to achieve company goals. Remember, your employees are people too with a lot on and adjust your expectations. You don't know what's going on at home. Employees may be struggling with depression, trying to care for children who aren't in school or even dealing with the loss of loved ones. Consider if you could be more lenient on goals and KPIs or include other performance factors that put less pressure on teams. A bit of give goes a long way right now." Be aware of workloads One of the biggest concerns for HR during COVID has been the lack of control. Macdonald noted,
Employees are struggling to maintain positivity and productivity with seemingly endless lockdowns and many managers are suffering themselves. Before tackling empathy towards teams, show some to yourself first—if you're feeling better, you'll be better at tackling the problems of those around you.
and simple change, which will make you feel more positive at work. A refreshed manager is a better manager able to tackle more." Pay attention to non-verbal cues It is more important than ever to pay attention to body language, tone of voice and employees' expressions. Macdonald advised, "When you give employees a task, look at them and listen to them— beyond their response. An employee may agree to take on a task, but their body language, slumped shoulders, or a frown might suggest that they're unhappy about it. So, follow up—an HR manager with good empathy levels should immediately ask what is wrong." Note behaviour changes This can be tough over Zoom, but Macdonald suggests trying to note any changes in employee behaviours. She said, "Think. Do your employees seem like themselves during meetings? Did one employee, known for making jokes, suddenly stop saying anything? Has one employee stopped talking in the group chat? Does anyone overreact to stress in a way they never used to? All of these are signs that your employee is struggling. Put some time aside to have a private chat with them and see what's up and where you can support." Reach out: ask if they're OK Macdonald concluded, "This sounds obvious, but you'd be amazed how many managers rarely, if ever, ask their employees if they are OK. It's understandable—you have a business to run, and
"As an individual, it's easy to feel powerless at the
it can be hard to stop and check in with employees.
moment, and easy to feel like things are getting
But just a simple question—Are you OK?—can do
on top of us. This applies to work too. Keep an eye
wonders for making employees feel valued. Don't
on your employee workloads and check in to make
wait for PDPs and reviews to know this; check in
sure they're not drowning. Use tools like Harvest
with your teams now." n
39
HR FEATURES
Men unsure how to support gender equality
The following metrics indicates the disproportionate impact of COVID on women: •
More stress: 24% of women reported they were required to take on new duties as part of their job compared to 22% of men. Women also indicated seeing a greater increase in their housework and childcare responsibilities compared to their male counterparts.
•
Fewer benefits: male employees said they saw more opportunities for financial raises (13%) than did female employees (11%), and over a quarter of women agree they have been overlooked for a promotion because they have children vs 16% of men.
•
Job insecurity: 14% of women surveyed reported being furloughed during the pandemic compared to 11% of men, exacerbating
The majority of women want men to be more involved in reducing inequities,
an already significant gap between employment and economic
which have increased during COVID
opportunities between male and female counterparts.
98% of women want men to help address gender inequality issues, yet less
The survey also revealed that HR and businesses need to address the stark
than half of men indicated being ready to help. This, according to a report
contrast between how men and women perceive gender inequalities.
just released by the marketing agency LEWIS, which covers gender inequities during the pandemic across 13 countries.
Key perception differences on gender inequality
Edward Wageni, Global Head, HeForShe, commented, “This research
•
emphasises the need to take action now more than ever. COVID-19 has
likely as female colleagues to say that gender inequality is no longer
only exacerbated gender inequalities across the globe, and we each have a role to play to ensure that not only do we build back better, but we also
Lack of awareness: male employees were more than twice as an issue facing women.
•
build back equal.”
Speaking out: nearly half of women say they want men to speak out against gender inequality when they witness it and listen more to female colleagues about the issue, while only 28% of men
Acknowledging the problem is not enough, and women are looking for active support to combat inequality. 39% of women say men should speak out
reported feeling the same. •
Parenting matters: parents of daughters are more engaged in the
against gender inequality when they witness it, while one-third want men to
issue than parents of sons. 26% are more likely to discuss gender
take on more household duties.
inequality issues at work, and 30% are more likely to discuss gender inequality issues at home.
Yvonne van Bokhoven, Executive Vice President, LEWIS, added, “The problem of widespread gender inequality is no secret, but our latest research
Chris Lewis, CEO, LEWIS, explained, “You don’t need to personally be a
is a powerful reminder that the advances the world has made to combat this
victim of discrimination to understand why we need to fight it. It’s clear
discrimination can be easily lost if we are not careful. We need everyone, men
that men can—and should—do more to help. Our hope is this research
and women, to take steps now to empower women by speaking up, being
will help shine a light on the challenges women face to make all of us
allies and working to address systemic gender inequalities.”
stronger allies in the fight against inequality.” n
40 HR MAGAZINE SPRING 2021
HR FEATURES
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HR FEATURES
WFH potential H&S time bomb
42 HR MAGAZINE SPRING 2021
HR FEATURES
J
ust under half a million 480,000 UK workers
the long run. In its 2019/2020 report, HSE found that
suffered from musculoskeletal issues, with an
480,000 workers in the UK have musculoskeletal
estimated 7.8 million working from home, according
disorders linked to working from home (awkward or
to the 2019/2020 Health and Safety Executive (HSE)
tiring sitting positions, keyboard work and repetitive
Report. Covid-19 measures and mental health have
actions), accounting for 1.47% of people employed in
been widely studied; however, there are zero reports
the UK. It also estimated that 8.9 million working days
on the physical impact of WFH.
were lost due to new or ongoing health issues. At the time, the Office of National Statistics reported that
2020 was, understandably, a busy year for health and
Simon Walter
safety in the workplace. In a matter of weeks, the
Director
national focus shifted rapidly towards combating
Rhino Safety
Covid-19. Social distancing became the norm,
An estimated 7.8 million workers in
restrictions were put in place, and laws quickly introduced to help stop the spread. For office-based
the UK are currently working from
workers, things moved swiftly as lockdown came into effect. Almost overnight, organisations and businesses were forced to adopt remote working with almost no preparation or lead time, changing the modern
Now more than
workplace as we know it in the process.
ever, it is essential
While some businesses were able to adapt, others had a
that organisations
steep learning curve as they tried to implement remote working to scale. Employees were also caught off guard, with many struggling to carve out a temporary area to work from at home. UK employers and their employees anticipated that working from home would be temporary. Now a year on and with lockdown measures still in place, it is important to reflect on the impact of working from home on health and safety.
have a clear health and safety policy for those working from home, including training,
480,000 workers in the UK have
troubleshooting and
musculoskeletal disorders linked to
risk assessment.
working from home
With these measures in place, we can help
For many, the focus on Covid-19 has caused the health and safety concerns connected to working from home to take a back seat. While mental health thankfully remains a key talking point, other health and safety have gone largely unrecognised and unreported, particularly regarding Display screen equipment (DSE) related health issues. DSE refers
roughly 4 million UK workers worked from home.
protect employees and mitigate any potential health issues.
home due to the pandemic
In its most recent report, the UK Office for National Statistics suggests that an estimated 7.8 million workers are currently working from home due to the pandemic, a 24% increase on the previous year. However, the edition of the 2020/2021 HSE report has been delayed, which means there is currently no information on potential health risks experienced by UK workers working at home. Simon Walter, Director, Rhino Safety, said, "The lack of reporting on working from home health and safety could have significant implications for remote workers in the UK. While the cultural and societal impact of working from home has been widely discussed, the impact that a poor workstation setup can have on employee health has largely gone under the radar during the pandemic." More people are working from home than ever before and are doing so under strenuous circumstances. Without precise figures or a discourse on the subject, it is challenging to determine the impact that a poor working-from-home setup could have on employees and businesses in the long-term. Walter added, "Now more than ever, it is essential that organisations have a clear health and safety policy for those working from home, including training,
to devices or equipment with a display screen such
troubleshooting and risk assessment. With these
as laptops and touch-screens, and DSE training is
measures in place, we can help protect employees
designed to help reduce injuries and health issues
and mitigate any potential health issues. And with
that can result from prolonged use.
26% of workers saying they plan to continue to work from home permanently or occasionally after
DSE related injuries can have a lasting impact on
lockdown, there needs to be more awareness and
employee health and prove costly to employers in
discussion on a wider scale." n
43
HR TECHNOLOGY
Workplaces that work Technology that powers people and workplaces of the future
HR workplace utilisation dashboard A vital issue for HR right now, particularly as we emerge from a chronic period of stress during the pandemic, is workplace well-being and how to enhance office operations. Chow noted, "One of the focus areas for our Smart Energy Connect (SEC), a digital platform that offers a suite of energy management solutions, is the smart workplace. Serena Pau
We can adopt technology solutions to help connect
Head of Products, Digital Products
all the electrical appliances in the office, including
CLP Innovation
lighting, air-con, projectors, meeting room booking systems, and email systems, providing integration, automation, and empowering HR to visualise the data collected. This data provides insights into how, where and when users interact with the office technology and how much electricity is used in the office at
S
erena Pau, who harks from an IoT start-up,
I told my team,
different times. These insights can then be leveraged
I want to
Pau noted the flexibility afforded by the SEC platform to
to schedule energy tasks on an as-needs basis."
shared her people passion, "I told my team, I
want to create 'people of the future', and thought long and hard about shifting to the digital field team, hiring start-up tech talent is challenging, especially if you're not a tech person yourself,
create 'people
skill sets required to manage the complexities of
of the future',
software manufacturing, back-end and front-end app issues as well as different app requirements for Android and Apple." When Pau later joined
"When I first hired at CLPIE, I was a little
and thought
an exciting opportunity this was, as CLPIE is run
long and hard
financial backing and big-company support that
about shifting to the digital
ideas and products in an ecosystem that helps bring
administrative staff to physically go around the different meeting rooms to check on utilisation and availability. air-con and dim the lighting in unoccupied rooms to save energy. Moreover, the system can feedback teams—so they are always aware of room availability and have access to historical data about who has sued different facilities in the office. Chow added, "This
field to realise
Science Park, and they are on a mission to connect incubator organisations and start-ups with great
automatically adjust lighting and air conditioning to
real-time room availability to HR and administrative
comes from the existing CLP framework." CLP Innovation Hub is located at Hong Kong
employees present at quieter times, the system can
Instead, this function is automated and will shut down
more like a start-up within a bigger company. So you get to be an intrapreneur, but with all the
Saving energy, time and money
save energy. Also, the system eliminates the need for
hesitant as to whether it would be like working for the Government or what. I soon realised what
This flexibility and scope allow us to achieve the goal
This technology means that when there are fewer
the CLP Innovation Team (CLPIE), it was with initial trepidation and later elation. She said,
others being sourced within our start-up ecosystem. of helping organisations become more sustainable."
but we quickly learnt from our mistakes and were able to formulate a great team with the diverse
facilitate meeting the needs of HR, "Some products are developed in-house by the CLP Innovation team, with
to realise this goal. In terms of recruiting the
system enables all kinds of office operations to be automated and visualised from a single user interface. Actual energy consumption can be compared with
this goal.
the historical data, and by leveraging machine learning (ML), the system can then make automated
these ideas to life and roll them out to workplaces
adjustments based on external environmental factors
great across Hong Kong and the Greater Bay Area.
such as the ambient temperature and historical usage.
We speak with Serena Pau, Head of Products
Moreover, the platform can also provide forecasts on
and Vincent Chow, Head of Marketing at Digital
expected energy consumption in the office."
Products, CLP Innovation, to get their take on workplaces of the future that help save HR time,
Pau added, "Many organisations are hungry to go
money and staffing, as well as increase engagement,
green and become more sustainable, but they don't
retention and workplace safety to boot.
know exactly how to do this or where to go to get help with this journey. When HR wants to enhance their
44 HR MAGAZINE SPRING 2021
HR TECHNOLOGY
sustainability efforts but only have a small team to
issue reminders and deliver training programmes
Chow added, "COVID-19 influenced human resource
help achieve this, it can be challenging. This is where
to highlight the importance environmentally and
management profoundly. HR now has to manage
SEC can help in terms of sustainability solutions,
financially of saving energy. Frequently, when
effective zoning or workspaces and take measures to
for example, through heating, ventilation and air
energy-saving tips get forgotten, they may also find
maximise social distancing in the office—especially in
conditioning (HVAC) system optimisation. We use
themselves walking around the office and turning
co-working spaces. The smart solution offers a desktop
automation to improve HVAC systems to give HR the
off lights and monitors that are not currently being
workstation solution that helps HR more easily
best set points—that fit with the current weather and
utilised. Chow said, "With smart energy platforms,
manage different office areas, and how many users are
utilisation rates etc."
instead of manual 'patrols' and endless stickers
allocated to each area at any given time to help space
and memos to remind staff to turn off lights and
out utilisation as far as possible."
Reducing downtime
monitors and printers, the whole operation is now
The platform can also leverage ML to provide
automated, which not only saves energy and costs
Platform mobility
predictive analytics concerning office equipment
but also frees up time for HR to focus on more
Recently, there has been a significant flux in how
maintenance and repair. Chow explained, "Instead
strategic tasks."
offices utilise their existing workplaces, many shifting
of waiting until something has actually broken down,
to co-working, open plan and hybrid models. Coupled
then waiting for the repair team to assess the repair,
Pau echoed these sentiments, "Optimising office
with budget limitations, this has led to a degree of HR
order parts and make good the repair; now the platform
systems for efficiency helps organisations save
concern over migrating such systems to a new office
can predict when an item is approaching the end of its
resources, reduce carbon emissions and achieve
and up/downscale them in line with the organisation's
usable lifespan and be programmed to schedule repair
long-term
it
current needs. Chow explained, "In Hong Kong, the
and maintenance at a convenient time, avoiding any
brings talent efficiencies; with an entire-building
majority of office spaces are under rental contracts,
downtime and business interruption."
optimisation, HR could save 40 – 50 person-days
so investment in any workplace installations needs
every year. And once these days are freed up, talent
to be carefully considered in case there is a need to
Pau noted, "The predictive maintenance product,
can focus on more meaningful and value-add tasks
move office. Now because the technology adopted is
Building Scope, collates all building management
such as reporting and innovating."
more mature and leverages the Internet of Things,
sustainability
goals.
Moreover,
nearly all devices can be wirelessly connected, which
system data and uses AI to predict when machines are likely to break down. Doing this not only helps
ROIs for Smart Office Solutions
is completely non-invasive—so cost-effective and
schedule maintenance at off-peak times, but also
Chow noted, "Not only can workforce operations
completely mobile should later migration be required."
eliminates the need for engineers to go searching for
be enhanced as HR has better control and visibility
leakages, as they will know before exactly what the
of power consumption and utilisation in the office,
So, for organisations looking to re-size, move and
issue is and where to go to repair it. The ROI on this
but the system also brings huge savings in terms of
enhance operational efficiency, adopting smart energy-
can be realised in about 18 months."
energy and more efficient utilisation of workspaces.
management technology is undoubtedly a smart move.
So overall, HR can optimise their resources in the long
Bringing energy, staffing, time and cost savings, in
Help with people management
run." Pau noted, "The HVAC optimisation can achieve
addition to helping organisations achieve sustainability
Traditionally, HR has been tasked with ensuring the
savings of 20 – 25% each year, which will be realised
goals, this SEC platform helps HR better power both
workforce remain aware of energy-saving, and often
within the first year."
their people and their workplaces of the future. n
45
HR TECHNOLOGY
Transitioning to HRMS Is your job still safe in HR?
There are multiple factors at play regarding getting your HR management system (HRMS) up to speed. Florence Mok, Managing Director, North Asia, BIPO, gives tips on smoothly transitioning to digital cloud-based HR systems, the multiple benefits it brings HR and why HR does not need to worry about losing their job to tech.
M
ok is no stranger to managing HR across borders in multiple directions as she oversees the entire
North Asia region for BIPO, including Hong Kong, Macau, Japan, South Korea and Taiwan, among the 16 countries that the Group has a presence in. Drawing on her in-house experience in HR leadership and HRBP roles across multiple industries, including technology, utilities, logistics and chemical sectors, Mok believes HR has a vital role in empowering the lives of their talent teams. She noted, "With the right support in place, including data analytics, process automation and digitalisation, HR can successfully lead happy, motivated and productive teams to support business growth." She added, "When it comes to data analytics, HR can leverage a massive amount of data to support strategic decisions. It's also vital to check the accuracy of this data, as it will underpin an entire range of HR initiatives, including how to recruit and retain the best talent."
As an HR professional, it's imperative to be constantly learning to equip yourself to create greater value for the organisation.
Florence Mok, Managing Director, North Asia, BIPO
46 HR MAGAZINE SPRING 2021
HR TECHNOLOGY
3 biggest HR challenges
Contactless staff check-in systems BIPO has its headquarters in Singapore, and owing to the demand during the pandemic; the organisation immediately launched its 'BIPO Safe Entry'
1. Globalisation of HR solutions
contactless check-in for employees in Singapore. Mok explained, "The Safe
The first HR challenge is dealing with the globalisation
Entry system uses advanced technology combining both facial recognition with
of HR solutions. Mok noted, "With most MNCs needing
contactless temperature scanning tools, and facemask detection features to help
to implement HRMS globally, the challenge comes in
keep everyone safe and seamlessly support contact tracing efforts." In addition
finding a global solution that can fit all the local country
to on-site monitoring and security, the system also features real-time employee
regulations, requirements and market practices. This
attendance records, contactless door access, multiple language capabilities and
is especially true for time and attendance and payroll
all the attendance records integrate with the HRMS. Mok added, "This real-time
solutions, which need to be carefully tailored to each
integration into the HRMS platform allows HR managers to track staff attendance
market. To help close this gap, HR must source a reliable
against the roster planning. We are planning to extend this solution to other
local HRMS with proven integration, which affords both
countries, including Hong Kong, from Q2 onwards.
a globalised and localised approach.
2. Resistance to change The second HR challenge is resistance to change. Mok said, "In this age of automation, many HR professionals fear that as technology uptake increases, this may one day take over their role. With the uptick in robotics, AI, and machine learning, humans' entire lifecycle and work culture have undergone a rapid and dramatic change. There is no doubt; these technological advancements will gradually take over many transactional HR jobs. From an HR perspective, it's vital to think in terms of value creation for the organisation and how HR can contribute to business success. However, I do not believe all these processes can be completely replaced by technology and HR teams will always play a critical role in selecting the best solutions for their organisations." She added, "As an HR professional, it's imperative to be constantly learning to equip yourself to create greater value for the organisation. Just because a company decides to outsource a payroll function, the original payroll team member can still bring additional value to the company by refocusing their roles on C&B data analysis to become a C&B expert who can support company growth."
3. HR data security The third HR challenge is ensuring data security. Mok noted, "The HRMS platform chosen is critical. HR needs
Built-in facial recognition technology enables companies to capture real-time data
to ensure that the cloud security of their selected platform
when employees arrive at their place of work. They now have the option to clock-
is robust enough for protecting sensitive personnel data
in on arrival at the company’s premises based on a specific Wifi-tethered login,
and whether the vendor can offer automated online
through GPS login when working from home, or a combination of both for hybrid
payroll solutions linked to the centralised employee
working arrangements.
dataset." She added, "HR should also pay attention to which cloud solution vendor they're using. The big three
Data privacy is critical when handling employee records. HR should ensure that
that, in my opinion, are considered most reliable in the
employees have given express consent to the collection, use, and disclosure of their
market are Microsoft Azure, Amazon and AliYun, who
personal data for purposes connected with their employment. Data collected for
can all provide highly-security triple-firewall protection,
record attendance is for due diligence, enabling companies to carry out its duty of
and redundancy backups for that data."
care towards its employees.
47
TECHNOLOGY HR FEATURES
Transitioning legacy systems
Tips to ensure compliance across GBA
When transitioning legacy HR systems, Mok noted that the critical things for HR are effecting the change management as well as the digital transformation itself.
Employment contract—as an employer, the
She said, "Before any transition, it's important for HR
company
first to step back and think about the key purpose and
they want the employment contract to be
objectives of the transformation. Define the benefits
attributed to the Hong Kong or GBA entity.
that the change will bring and the value-add to the
This consideration will affect whether the
organisation and have the best methodology in place
employment contract will be governed by the
to support employees through the process." She added,
employment laws of Hong Kong or those of
"Within this change framework, HR should facilitate
Mainland China—both being quite distinct.
constant communication at all levels that is cascaded
For example, it is much more challenging to
down across the organisation to ensure all team
terminate any employment contract in the GBA
members better understand the objectives behind
than in the Hong Kong SAR.
must
always
consider
whether
the change and the key benefits and savings it will bring into each team and the organisation as a whole."
Cultural differences—even within the same country, communication and language barriers
Any system change is not just limited to HR-related
exist in different regions. These present a
topics; there's always an element of selling the idea
common challenge to employees when they
that needs to accompany the change. Mok highlighted,
work across the region. HR teams have the
"During change, building the organisational brand
responsibility to ensure that employees are
image is also an important factor. Companies
mentally prepared to cope with these cultural
using antiquated legacy HR systems, where it's not
differences. It is a good idea to introduce the
even possible to provide a mobile app solution,
team concerning the local work culture in which
may portray the image that the company is very
they will be carrying out their duties
outdated. To help attract and retain the younger generation, who are heavy mobile users, bringing
Taxation system—HR needs to consider whether
app-functionality to HRMS is a benefit, which can
employees should be taxable in the Hong Kong
further assist successful change management."
SAR or the GBA, especially for income generated from the GBA. Where employees are under
Cross-boundary compliance
employment with a Mainland China entity and
The HKSAR Government is putting significant effort
have worked in Mainland China for over 183
into boosting mobility across the Greater Bay Area
days, they have a high possibility of triggering
(GBA). Mok noted, "The Government has been
liability for Mainland China individual income
really supportive and creative in helping facilitate
tax. It is essential to keep proper records of
new opportunities, especially for young talent in
exact working times and number of working
Hong Kong to pursue their career throughout the
days to ensure the company remains compliant.
GBA. While this creates some amazing talent and business opportunities for HR, it also creates a few
Social Security—employees employed under
compliance headaches in dealing with employment
Mainland China entities should be enrolled in
rules in the different jurisdictions, with several key
the local social security scheme, which is very
areas to be mindful of."
different from the Hong Kong SAR MPF system.
Before any transition, it's important for HR first to step back and think about the key purpose and objectives of the transformation.
As an employer, it is crucial to be apprised of local labour laws and changes to such over time. This is even more important when dealing with employees who frequently relocate across the GBA. The four areas above are for indication purposed only, and it is essential to get professional advice in all these areas. Staying compliant, staying flexible and ensuring staff are well prepared for mobility will pay dividends in terms of better business, better talent retention and better employer branding to attract new quality hires across the GBA on an ongoing basis. n
48 HR MAGAZINE SPRING 2021
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HR LEGAL
Hong Kong's COVID-19 Vaccination Programme Employer Considerations By Matthew Durham, Registered Foreign Lawyer, Gall
T
he Hong Kong Government has commenced implementation of its COVID-19 vaccination
programme intended to cover all Hong Kong residents across the territory. Vaccinations are offered free of charge with the stated aim of safeguarding public health and allowing further easing of restrictions and a gradual return to normal life and activities. At this stage, the rollout is prioritising the vaccination of individuals within vulnerable and high-risk groups, such as the elderly and healthcare workers, but should extend to all groups during 2021. The vaccination programme raises some important questions for employers in terms of protecting their personnel, workplaces and businesses. In particular, can an employer require an employee to have a vaccination? For many people, the rollout of vaccinations is seen as a breakthrough in the fight against the virus and a big step towards a confident return to normality, with demand for jabs outweighing immediately available vaccine stocks. Equally, however, some people say they are unwilling to receive the vaccine, with one report suggesting that up to 40% of Hong Kong residents could refuse this opportunity. The reasons for this are diverse, including religious beliefs, concerns about how the vaccines have been made and tested, and fear of side effects or adverse impact on other medication. A recent report that a chronically ill woman who had received the Sinovac vaccine died after suffering a stroke may fuel such concerns, even though it remains unclear whether the fatality was in any way related to the COVID-19 vaccine.
50 HR MAGAZINE SPRING 2021
HR LEGAL
Can you require an employee to be vaccinated? There is no clear and absolute right for an employer to insist that an employee is vaccinated. While employees are obliged to follow the lawful and reasonable direction of their employer, it is not clear whether such a direction would be deemed reasonable. As noted above, employees could provide a number of reasons against the vaccination programme, which is a sensitive area. This potentially could include an argument that forcing them to be vaccinated is a breach of their human right of self-determination. Similarly, although employers have a duty at Common Law and under the Occupational Safety and Health Ordinance to provide, as far as reasonably practicable, a safe working environment for employees, there is no guarantee that enforcing COVID vaccinations would be deemed reasonable for this purpose, this is perhaps more likely in the context of hospital and health workers, or for employees in other businesses requiring frequent and close proximity with others, but it remains highly sensitive and potentially contentious. In the UK, the National Health Service (NHS) is focusing its efforts on communicating with staff members who refuse to have the vaccine. The aim is to understand why individuals do not want to have the vaccine, communicate clearly the benefits of doing so, and dispel any misconceptions. The emphasis is on persuasion. A video has even been released of Queen Elizabeth II in discussion with health officials, describing the vaccination procedure as painless and urging others to have the vaccine. Gall's recommendation, therefore, is that while employers can encourage employees to get vaccinated and advocate the benefits of doing so for the workforce as a whole, they should also be sensitive to individual concerns and ultimately not seek to force employees to do so.
Risk of discrimination The protections under Hong Kong's anti-discrimination legislation include protection against discrimination on the basis of pregnancy and disability. The definition of "disability" is very broad, including medical conditions and the presence in the body of organisms causing, or capable of causing, illness or disease. Accordingly, employers should be cautious about how they treat employees who refuse to be vaccinated and potential hires who have not been vaccinated.
Data privacy considerations Employers will also need to take data privacy into account and comply with the requirements of the Personal Data (Privacy) Ordinance if they intend to track which employees have (and have not) been vaccinated or otherwise collect, store or process information relating to the vaccination of employees. This would include informing employees about whether they are required to provide information and ensure that any information provided is held securely and kept up to date.
Final thoughts Companies will undoubtedly be eager to benefit from the vaccination programme to protect their businesses and keep their personnel and workplaces safe. However, employers should consider carefully the specific legal issues and the sensitivities and concerns of individuals which may arise when deciding their own strategies in this regard. In addition, Gall recommends keeping a close eye on government guidance and updates as the programme is rolled out. n
51
HR BOOKS
HR Books
Leading from Home: The Legacy of Lockdown By Tim Johns Tim Johns is a British author and communications expert who has advised leading UK firms on how to use a ‘Four Cs’ approach (Coaching, Communication, Change and Consultancy) to simplify tasks, humanise organisations and give staff the confidence to see things differently. His new book ‘Leading from Home’, is great reading for leaders who are navigating the challenges of running their business during the lockdown and beyond.
The Day Tomorrow Said No: The Discovery That Forever Changed the Future and How We Work
The world of work was entering a turbulent period long before the pandemic
By Bill Jensen
came along. The signs of change and the megatrends were already there, and the COVID-19 crisis merely accelerated them. The employment landscape,
Bill Jensen’s ninth book is an effortless read, beautifully illustrated in
along with many other aspects of life, is forever changed, so working from
comic strip style, which makes HR life that bit more manageable, making
home will continue to play a significant part in our lives in the years ahead.
it easier to do great work and leap into tomorrow’s workspaces. Bill founded The Jensen Group in 1985, and his book distils over 30 years’
Leading from home is not the same as leading from an office and it calls for
research, and over 1 million talents surveyed, in how work gets done.
new behaviours and new attitudes. Before leaders can learn to lead from home, however, they need to learn to lead themselves. In this short and punchy
The book helps leaders translate digital transformation into people
book, Johns outlines the challenge of leading your team through this digital
transformation. Through a highly relatable story, the book helps guide
transformation and sets out some ideas to help.
HR and business leaders towards a better future way of working based on three types of leaders: breakers, builders and believers.
Tim Johns said, “This is a slim volume despite the fact that it covers a lot of ground. It’s a short book because many business books are simply too long. And no one enjoys struggling through long drawn-out books.” Johns continued, “Many business books are little more than one or two big ideas padded out with interviews and case studies that stretch the original premise almost to breaking point. You don’t want that. What you want is something that is to the point and easy to read.” Johns’ mission is to make you think differently and challenge your assumptions, working from the standpoint that past experience alone won’t help you to get where you need to go. The book will broaden the outlook of leadership teams and help them find a better way forward in our much-changed world.
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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 Gender Equity 57 HR Consulting 57 HR Technology Solutions 58 Leadership Development 59
Legal / Employment Law / Tax MICE Venues / Event Organisers Photography / Videography Recruitment / Executive Search / Staffing / Outsourcing Retail Relocation / Logistics Serviced Apartments / Hotel Staff Benefits
59 60 60 60 61 61 62 63
BUSINESS PROCESS OUTSOURCING BangMang Group established in 2007 and provides Full-service HR solution. As of 02.2019, 163 branches have been deployed and covered over 300 cities in China. In the past 10 years, over 10,000 companies and 300,000 employees choose 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 and provides outsourcing services includes Full-service HR solutions, Recruitment, Employee Leasing, and Employment Training. Our business partners covered Hong Kong, Mainland China, USA, and overseas regions. We dedicate 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
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HR CLASSIFIEDS
CO-WORKING SPACES
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 & decent event space with designing industrial-style and decorating green plants to provide comfortable environment. With well-equipped and one stop related event service and arrangement, it specially tailor-makes 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 is the only tenant of the floor, which are attributes 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 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 2021
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 reimagine 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/
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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.
H.R. Solutions specialises in training in leadership, performance management, sales and general skills development including negotiating, project management, presentation skills and communication skills. We are official partners of Think on your Feet® and engage-universe, and accredited DISC and MBTI® facilitators. Based in Hong Kong, we work regionally with local languages delivery as required. Our workshops incorporate simple frameworks and processes to provide effective, structured learning, supported with tailored experiential exercises, cases and role-plays. Our long-term development programs combine classroom training with on-the-job learning, ongoing coaching and on-line resources as appropriate. We aim to ensure participants can apply the skills immediately in the workplace for better team performance and superior business results.
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
H.R. Solutions (Int’l) Ltd. Room 2802, Tower Two, Lippo Centre, 89 Queensway, Admiralty, Hong Kong Tel: (852) 2573 0501 abrophy@hrsolutions.com.hk www.hrsolutions.com.hk
EMPLOYEE WELL-BEING / INSURANCE
56 HR MAGAZINE SPRING 2021
Holistic Wellness Hong Kong (HWHK) regularly organises different types of events, lectures and workshops, all of which have been carefully and scientifically designed to help participants manage their emotions, cope with stress and improve interpersonal relationships and work performance.
Holistic Wellness Hong Kong Unit C, 8/F, Hung To Center 94-96 How Ming Street Kwun Tong, Kowloon, Hong Kong
HWHK is committed to promoting the practice of Holistic Wellness to the general Hong Kong public in their daily life and work. They offer different kinds of personal and corporate training services.
Tel: (852) 9794 1363 (Raindy) Tel: (852) 9454 5687 (Vincent) contact@hwhk.org www.holisticwellnesshongkong.com
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 Tel: (852) 3651-8835 Fax: (852) 3651-8840 www.hkah.org.hk
HR CLASSIFIEDS
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
Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the AsiaPacific region. Working with over 120,000 clients in 150 countries, Pacific Prime can deliver advice in more than 15 major languages. With offices strategically located in Shanghai, Singapore, Dubai, and Hong Kong, Pacific Prime is able to provide immediate advice and assistance to policyholders located around the world. Pacific Prime works with over 60 of the world’s leading health insurance providers, giving customers unprecedented access to the best medical insurance products currently on the market.
Pacific Prime Insurance Brokers Ltd. Unit 1 - 11, 35/F, One Hung To Road, Kwun Tong, Hong Kong Tel: (852) 2586 0731 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com
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)
FLEXImums stands for mums & women who want to work! FLEXImums was established with the vision to empower and connect working mothers and mothers returning to work with full-time and part-time jobs. FLEXImums’ portfolio of clients extends across all sectors, from public to private and SMEs to large multinationals.
FLEXImums info@fleximums.com (852) 6540 0526 www.fleximums.com www.genderequityconference. com
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
FINANCIAL SERVICES
Tel: (852) 2166 5388 https://www.societegenerale.asia
GENDER EQUITY
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.
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HR CLASSIFIEDS
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.
Tel: (852) 3466 5279 info@hroutsourcing.hk www.HRoutsourcing.hk
The Hong Kong Management Association (HKMA) was established in 1960. The HKMA is a non-profit making organisation which aims at advancing management excellence in Hong Kong and the Region, with a commitment to nurturing human capital through management education and training at all levels, the HKMA offers over 2,000 training and education programmes covering a wide range of management disciplines for approximately 48,000 participants every year.
Hong Kong Management Association 14th Floor, Fairmont House, 8 Cotton Tree Drive, Central, Hong Kong
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.
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
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
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FLEX Human Resources Unit 705, 7/F, Tamson Plaza, 161 Wai Yip Street, Kwun Tong, Hong Kong
Tel: (852) 2526 6516 Tel: (852) 2774 8500 Fax: (852) 2365 1000 hkma@hkma.org.hk www.hkma.org.hk
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 CLASSIFIEDS
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.
COL, based in Hong Kong with over 40 years of experience, is a leading IT services subsidiary of WTT. COL is the vanguard of HRMS providers, crowned Excellent HR Information System Provider of HR Excellence Awards 2014 by the Hong Kong Institute of Human Resource Management (HKIHRM). COL offers a comprehensive IT services portfolio, including application development and implementation, Business Process Outsourcing (BPO), IT infrastructure, etc. With domain expertise in business applications, we deliver the best practice Human Capital Management (HCM) solutions ranging from award-winning HRMS, web-based employee self-service portal to outsourcing services for MNCs, enterprises and SMEs. “Doc:brary” Document Management System is another flagship application in our HCM product portfolio that securely manages HR related documents including employees P-file, appraisal records, training materials, etc.
BIPO C1, 22F TML Tower, No. 3 Hoi Shing Road, Tsuen Wan, New Territories, Hong Kong Florence Mok: Tel: (852) 3643 0295 Email: florence.mok@biposervice.com https://www.biposervice.com/
COL Limited Unit 825 - 876, 8/F, KITEC, 1 Trademart Drive, Kowloon Bay, Hong Kong Tel: (852) 2118 3999 Fax: (852) 2112 0121 colmarketing@col.com.hk www.col.com.hk
COL is an Avaya partner, a Cisco Gold partner, an EMC Velocity Partner, a Juniper Networks Elite Partner, an Oracle Gold and ISV Partner, a TmaxSoft ISV Partner and a VMware Partner. COL was CMMI Level 3 assessed in May 2005
With strategic offices in Hong Kong, China, UK and US, DaXtra is a world leading specialist in high-accuracy multilingual CV parsing, semantic search, matching and process automation technologies. Our solutions are compatible with most leading recruitment ATS and CRM systems and are designed to bring efficiency and automation, while dramatically reducing the overall ‘cost of hire’. Over 1000 organisations globally use DaXtra products every day – from boutique recruitment firms to the World’s largest staffing companies, from corporate recruitment departments to job boards and software vendors.
Daxtra Technologies (Asia) Ltd. Unit 401, OfficePlus 93-103 Wing Lok Street Sheung Wan, Hong Kong
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
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
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LEADERSHIP DEVELOPMENT 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. 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.
Management Development Services Limited Room 1701–3, Kai Tak Commercial Building, 317–319 Des Voeux Road Central, Sheung Wan, Hong Kong Tel: (852) 2817 6807 Fax: (852) 2817 9159 mds@mdshongkong.com www.mdshongkong.com
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
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
WTS is a tax and business consulting firm providing assistance in the strategic planning and management process of intercompany assignments’ cost and compliance. Our Global Expatriate Service specialists advise on expatriate issues relating to corporate tax, personal tax, social security matters and process consulting across Asia. Our expertise therefore enables us to identify assignment related risks at an early stage and optimise tax and social security payments for companies and their employees while keeping the administrative burden to a minimum. In conjunction with our international network, we can assist you in almost 100 locations worldwide.
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WTS consulting (Hong Kong) Limited Unit 1004, 10/F, Kinwick Centre, 32 Hollywood Road, Central, Hong Kong Tel: (852) 2528 1229 Fax: (852) 2541 1411 claus.schuermann@wts.com.hk www.wts.com.hk
HR CLASSIFIEDS
MICE VENUES / EVENT ORGANISERS
AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, 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
Rockbird Media is an events management expert who aims to organize best-quality events that will bring impact to its clients’ business growth. We aim to spread this principle in Asia and the Pacific, and even globally. We don’t just organize events. We create the kind of experience that people talk about, the ones they cannot get enough of. It’s who we are.
Rockbird Media https://rockbirdmedia.com/
I’m an independent videographer based in Hong Kong, specialising in event videos, interviews, brand videos and many more. My love of watching films and tv shows intrigued me to discover all the intricacies within film making. I believe a good video requires a great team and careful attention to detail which leads to an effective video.
Paul Fukushima Tel: 6356-1700 Email: fukushimapaul@gmail.com https://fukushimapaul.wixsite. com/home
Tel: (852) 3606 8888 Fax: (852) 3606 8889 fnb@asiaworld-expo.com www.asiaworld-expo.com
PHOTOGRAPHY / VIDEOGRAPHY
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.
Adecco Personnel Limited 12/F, Fortis Tower, 77-79 Gloucester Road, Wanchai, Hong Kong
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.
Elabram Group Level 23 Nu Tower 2, KL Sentral, Jalan Tun Sambanthan, Kuala Lumpur 50470, Malaysia.
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.
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.
Tel: (852) 2895 2616 Fax: 2895 3571 hongkong@adecco.com http://adecco.com.hk/
Mikel Yaw Tel: +60338317888 Email: enquiries@elabram.com https://elabram.com/
Frazer Jones 1918 Hutchison House, 10 Harcourt Road, Central, Hong Kong Tel: (852) 2973 6737 info@frazerjones.com frazerjones.com
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HR CLASSIFIEDS
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) 2232 3408 www.randstad.com.hk
fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com
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
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
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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
HR CLASSIFIEDS
SERVICED APARTMENTS / HOTELS
Four Seasons Place, the epitome of luxury and elegance, Four Seasons Place creates a relaxed and homely living environment amidst the surrounding opulence. With 519 serviced suites designed by internationally renowned designers, guests can choose from a range of stylish accommodations from studios and 1/2/3-bedroom suites to penthouses that open up to spectacular views of Victoria Harbour. It also features a rooftop heated pool & jacuzzi, sky lounge, gymnasium, sauna and multi-purpose function room to meet business and recreational needs. Heralding a comfortable, hassle-free living experience, all guests are pampered with personalised hotel services from VIP airport pick-up to 24-hour multi-lingual concierge services.
Four Seasons Place 8 Finance Street, Central, Hong Kong
GARDENEast is prestigiously located at the heart of Queen’s Road East, Wan Chai, boasting 216 luxurious units in 28 storeys.
GARDENEast Serviced Apartments 222, Queen’s Road East, Wan Chai, Hong Kong
Each of our luxurious units is subtly unique. Spacious studio, studio deluxe, deluxe 1-bedroom, executive suite and twin-beds in selected rooms, with their sizes ranging from 395 to 672 square feet, are comfortably-appointed with an all-encompassing range of fittings and furnishings. The landscaped gardens offer a relaxing lifestyle, peace and tranquillity of green living and a diverse choice of dining and entertainment is right on your doorstep.
Tel: (852) 3196 8228 Fax: (852) 3196 8628 enquiries@fsphk.com www.fsphk.com
Tel: (852) 3973 3388 Fax: (852) 2861 3020 enquiry@gardeneast.com.hk www.gardeneast.com.hk
The HarbourView Place is part of the Kowloon Station development, located at a key harbour crossing point. Located atop the MTR and Airport Express Link at Kowloon Station. The junction of major rail lines, three minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre, the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong, guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.
The HarbourView Place 1 Austin Road West, Kowloon, Hong Kong
Conveniently nestled in the East of Hong Kong, Kornhill Apartments is one of the biggest apartment blocks in town, featuring a total of 450 units with a variety of unit configurations designed to suit every need imaginable.
Kornhill Apartments 2 Kornhill Road, Quarry Bay, Hong Kong
Notable for cozy and contemporary décor, as well as superior amenities and services, the complex is located next door to Kornhill Plaza where you can relish a wide array of shops and entertainment choices.
Tel: (852) 2137 8101 Fax: (852) 2568 6256 kornhillapts@hanglung.com www.kornhillapartments.com
The apartments are an excellent choice for corporate clients who cater for visits by expatriate colleagues. Units include studio, one to two-bedroom suites and deluxe three-bedroom suites.
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/
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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 Nespresso provides a range of machines dedicated to professional use that meet the different needs and expectations of our customers. Zenius is the one of the latest innovation in the professional machine range by Nespresso and comes at an affordable price. It is intuitive to use, reliable and integrates the latest technological advances by Nespresso. Zenius is the ideal machine for small and big companies looking for quality and simplicity. At Nespresso we want to make it possible for you to make the same full-bodied espresso offered by skilled baristas. Your business can benefit from years of Nespresso expertise in premium Grands Crus coffees, innovative machines and excellent customer support.
Nespresso, Division of Nestlé Hong Kong Ltd. Unit 505, Manhattan Place, 23 Wang Tai Road, Kowloon Bay, Hong Kong
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.
Philip Morris Asia Limited Suites 2402-2411 24/F Devon House, Taikoo Place 979 King’s Road Quarry Bay, Hong Kong
For more information, see our PMI (https://www.pmi.com/) and PMIScience (https://www.pmiscience.com/) websites.
Tel: 800 905 486 Fax: 800 968 822 CRC.HK@nespresso.com www.nespresso-pro.com
Tel: 28251600 https://www.pmi.com/
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