HR Magazine 2014 Spring

2014 SPRING

Putting people first If it’s important to HR, it’s in HR Magazine.

12

Flexible working key to happiness Why HR must offer flexi-time & remote working options if they want to catch & keep top talent.

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Cover Story What’s holding HR back on headcounts and salaries? Cracking the stats to uncover the reasons behind this stagnation.

26 LEADBEATER ON INNOVATION

Former advisor to Tony Blair, Charles Leadbeater, on how HR in APAC can inspire innovation.

What’s holding HR back?

With over 70% of companies anticipating strong economic growth, why are most hiring heads not taking on new staff this year?

Opportunity is everywhere. So are we.

UniGroup Relocation is the largest commonly branded global mobility network with nearly 1,200 locations serving more than 180 countries across 6 continents. Our broad range of pre-assignment, transportation and destination services will support your assignees along every step of the journey, from beginning to end. Built on the heritage of the U.S.’ largest and most experienced moving companies – Mayflower and United Van Lines – UniGroup Relocation provides the unique benefits of a common voice, a consistent standard of quality and unsurpassed local knowledge. Contact the regional office nearest you.

Americas: americas@unigrouprelocation.com EMEA: emea@unigrouprelocation.com Asia/Pacific: apac@unigrouprelocation.com UniGroupRelocation.com/hrmaghk

publisher’s note

In the news Find out about the latest apps and technology to help save HR precious minutes—from sourcing top talent to catching cabs, the ‘buzzwords’ that turn HR off when it comes to viewing resumes, and why work flexibility and remote working are key to keeping staff happy.

Cover story Our editorial team crack some serious statistics to try and solve the mystery as to why there is so much inertia in HR when it comes to boosting headcount and raising salaries, despite feeling upbeat about the economic outlook. We also get insight from Hong Kong’s leading organisations on the biggest challenges ahead for HR—and how best to tackle them.

other stuff Why is Hong Kong talentless? We explore where HR is going wrong when it comes to fishing in talent pools. We pick the brains of Tony Blair’s former adviser, Charles Leadbeater, on how to promote and inspire innovation in APAC staff teams, and offer tips on how to become a rockstar of blissful employee relations. We also revisit Hong Kong Broadband Network to discover the various values of CSR and get ideas for what organisations can do to help make their community a better place.

Enjoy...

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

HR MAGAZINE No part of this publication can be reproduced without consent from the Publisher. Copyright of all material is reserved throughout the publication.

Contributions are welcome but copies of

EDITORIAL Publisher & Editor-in-Chief Paul Arkwright Copy Editor Sophie Pettit

work should be kept, because HR Magazine takes no responsibility for lost submissions.

The views, conclusions, findings and opinions published in this magazine belong to those expressing such, and do not necessarily represent those of the Publisher, Editor-in-Chief or editorial staff.

Staff Writers Ariel Conant Philippa Edwards Zane Hosgood ART Designer Leo Calaguio Photographer Graham Uden Leo Calaguio

subs@excelmediagroup.org Editorial enquiries Paul Arkwright Tel: (852) 2736 6318 paul@excelmediagroup.org advertising & sponsorship Carmen Leung Tel: (852) 2736 6862 carmen@excelmediagroup.org Katrine Leung Tel: (852) 2736 6339 katrine@excelmediagroup.org SUBSCRIPTIONS Florence Chan Tel: (852) 2736 6375 Fax: (852) 2736 6369

PUBLISHED BY Excel Media Group Ltd. Unit 101 Fourseas Building 208–212 Nathan Road, Jordan, Kowloon Hong Kong PRINTED BY Paramount Printing Company Ltd. 1/F, 8 Chun Ying Street Tseung Kwan O Industrial Estate Tseung Kwan O, NT Hong Kong

CONTENTS 2014 SPRING

11

HR NEWS 04 14 16 18

HR News HR Moves HR Events HR in Numbers

COVER STORY 20

Whats’s holding HR back?

HR FEATURES 24 28 30 32 34 36 37 38 39 40

From Hong Kong to South Africa Charles Leadbeater on advancing innovation How HR is finding talent in often overlooked pools Biggest interview mishaps HR sees— and how to avoid them The ROCKSTAR framework HR executive bulls in the China shop Talentless: why can’t Hong Kong employers fill jobs?

Employee share plans T&D the bigger picture: a shared vision Innovative leadership approaches

24 28

5 39

44

46

HR Training 44

Towngas and HSBC share insights on what makes for sucessful L&D programmes

HR TECHNOLOGY 46

Granular data to evaluate L&D Technology teamwork

HR Community 50

HR conference: employee relations— appraising & rewarding

HR BookS 58

50

Mind Your Business: Thoughts for Entrepreneurs; and The People Factor

HR Classifieds 60

56

Comprehensive listing of HR service partners

HR news

Augmented reality Job searches set to become visual

HR get ready…jobseekers will soon be able to point their mobile phones at the outside of your building and use augmented reality to see which companies are inside, which ones are hiring, and then send in their CV with a tap on their screen. A new app, GeoJobs, is currently being developed as a ‘freemium’ that will help jobseekers around the world find a job using geographic criteria. Users will be able to find out where companies are, and view relevant company information and job openings. To be able to send their CV, users must purchase the premium version, which allows them to send it to specific openings in each company’s info page.

HOW IT WORKS: jobseekers will be able to use their phone’s camera to see their surroundings with an augmented reality layer that will place the names/logos of companies on top of the buildings in which they are located. By clicking on the logo, the user will be able to see all of the job openings for that specific company. They will then have the option of sending their LinkedIn profile to the company to apply for a job.

LINKEDIN DATA: all job openings and company data will be directly sourced from

New Mountain Capital acquires Alexander Mann Solutions New Mountain Capital has acquired Alexander Mann Solutions for GBP260 million with the aim of further developing their outsourcing and consultancy services to help international organisations attract, engage and retain their people.

Rosaleen Blair, CEO, Alexander Mann Solutions commented, “We chose New Mountain as our new partner because of their strong experience in the human resources services sector and commitment to business building. The company shares our conviction that human capital defines the ethos, culture and performance of business in the 21st century.”

4 | HR Magazine

LinkedIn, using the LinkedIn API (http:// developer.linkedin.com/apis). This means that the app will use LinkedIn’s amazing and growing job postings. All users of GeoJobs must be LinkedIn members.

AUTO ALERTS: users will also have the ability to programme notifications that will show up—via geofencing—when they enter a specified area in which there are job openings that satisfy their criteria. All the user will have to do is specify an area in which they are interested and the job field/ position/title in order to receive a notification every time they pass by a building which matches the criteria.

WHY: with traffic jams continuing to increase in busy cities, staff—eager to reduce commute times—are increasingly looking for jobs in locations near their homes. Users will also be able to share their favourite jobs, post them on Facebook or send them by e-mail to friends they know who are looking for a job. And it’s just plain cool—apps using state-of-the-art augmented reality are likely to prove very appealing to jobseekers— allowing user-friendly navigation through tons of data using nothing but your eyes and a finger.

HR need to target mobile sites As the use of technology continues to become more and more prevalent, it comes as no surprise that jobseekers are utilising mobile platforms in their career searches. New data aggregated from over 1.5 million mobile users by job search engine Recruit.net shows that one in three jobseekers in APAC search for roles using their mobile devices. This poses a good opportunity for HR to tap into the candidate pool when searching for fresh talent. The use of mobile job searches has tripled over the past three years, according to the research, with users in Singapore, Japan and Hong Kong making the most use of mobile job hunting within the APAC region. As the numbers continue to rise, so too does the question of whether companies will make the leap to accepting mobile applications on the same level as the traditional job application process.

HR news

HR still dipping into MPF to offset severance payments Hong Kong Chief Executive Leung Chun-ying has caused controversy over speculation that he plans to abolish the mechanism that enables employers to use their portion of Mandatory Provident Fund (MPF) contributions to offset severance and long-term service payments.

Leung came under fire after failing to clearly explain his plan to make legal changes to stop employers dipping into their staff’s compulsory retirement fund, which came to light during a radio phone-in show on Radio Television Hong Kong.

Defending himself against criticism for ‘failing to make good on his election promise’ that he would plan to abolish the mechanism, Leung explained that his election manifesto had claimed that he would ‘adopt measures to progressively reduce the proportion’ of accrued benefits attributed to employers’ contributions that can be used to offset severance and long-term service payment.

According to labour minister Matthew Cheung Kin-chung, the establishment of the fund in 2003 contained an agreement with employers to include the offsetting mechanism in order to help ensure their agreement to the fund. According to the SCMP, a total of HKD 10.6 billion has been withdrawn early from MPF accounts since 2008 by employers due to offsetting.

Leung maintains that the dispute was a misunderstanding and that ‘alternatives’ would be considered before a final decision is made on the matter. He said, “I would like to forge a consensus between employers and employees as much as I can before we announce [any action]. After this policy address, I will continue with that consultation.”

Whether he actually has enough time left within his term to implement the legislative changes required to reduce the amount of MPF contributions that can be used in this way, however, remains another issue.

Why HR doesn’t like applicants to be ‘responsible’ For any jobseeker, revising a CV and finding the right words can be tricky. Trying to paint the best picture of qualifications and experience often leads applicants down a slippery slope of clichéd phrases and buzzwords. To HR, the overuse of such words has rendered them meaningless. So what is a weary jobseeker to do?

LinkedIn recently analysed user profiles and, for the fourth consecutive year, has released a list of the most overused words and phrases which applicants should avoid. The word seen most often on LinkedIn profiles across the globe? Responsible.

For applicants, it all comes down to finding new ways to express the concepts that these now-meaningless buzzwords have been

The top 10

most overused words for professionals in Hong Kong 1. Responsible 2. Strategic 3. Creative 4. Effective 5. Expert 6. Innovative 7. Competitive 8. Multinational 9. Analytical 10. Driven

overused to show. LinkedIn encourages jobseekers to edit their profiles in keeping with the ‘show, not tell’ approach. Instead of labelling experience as ‘effective’ or ‘strategic’, demonstrate these qualities by focusing on the results. Similarly, when using cliché labels such as ‘innovative’ or ‘creative’, support the buzzword with examples of work through photos, videos or presentations.

Vivian Wong, Founder and Managing Director, Evie Consulting put it into simpler terms, “Building your professional brand is an important step to achieving success in the workplace. Sounding like everyone else won’t help you stand out from other professionals.

Differentiate yourself by describing what you have accomplished in your career. Concrete examples speak louder than words.”

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HR news

10% rise in APAC job ads For jobseekers across Asia, the message from companies is clear: we want YOU! As HR continues to focus on retaining top talent, the search has also spread outward, with organisations increasingly seeking to attract qualified professionals through advertising.

The number of advertisements for professional positions from all over Asia rose by almost 10% in just the short span between the second and third quarters of 2013, according to the Robert Walters Asia Job Index.

Leading the pack is Singapore, with a stunning increase of over 16.1% in the number of jobs advertised, followed by mainland China and Japan, with growths of 10.5% and 10.4% respectively. Such a significant jump in advertisements suggests a major improvement in business confidence within these regions

and with this confidence comes demand for professional talent.

In Hong Kong, the Index examined advertisement growth by sector. By far the largest growth was seen with adverts targeting compliance professionals, with an overwhelming increase of over 17% between quarters. With the Government supporting more initiatives with infrastructure projects, such as the Hong Kong—Zhuhai—Macao Bridge, positions related to engineering and surveying also saw significant increases of over 6%. A similar growth rate was seen within the property management space as the Government continues spending on housing projects.

The Index also shows steady growth in advertising for professional positions between the second and third quarters.

PwC re-thinks recruitment In a break from the traditional academic programmes offered by big employers, PwC has launched PwC Experience Adventure in an attempt to secure high-calibre talent for 2014/15.

This graduate recruitment initiative attracted 1,600 applicants from Beijing, Shanghai, Guangzhou and Hong Kong. The experience involved 10 teams of five students each taking part in a half-day treasure hunt that had them racing through the city streets in pursuit of internship places for 2014—five offers in each city—and a monetary prize.

In addition to this unconventional approach, social media was used extensively in mainland China and Hong Kong, utilising Facebook, Weibo, RenRen in China and even an advertising campaign on Yingjiesheng.com. Such advertising was used alongside the bulletin board system at universities to share recruitment news and answer student questions.

Half of Hong Kong employees want to work remotely More than half of Hong Kong employees, 59%, feel that having the option to work remotely would make them more satisfied at work and they favour a week where 70% of time is spent in the office and 30% is spent working away from the workplace.

This is the greatest figure in the region, second only to Malaysia, 64%, suggesting that organisations in Hong Kong are not doing enough to create flexible work options for their employees.

The results, taken from the 2013/14 Randstad World of Work Report, reveal that two thirds of employees do not have remote working options in their current job— a higher figure than China, India or Malaysia, but on par with Singapore. Australian employers, on the other hand, provide the greatest flexible workplace options, such as variable work hours, job-sharing or working from home, with only one in four saying they should do more.

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Peter Yu, Director, Randstad, Hong Kong said that the results build a strong case for organisations in Hong Kong to intensify their commitment towards greater workplace flexibility, as many of these employers cite talent attraction and retention as their greatest human capital challenges. He urges organisations to commit time and resources, investing in the right management training, tools and processes to ensure that flexible work achieves the maximum productivity gain.

Commenting on the findings, he said, “To create the right flexible work environment, employers should consult widely among managers, teams and individuals to understand what they want.

They can establish a pilot programme in certain functions where remote working makes sense, and measure the potential impact and benefits of more flexible working arrangements.”

HR news

Record-breaking CSR A record was set for the most trash bagged, tagged and removed from a single beach at the Hong Kong International Coastal Cleanup 2013. Alexander Mann Solutions was presented with an award for ‘Most Debris Collected’ by a team by The Green Council.

The seven-person team collected more than 280kg of rubbish, including a gas cylinder, pieces of glass, plastic bottles and medical syringes, on Nam Wai Beach in Sai Kung. The rubbish was analysed and the results form part of the Green Council’s latest report on the causes of marine pollution in Hong Kong.

Martin Cerullo, Managing Director, Development, APAC Alexander Mann Solutions­—who accepted the award—commented, “It’s great to be part of such a successful annual event, which does much more than just address the symptoms by removing rubbish that has built up on our beaches.

The resulting report analyses the underlying causes, which will help Hong Kong get to the root of the problem and find simple and sustainable ways to create a cleaner environment.”

HR VALUE EQUATION: Great Great Great Business + = HR Workforce Outcomes

APAC

21-22 May 2014 Singapore

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Register today with code “HRMAG” for only SG$199 www.HROTodayForum.com/APAC

HR news

Cooking up regional culinary talent Ten culinary institutions from Hong Kong and Macau recently joined forces to establish the Lee Kum Kee International Young Chef Chinese Culinary Challenge—Hong Kong and Macau Final. The competition challenged 55 young chefs to compete in cooking two dishes within 90 minutes. The top eight finalists will go on to compete against other chefs from across Asia in the Lee Kum Kee International Young Chef Culinary Challenge 2014. The purpose of the challenge is to inspire a new generation of chefs and attract them to the field of culinary arts. While starting salaries for young Chinese chefs are at an all-time high—and comparable to new university graduates—up to 20% of culinary positions remain unfilled.

Google—most attractive global employer Canada

Top 10 most InDemand employers among members globally

United Kingdom Netherlands France

United States

India

Brazil Australia

Google has been named the world’s most InDemand Employer Brand in an analysis

by LinkedIn. Followed by Apple in second place, technology companies dominated the top 10, with Microsoft, Facebook, and Amazon in fifth, sixth and seventh place, respectively.

The rankings come from an examination of member activity on the professional networking platform. Eric Yee, Head of Talent Solutions, Hong Kong, Macau and Taiwan, LinkedIn commented, “More than ever, talent is a company’s greatest asset.

A strong talent brand is vital for the future success of companies.”

8 | HR Magazine

HR news

HR working too hard Hong Kong has one HR staff for every 167 employees, falling well behind the average of 107 employees in Asia and 92 employees in other parts of the world.

Findings from the 2013 HR Service Delivery and Technology Survey by Towers Watson revealed that it is not due to high efficiency but rather that they—more often than not—offer fewer and less sophisticated services to their managers and employees than their counterparts elsewhere. This may explain why HR in Hong Kong is trying to increase efficiency as well as quality through major re-structures and re-engineering of processes whilst seeking to better leverage the use of technology.

Key findings from the survey include: • HR portal is increasing in prevalence— over 60% of Hong Kong organisations surveyed already have or are developing an HR portal which is accessible by HR and employees.

• Manager Self-Service is increasing in Hong Kong with 47% of organisations adopting MSS and 44% wanting to expand its usage.

• 63% of organisations indicated their investment in HR technology this year will match last year’s investment levels.

• In China and Singapore, 40% and 31% respectively plan to change their HR structure.

Relationships key to great workplaces Relationship building and teamwork could be the key to developing a happy workplace culture, according to Pete Kubizne, Asia Pacific Region Leader, Gore. He explained, “Aim to build a unique work environment which encourages relationship building and teamwork. Welcome diverse viewpoints in order to make the best decisions. This is the foundation of making an organisation successful and fuels the development of creative solutions.”

It seems to have worked for Gore which has for the first time ranked as one of the best companies to work for in Greater China at the 2013 Great Place to Work Awards Ceremony in Shanghai.

Sodexo, 100% on Equality Index Sodexo’s LGBT inclusion efforts have been recognised with a 100% rating on the Human Rights Campaign’s 2014 Corporate Equality Index. Fostering a diverse and inclusive work environment is essential for any successful HR department. Ensuring that every individual feels valued for who they are and free to express themselves in an environment free from discrimination can help in developing an engaged and motivated workforce. Sodexo has been working to achieve this through efforts such as sponsoring an LGBT employee business resource group, providing equivalent spousal and same-sex partner benefits. The company provides medical coverage for gender reassignment surgery, recognising sexual orientation and gender identity.

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HR news

Taxi app saves Reverse brain drain Chinese move back to USA time for HR For the first time in four years, more moves by professionals were seen from China to the US, rather than the other way around, according to the International Migration Study conducted by UniGroup Relocation.

While in the past, the dominant trend showed more immigration to China, 2013 saw a spike in relocations away from the region. Such movement may be due to a variety of factors, according to Pat Baehler, president of UniGroup Relocation. He explained that increases in relocation reflect business activity, which includes anything from increases in either foreign or domestic recruitment, to patterns in periods of temporary or contract assignments.

companies should not extrapolate any assumptions from the data. Instead, he focused on the issues and concerns expats face when relocating. For the majority of foreign talent, particularly those in the 30 50 year age range, relocation concerns focus on family: finding the right schools, spouse relocation or job search services and house hunting top the list. For younger talent, Gen Y is less concerned about family matters, and more focused on personal quality of living.

Aiding with more than 260,000 relocations, UniGroup Relocation utilises data from surveys such as this to tailor and focus their services for each individual, easing what can often be a difficult transition.

While the US, UK, and Australia remain the top three countries from which talent originates when looking at expats within APAC, the study shows a marked increase in the number of moves away from the region and to those countries. Such movement, Baehler clarified, is not necessarily an indicator of regional business trends, and

Pat Baehler, president, UniGroup Relocation sees the current trends in migration as predictable. He stated, “When we see movement from one country to another, it could simply be a one-year occurrence.

International relocations are not typically permanent, and the trend this year may be a reflection on moves from previous years.”

Forum puts spotlight on women Over 40 speakers from across the world will gather together to shine the spotlight on leadership, entrepreneurship and self-discovery in the 4th Women Extraordinaire Forum (WEF) on 4 April at the Hong Kong Convention & Exhibition Centre.

Speakers inlcude Dr Christine Loh, Ka Shi Lau, Fern Ngai and Anthony Thompson.

The forum will cover the five core women’s pillars of Health, Wealth, Career, Family and Lifestyle and bring women of all ages and backgrounds together to achieve a common goal—empower women at work and society.

10 | HR Magazine

Wasting time hailing cabs could be a thing of the past for Hong Kong’s busy HR professionals— mobile taxi app, Easy Taxi is now available.

They have more than 60,000 taxi drivers in their network and 2,000,000 downloads and counting.

The value proposition is straight-forward: download/open the Easy Taxi app for free, confirm your pickup point and order your cab with the press of a button. In seconds you will receive confirmation of the name, photo and car model/plate of your driver, and will be able to follow the vehicle’s location in real-time as it approaches you. You can save favourite addresses to save even more precious minutes.

HR news

British Safety Council praises health & safety champions

The British Safety Council recently presented the Sword of Honour to 68 organisations from around the globe in recognition of their health and safety management. It also presented the Globe of Honour, an award in its fourth year, given in recognition of environmental management excellence, to eight British Safety Council member organisations. Seven organisations won both the Sword and the Globe of Honour and winning organisations came from a wide range of sectors including construction, education, finance, manufacturing, retail and energy generation.

The British Safety Council recently congratulated recipients of awards appearing in the New Year Honours list who have made a significant contribution to keeping people healthy and safe at work.

The awards acknowledged individuals who together play an important part in preventing injury and ill health in the workplace. Winners included Graham Jukes, the Chief Executive of the Chartered Institute of Environmental Health, Pam Waldron, formerly HSE’s Head of Operations in Yorkshire & Humberside, Louise Brearey, Head of the London 2012 Games Team at HSE and Christopher Seddon, Director of the Seddon Group Ltd. In welcoming the awards, Alex Botha, Chief Executive, British Safety Council commented, “The 2014 New Year Honours recognise those

many hundreds of people from all walks of life who have helped make a difference. The individuals upon whom awards have been bestowed have all made a contribution to improving a particular aspect of our lives.

It is important that society recognises and celebrates their respective contributions.”

As part of the Council’s mission to improve the health and safety of people at work, it recently marked World Cancer Day by urging employers to implement sensible controls to manage workplace carcinogen exposure.

The Health and Safety Executive (HSE) estimates that past occupational exposure to carcinogens currently accounts for 1 in 20 cancer deaths in Great Britain. Furthermore, it is also estimated that 8,000 of 13,000 deaths each year are from work-related diseases attributable to cancer. The risks from

exposure to carcinogens in the workplace can be minimised through proportionate, effective risk management and the Council calls upon all businesses to put in place the measures necessary to prevent this exposure.

Neal Stone, policy and communications director, the British Safety Council explained, “The Council promotes the principle of good leadership in health and safety to ensure that occupational health remains as much in the corporate mindset as much as safety. We will continue to play our part in disseminating information to businesses to help them develop their knowledge in general or specific to their sectors through our interest groups and regular publications. We will continue to make the case concerning the social and business benefits that proportionate and sensible health and safety interventions deliver.”

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HR news

Flexible working key to securing top talent HR be warned—flexible work policies may be a deal breaker when it comes to attracting local professionals in Hong Kong. The vast majority, 75%, of senior executives and business owners surveyed in the latest Regus survey admit that they would choose one job over a similar one if it offered flexible working. On the flip side, more than half of workers, 56%, claim they would actually turn down a job that ruled out flexible working.

Flexible working may also be the key to improving staff retention, with a staggering 75% of survey respondents claiming so and 62% admitting they would have remained in a previous job for longer if this had been offered.

This is, however, an issue that companies appear to be very aware of, with 60% of employers in Hong Kong admitting that their organisation’s performance in creating flexible work options is average or poor in the 2013/14 Randstad World of Work Report.

John Henderson, Chief Finance Officer, Regus Asia Pacific believes that offering flexible working may well be the way to attracting and retaining top talent, whilst in turn reducing the employee churn and subsequent recruitment costs.

Commenting on the survey findings he explained, “Hiring and retaining top talent is an age-old challenge for businesses, but not all

companies can afford to offer golden bonuses or mouth-watering salaries if they want to stay competitive. Stemming churn is also vital to reducing the cost of recruitment. As well as reducing stress and improving work/ life balance for employees, flexible working presents businesses with a low-cost solution to attracting and retaining talented employees—a win-win situation.”

According to the Randstad Report, the single biggest barrier for Hong Kong employers to implementing flexible work options is management’s concern about productivty, 34%, team culture and communication, 14%, and lack of support from business managers, 14%. Peter Yu, Randstad, Director, Hong Kong, however, argues that increasing flexibility actually enhances, not hinders, productivity.

He said, “Contrary to management’s concerns, creating a flexible work environment has been proven to increase workforce productivity, as it enhances employee engagement and satisfaction. This in turn helps to attract and retain talent, which is particularly important in Hong Kong’s talent-tight market.”

And with average staff turnover in Hong Kong reaching a ten-year high of 17% in 2012, organisations that do not already offer such flexibility might be prudent to take his advice and consider revising their policies.

Temporary work on rise in HK There is growing acceptance of temporary work in Hong Kong as a viable employment option, as cost-cuts and careful headcount planning continue to affect companies. This according to results released in the 2014 Page Personnel Hong Kong Salary & Employment Forecast.

Sharmini Wainwright, Regional Director, Page Personnel in Hong Kong explained, “There is a notable increase in temporary hires for secretarial and financial services roles as more employers have become aware of the benefits a contract role brings to the business. These include cost-rationalisation, flexibility during expansion or contraction and the ability to trial people when hiring new teams and short-term employment for project work, especially within businesses looking to establish a presence in Hong Kong purely as a platform into China.”

12 | HR Magazine

Within the secretarial sector in particular, the recruitment market is expected to be influenced by cost-cuts to business strategies that were implemented in 2013 and the market slowdown in China.

Employers will respond with a preference for temporary and junior hires, as well as reduced investment, freezing or dissolving of headcount within large corporations and financial institutions. Team Secretaries, administration staff and Personal Assistants will continue to be in demand over the coming year, as the nature of these roles allows them to be hired on a contracting basis, hence preferable for financial institutions. Emerging retail brands also require such talent.

Across financial services, employers are focused on balancing hiring activity between permanent roles and contract positions as most companies in the financial service sector are conscious about headcount planning.

Investment banks are actively hiring for contract roles to drive a flexible workforce and have proved effective in building up the profile of contracting in Hong Kong. As a result, there are more contractors actively seeking roles on the market and employers prefer to recruit these professionals for roles requiring less than five years of experience. A particularly progressive strategy has been the behaviour of promoting existing employees into new roles when they have achieved promotion, and backfilling the original position with a temporary resource— which avoids delaying the promotion.

HR sees value in job-hopping candidates Most CV readers and HR personnel regard frequent job-hopping as a sign of poor decision making. This perception, however, may be too simplistic, and attitudes are beginning to shift.

Job-hopping can sometimes be a positive sign of entrepreneurial drive, according to Bó Lè Associates. As the nature of employment shifts due to factors such as an increase in layoffs and salary freezes, ambitious employees are having to look elsewhere for new challenges and career advancements.

With a higher number of jobs on a CV can also come a wider range of skills and contacts.

As the economy continues to globalise, it is

crucial for senior executives and company leaders to be diverse in their skillsets. A study by the Harvard Business Review found that 49% of CEOs in both Europe and Asia have experience in multiple industries.

But job-hoppers should still be wary, warns Bó Lè—it can be beneficial as long as it is in pursuit of an upward career trajectory. On the contrary, for 40% of job changes the end result is a lateral move, while a further 20% of hops are actually demotions. While CV diversity can be a positive quality, both employees and employers need to exercise caution when considering a trend of job-hopping.

Tool helps HR house mobile talent A new Accommodation Tool has just been released

by ECA International to help HR with the daunting task of managing and assigning employees around the world. The tool, accessed online, provides HR with a fast and easy way to set, manage and review suitable accommodation allowances for international assignees.

Key functions: •

• •

Set, assess and review different levels of housing provision according to family size and seniority, quickly and accurately.

Identify the specific housing options within a location and according to a specified budget.

See the location of recommended areas, the facilities available within them and their proximity to the office on an interactive map.

Lee Quane, Regional Director, ECA International Hong Kong commented, “Housing provision is one of the most costly elements of an expatriate pay package.

With a well-thought-out policy, companies can keep costs and administration under control while making assignees feel they are being treated equitably.”

The new tool makes it relatively easy for HR managers to assess different accommodation options quickly and accurately. HR can set and justify appropriate and cost-effective expatriate housing budgets with confidence and consistency and can also, according to budget, identify suitable housing options available within popular expatriate districts across the locations they send employees into.

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HR MOVES

HR Moves

Law firm Gall appoints Jennifer Van Dale Hong Kong–based specialist law firm Gall appointed partner Jennifer Van Dale as head of its employment practice following her recent hire from Baker & McKenzie.

Jennifer is widely regarded as one of Hong Kong’s leading employment lawyers and she joins a team that advises corporate employers in relation to contentious and non-contentious employment matters as well as data protection, discrimination and restrictive covenants.

Nick Gall, Senior Partner, Gall commented, “We are delighted that Jennifer has agreed to lead the practice so we can seamlessly support clients. Jennifer’s leadership will help us to maintain—and further develop—our reputation as one of Hong Kong’s leading employment law firms.”

Snack giant Mondelez appoints new VP Global snack giant Mondelez International has appointed Tim Cofer as Executive VP and President, Asia Pacific and Eastern Europe, Middle East & Africa (EEMEA). In his new Singapore-based role, Cofer will be responsible for leading the organisation to drive financial performance and retention.

During his 21-year career with the company, Cofer has successfully delivered strong business results across all of the company’s categories. He also led its USD 14 billion European business in Zurich, Switzerland, where he had responsibility for approximately 34,000 employees across 33 countries.

14 | HR Magazine

HR Events

HR Events Mar. 11/03/2014 (Tuesday)

20/03/2014 (Thurday)

COMPENSATION TRENDS AND BEST PRACTICES: HONG KONG AND ASIA PACIFIC

Data Privacy Protection: From Compliance to Competence

Organised by

Amcham

Location: The American Chamber of Commerce in HK 1904 Bank of America Tower 12 Harcourt Road, Central, HK, Hong Kong

Organised by

Websense

Location: The Mira Hong Kong, 118 Nathan Road,Tsimshatsui, Kowloon, Hong Kong, 852 Hong Kong Tel: 6839-1918 | Email: vlam@websense.com

Tel: +44 (0)20 8612 6202 | Email: byau@amcham.org.hk

12 - 13/03/2014 HR core LAB 2 Location: Hotel Rey Juan Carlos I Business & City Resort, Avinguda Diagonal, 661-671, 08028 Barcelona, Barcelona, Spain

12/03/2014 (Wednesday) MERCER AT THE HROOT ANNUAL TALENT MANAGEMENT FORUM — SHANGHAI Organised by

HROOT Location: Shanghai China Tel: 8621-58215127

17 - 19/03/2014 Law & Legislative Conference Organised by Society for Human Resources Management Location: Washington, D.C., WA United States

Tel: +1 (703) 548-3440

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16 | HR Magazine

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| 17

HR in numbers

HR in Numbers

60%

56

Percentage of female employees in Hong Kong who intend to leave their job in 2014 due to lack of opportunity for growth and uncompetitive salary.

%

Percentage of workers who would actually turn down a job that rules out flexible working hours.

Source: Regus, January 2014

Source: The 2013/14 Randstad World of Work Report

280kg

5% – 10%

Record breaking amount of rubbish removed from a single beach by AMS at the Hong Kong International Coastal Cleanup 2013.

Percentage base salary increase for senior directors for 2014.

Source: Annual Regional Client Survey 2013/14—Compensation, Hiring Trends and Social Media, Bó Lè Associates

Source: The Green Council

1/3

1–3

Amount of jobseekers in APAC that search for jobs using their mobile devices.

Source: Recruit.net

Months’ salary—average bonus to be awarded to workers in early 2014.

Source: Annual Regional Client Survey 2013/14—Compensation, Hiring Trends and Social Media, Bó Lè Associates

40%

Percentage of organisations in China that plan to change their HR structure.

Source: 2013 HR Service Delivery and Technology Survey by Towers Watson

18 | HR Magazine

47% Percentage of organisations adopting Manager Self-Service in Hong Kong Source: 2013 HR Service Delivery and Technology Survey by Towers Watson

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certainty

ingenuity

advantage

COVER STORY

What’s holding HR back?

With over 70% of companies anticipating strong economic growth this year, why do 77% of HR hiring heads say they won’t take on new staff?

HR Magazine caught up with some of Hong Kong’s leading organisations to crack some serious statistics in an attempt to unearth why there is so much inertia in HR. We analyse what HR can expect to see in 2014 in terms of hiring trends, salary increases and shed light on how best to deal with key challenges on this year’s HR agenda.

20 | HR Magazine

COVER STORY

20% 63%

Business booming

Despite the anticipated strong economic growth, there appears to be significant inactivity within HR. According to Manpower’s Employment Outlook Survey, only 20% of the 800 plus employers surveyed forecast an increase in staffing levels in Q1 2014, while 77% expect no changes in the same period. Similar predictions can be found in the 2014 Hays Salary Guide, where only 20% of companies plan to increase their temporary and contract staff in 2014 and 63% expect to maintain the existing headcount. The Finance Sector, with one of the most conservative economic outlooks, sees nearly 80% of financial executives looking to maintain the same headcount in 2014 .

17%

Decrease

Remain the same

Despite continued instability within the global economy, on the whole, organisations in Hong Kong appear to be optimistic about their business outlook in the year ahead. Mercer claims that 44% of companies expect their 2014 business performance to be better than that of 2013.

This is echoed in the results of a recent survey conducted by Hays, which indicates the vast majority of employers surveyed, 71%, expect business activity to increase as we progress through the year. With such high hopes and positive signs of growing confidence among local organisations, does this mean HR will boost recruitment and plan a rise in salaries?

High hopes—but no action

Increase

Employers’ forecast of temporary and contract staff in 2014 Source: 2014 Hays Salary Guide

50

Employment Outlook for Hong Kong employers

40 30 20 10 0 -10 -20

Seasonally Adjusted Outlook

Net Employment Outlook

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Source: Manpower Employment Outlook Survey Hong Kong, 2014

Reasons to be reluctant So why this cautious behaviour when it comes to seeking new talent and why such hesitancy to expand human resources? One suggestion, according to the American Express Hong Kong Business Momentum Survey recently carried out by Nielsen, is that labour costs are a major concern for 2014. In fact, a staggering 79% of CFOs surveyed cited it as the key challenge for the coming year, followed by China’s economic growth, 74%, and currency fluctuation, 73%.

Property costs are at the bottom of the list of CFO concerns, with only 32% acknowledging this as a challenge. Interestingly, just 15% of respondents who intend to add staff will do so with a focus on sales and marketing—as opposed to support function roles—suggesting a priority to boost existing business.

With this in mind, it seems that staff retention, rather than acquisition, is set to be one of the key challenges for HR in the years ahead—and offering total reward packages appear to be the most popular and effective way of achieving this. Research from employee perspectives would also support this assumption, with 85% of employees surveyed by Randstad stating they are resolute in seeking a bonus this year, regardless of how they feel about the economic situation. Furthermore, Hays reports that 85% of organisations are offering their employees enhanced benefits in order to better manage retention—up from 79% last year. In addition, they report over half of employers also intend to award a bonus to more than 50% of their staff. But what does this mean for salaries?

When it comes to retention, HR needs to adopt customised solutions to meet the needs of individuals.

| 21

COVER STORY Percentage of staff to be awarded bonuses in 2014 HK losing edge, but HiPos still rewarded Despite salary rises remaining stable in Hong Kong, Quane warned this could lead to economic stagnation in the coming months and run the risk of the city losing its competitiveness as an international financial hub and magnet for global talent. On the other hand, for high calibre candidates and those already in highly skilled positions, this stability in salary increase does not necessarily hinder career progression.

Source: 2014 Hays Salary Guide

Companies that suffer less will be those that have robust, long-term human capital retention plans already in place.

Salaries stay stable It seems that awards and bonuses, rather than salary rises, are currently the way forward for a cautious HR when it comes to retaining staff. Despite a rise in hiring activity, salary increases for 2014 are set to remain similar to last year for employees in Hong Kong.

According to Hays, just over half of employers, 54%, intend to raise salary by 3 – 6% with just under a third expecting an increase of less than 3% or no pay increase at all.

With inflation forecast at 3.5% this year, the projected salary increase for employees in Hong Kong amounts to just 1% in real terms, according to ECA’s 2013/14 Salary Trends Survey. Despite this marginal increase, salaries are expected to increase at the same rate as in the last financial year, creating a degree of stability for workers in Hong Kong.

Lee Quane, Regional Director, Asia, ECA International explained, “A wage increase of just 1% after adjusting for inflation means that employees in Hong Kong will receive some of the lowest wage rises in the world next year in real terms. On a more positive note, this real-wage increase is actually higher than the increase recorded in 2012, and roughly the same as the one recorded here for 2013.”

22 | HR Magazine

Marc Burrage, Regional Director, Hays, Hong Kong explained, “Cost control has lowered the ceiling for salary increases in many organisations across Asia as employers are more focused on the bottom line. Certainly salaries remain competitive, and for the top talent many employers offer higher packages to entice candidates, proving that money still talks. But in general, salaries are starting to become more conservative than they once were. This means that those candidates with in-demand skills and realistic salary expectations can be confident that this year will provide them with the opportunity to secure a challenging career move and a salary increase.”

Kerry Rooks, Chief Human Resources Officer, The Prudential Assurance Co. Ltd also maintains that a tighter control on costs in the coming months could mean good news for highly skilled candidates within the job market. She believes they could expect to see employers raising the bar when it comes to offering greater rewards and benefits in their attempt to secure top talent. She explained, “You have to pay the best to attract the best so when it comes to finding good people, HR will spend. Exceptional talent will be expensive but in this tough market environment, companies are willing to spend top dollar to find the right people despite tight cost control. It is important that HR strategies incorporate transparency and understanding of individual rewards to help employees understand the true value of their package.

When it comes to retention, HR needs to adopt customised solutions to meet the needs of individuals as one size does not fit all.”

Such compensation and hiring trends are already evident across several key industries in Hong Kong. When Bó Lè Associates recently surveyed

COVER STORY

over 980 top-level decision makers in its Annual Regional Client Survey for 2013/14, it found that most companies plan to offer one to three months’ salary in bonuses while increasing their senior executives’ base salary by 5 – 10%.

Peter Yu, Director of Randstad Hong Kong explained, “Employee sentiment is that they want to be rewarded for all their efforts in the past year through a pay rise and bonus. For business leaders and HR departments already caught in a talent crunch and offering a myriad of financial incentives as a short-term solution, the next three months will be both challenging and critical. Companies that suffer less will be those that have robust, long-term human capital retention plans already in place.”

With this in mind, all signs point to the idea that talent retention, by way of awards and bonuses, will be the biggest priority—and perhaps challenge—for HR in the year ahead.

APAC at a glance Looking further afield, in contrast to Hong Kong, salaries across APAC are predicted to rise by an average of 7% in 2014, with Vietnam and India experiencing the largest salary increases of 11.5% and 11%, respectively—due in part to steady rises in inflation. Currently, Singapore is set to jump 4.5%, while Japan will see the lowest increase at just 2.3%.

These findings, taken from the APAC Salary Budget Planning Report released by Towers Watson, support the comparative growth of Asia’s emerging economies. Southeast Asian nations currently have the highest economic growth rates at around 6 – 8.5%, but also have equally high inflation rates. With inflation as high as 7% in some economies, companies must reflect this adjustment when calculating their salary increases. For other APAC countries, the steady rise in salary rates shows the growing concern for the sourcing and retention of skilled talent. Sambhav Rakyan, Global Data Services Practice Leader—Asia Pacific at Towers Watson summarised, “People may say it’s not about the money, but the reality is that base pay is the number one driver for attraction and retention globally.”

China leads the way

government setting its 2013 target GDP growth rate to around 7% —the lowest in 20 years. This, according to Aon Hewitt’s Human Capital Intelligence Report for 2013, which covers over 4,000 mainland China companies across forty major industries .

This has been accompanied by a slowdown in the growth of average salary and turnover rates in 2013 with increases of 8.5% average salary growth and 14.3% annual turnover recorded. The level of mainland salary increments are also supported by research from Hays, which indicates over half of employers in mainland China, 58%, intend to increase salaries between 6 – 10% this year. This may be due to the fact that domestic companies in China are putting great efforts into enhancing their salary competitiveness and focusing on the Chinese market while the global headquarters of foreign firms became more stringent in their efforts to control salaries.

Peter Zhang, Vice-President and Partner, Head of Compensation Practice for Aon Hewitt in China added, “Although the 2013 average salary growth in China is lower than last year, it is still the highest within the Asia-Pacific region. Pressures resulting from the expansion of human capital costs forced companies to make the most out of limited funds to create a high-performance corporate culture and pay-for-performance practices. Companies characterised as high-performance cultures tend to reward their outstanding employees with incentives that are more closely linked to their performance…We believe that pay structures more closely linked to performance and a greater focus on compensation will be more widely adopted by all industries.”

Relatively smooth road, but watch out for HR potholes

Whilst organisations in Hong Kong remain cautious in the early part of 2014, it is evident that their confidence in the future of the economy and its potential for growth is promisingly high. The important thing now, however, is that such cautious measures do not lead the city to become stagnant. In doing so it may risk losing its competitive edge as an international financial hub as well as its appeal to talent from across the globe. For now, at least, it seems that the road ahead runs relatively smooth for HR in 2014— but failure to establish and manage robust, long-term human capital retention plans could bring dire consequences.

Pay structures more closely linked to performance and a greater focus on compensation will be more widely adopted.

China, on the other hand, is poised for Asia’s strongest salary growth in the year ahead despite the country’s economic growth showing signs of slowing down with state

| 23

HR Features

From Hong Kong to South Africa How HKBN is going the extra mile to bring home CSR HR Magazine travels across continents to see how Hong Kong Broadband Network (HKBN) is strengthening its commitment to Corporate Social Responsibility.

Education is the most powerful weapon which you can use to change the world.

– Nelson Mandela

24 | HR Magazine

The relationship between CSR and business growth is symbiotic in today’s ethically-conscious corporate world. As organisations continue to flourish in both size and revenue, so does the opportunity to take action to promote positive change to the community. The public expectation that ‘if you are the biggest, you are also the strongest’ places increasing pressure on large corporations, which generally have more resources, to institutionalise CSR throughout their operations.

In the devastating aftermath of Typhoon Haiyan, for example, Coca Cola Philippines put on hold all commercial brand advertising to donate budget to victims in the area. Nestlé Philippines, meanwhile, delivered more than 300,000 ready-to-eat and drink products to badly-hit areas.

Whilst such acts of CSR unquestionably provide huge benefits to the community in the short term, many companies of all sizes believe that in order to truly make a difference to society, they must focus their efforts on bringing about positive change in the long term. As a result, many organisations are investing real time and money in initiatives that contribute to society over time, while strengthening their own businesses. The big challenge for these companies, however, is how to develop an approach that can truly deliver on this ambition while balancing conflicting demands on their attention, time and resources.

Charity begins at home One organisation that has overcome this hurdle is HKBN, which has integrated CSR into its practices, objectives and

HR Features One such initiative, MY Concept, sees Talents help around 30 marginalised teenagers in Hong Kong to achieve their dream of becoming stage performers. Now in its fifth year, the project aims to help participants identify their core values and provide them with the business acumen they need to earn a living in their chosen field of work. Four Talents, or rather ‘knowledge volunteers’, from the marketing, finance and administration departments, meet with the youngsters throughout the month to provide them with guidance and insight.

Up in the hills, Thandi workers nurture love and wine overall company culture. One of HKBN’s core values is ‘To make our Hong Kong a better place to live’ rather than ‘To make as much money from Hong Kong as we can’. As part of its commitment to this value, the company recently flew 83 of its staff, or rather Talents, to South Africa on an eight-day expedition to widen their exposure to social entrepreneurships. The idea being, that gaining first-hand experience of the long-term benefits of such enterprises would inspire Talents to continue their own community work back home.

Entitled ‘Better Life South Africa’, the trip comprised a visit to the Kilptown Youth Program in Soweto, a learning session with Western Cape Government delegates and a trip to the world’s first Fair Trade wine farm, Thandi in Cape Town.

HKBN Talent and child of Kliptown their learning, owing to the concept that ‘the best way to protect something is to give someone ownership of it’.

Project founder and CNN Hero Thulani Madondo explained that by educating and empowering the youth, the community can foster a cycle of giving back, which benefits the community in the long term. He said, “We aim to provide a life to the children of Kliptown not defined by survival, but by the ability to be active community members, to have dreams and–most of all–to have hope about the future.” To an organisation which already has several initiatives in place to support young people in Hong Kong, this struck a chord with many of the Talents, who were humbled by Madondo’s vision and by the enthusiasm they witnessed within the community.

Johnson Chu, Senior Strategic Marketing Manager & Co-Owner, HKBN and one of the four knowledge volunteers, explained, “The young people we work with really love their jobs, but in some sense they do not have a clear understanding of how the market works and that is where we come in.

We teach them how to run their business, how to identify new revenue streams and how to implement promotion strategies.

By providing them with our expertise, they have the foundation for long-term business success. Just like the Kliptown Youth Program, our initiative is about giving young people the opportunity to identify their dreams and make them a reality.”

Hand up, not hand out Helping to shape the future of the country’s youth is one aspect of social entrepreneurship in South Africa, but an example of cross-generational social entrepreneurship can be seen at the Thandi wine farm in Stellenbosch, Western Cape. Thandi, a Xhosa word meaning ‘nurturing love’, came to be the first agricultural Black Economic Empowerment (BEE) project with the main purpose of uplifting and empowering previously disadvantaged communities out of poverty and providing them with the means to a better life.

Hope for the future Education is a fundamental aspect of social entrepreneurship, and one that Talents saw in practice during their tour of the Kliptown Youth Program in Soweto. Built on the philosophy that ‘positive initiatives bring success’, the project was designed to eradicate the disadvantages imposed on 400 children by providing educational support and after-school activities. Children are taught to read in the community’s library and take classes to learn basic Microsoft Office skills and how to navigate the Internet in a computer lab. They are also given laptops to support

Thulani Madondo gives Talents a tour of Kliptown’s library | 25

HR Features

A winner is a dreamer who never gives up.

– Nelson Mandela

MY Concept members bring their dream to life

Tam was able to draw parallels between Thandi Wines and the Knowledge Volunteers programme, which are both designed to help members of the community develop and sustain their own profitable business. She added, “In Hong Kong many people have the mindset that we must make money and work towards obtaining material things, but we should not ignore those groups of people in our community who do not have the means to earn a living. By helping such people we not only learn more about the community of our home city, we also play an important part in helping to create a better life for them.”

Investing in tomorrow

Kliptown treats Talents to a tradition gum-boot dance The farm, which is co-owned by 250 farm-worker families who hold 55% shares in the company, is the biggest black-owned wine exporting company in South Africa and was the first wine brand in the world to receive Fairtrade accreditation in 2003. The farm prides itself on producing quality wines for devoted wine lovers in 20 countries across the globe, thus giving its people a ‘hand up’ to a better future, rather than a ‘hand out’ from a charity point of view. Vernon Henn, General Manager, Thandi Wines explained, “Although we are able to empower people through the wine sales, Thandi is firstly about quality. We want consumers to repeatedly purchase our product. My aim is to make Thandi one of the biggest, strongest empowerment brands in the wine industry.”

Empowering generations is also at the heart of HKBN’s CSR programme, Knowledge

26 | HR Magazine

Volunteers for Community. HKBN is the first company in Hong Kong that has its own knowledge volunteer team, whereby 22 top executives and middle management make use of their own expertise in business management to support the sustainable development of six social enterprises and related projects.

One of the enterprises, the Neighbor Plus Workshop, offers employment to unemployed skilled female garment workers to create and promote product lines to corporate and online customers. Shan Tam, Manager-Audit & Co-Owner, HKBN, who is one of the knowledge volunteers involved in the project explained, “The women we work with have a strong community mission but they lack the know-how to make money from it and that is where we can help. We work with the women to make their products more marketable and teach them how to present effectively to customers in order to generate sales.”

According to the Talents, the trip to South Africa was remarkably successful as a CSR exercise. Many reported that the experience not only opened their eyes to the harsh reality of life for many in South Africa, it also increased their understanding of the benefits of long-term, sustainable initiatives—a concept that underlies HKBN’s own CSR strategy.

Ivy Lau, Director—Talent Engagement & Co-Owner, HKBN explained, “While devoting one day here and there can have a positive effect on the local community, for CSR to make a real impact and bring about long-term benefits, it must be sustainable. As a company, we wanted to take an approach that would have a greater impact on society and people to be self-sustaining. That is why we formed the Knowledge Volunteer team to help the social enterprises develop their own business model in order to improve their profits and help people in need.”

It certainly seems there are striking parallels between the social enterprises in Hong Kong and South Africa in which individuals work collaboratively to keep the hopes of today alive, while creating a better life tomorrow.

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HR Features

Charles Leadbeater on advancing innovation

HR Magazine sat down with author, former advisor to Tony Blair and leading authority on innovation and critical thinking, Charles Leadbeater, to discuss how HR in the APAC region can promote and inspire innovation.

Innovation is the key word in workplace development. Companies and HR departments across the globe are striving to promote new thinking and new means of coordinating business in an ever-changing world. HR Magazine asked Leadbeater—author of several books on innovation, including We-think: The Power of Mass Creativity, and former advisor to Tony Blair, ten-year British Prime Minister— for his insight on the best ways to seek and promote innovation.

When looking to innovate, Leadbeater believes that the biggest problem managers face is taking the steps to break out of what’s comfortable. He explained, “Just thinking about what you’re doing now, and doing it a bit better won’t get you there. What made you successful in the past won’t get you to a different success in the future.”

So what can companies and managers do to escape this reliance on the past?

28 | HR Magazine

Innovation through position: ‘don’t get trapped at your desk’

Innovation through questioning: ‘get a new type of answer’

According to Leadbeater, vantage point and position have a huge impact on achieving innovation. He urged, “Think about where you have new ideas. You very rarely have new ideas at your desk. You can be creative at your desk, but desks are also places of immense boredom.

Don’t get trapped there.”

With this shift in position must also come a shift in perception. Leadbeater explained that the way in which an organisation asks a question often leads to the type of answer it will receive. Similar to breaking away from the desk, companies and managers also need to break away from their traditional methods of seeking solutions.

He recommends breaking away from traditional desk work and finding new means of exploring and accomplishing work goals.

Once away from the safety of the customary desk, it becomes easier to see and realise new means of achievement.

For many, however, such breaks from tradition will provide a measure of discomfort. Leadbeater argues, however, that this lack of comfort is beneficial to innovation, explaining that moving away from past success and methods is only uncomfortable because it brings uncertainty. He added, “It exposes people to situations they can’t control, so they feel insecure because they feel they don’t have the answers.”

From Leadbeater’s experience it is exactly this uncertainty that breeds innovation.

He stated, “If companies just ask the same question, they get a slightly different version of the same answer. A different company might find a completely different way to ask the same question, and get a new type of answer.”

By way of example, Leadbeater referred to Apple’s innovation of the cell phone. While competing companies had been focused on the traditional concepts involved in making better phones, Apple shifted perception by viewing the cell phone as an access point and improving the options for various ways of connecting. By adding apps and changing the way consumers interact with their cellular device, instead of simply improving phone capabilities, Apple found a new—and extremely successful—avenue of innovation.

HR Features

Innovation through collaboration: ‘bring in different skills’ While collaboration may seem an obvious step in a productive and efficient workplace, many companies struggle with creating an atmosphere of effective teamwork.

Establishing communication, says Leadbeater, is a crucial step in fostering innovation.

He stated, “Innovation comes from collaboration and conversation. Unless you have a highly collaborative, very communicative culture inside a company, you won’t get the collaboration you need from different vantage points. You need to bring in different skills.”

It is critical, therefore, for HR and upper management to find ways to encourage collaboration not only within a specified team or department, but throughout the company as a whole. By sharing vantage points, perceptions and experiences gained from a variety of roles and positions, companies encourage creativity.

“The companies that succeed are going to have more creative collaboration,” declared Leadbeater.

Innovation through approach: ‘lead through influence rather than instruction’ All recommendations naturally culminate in a drastic change of approach for HR and company managers. Being able to adapt to new ways of thinking and the changes brought about by globalisation is what will bring about successful innovation. To Leadbeater, this also involves appealing to a new generation of employees as well. He explained, “Leadership in the future depends on influence and legitimacy rather than the position of authority. Gen Y doesn’t tend to respond to the title of authority or traditions of authority; it responds to good argument, compelling purpose and having a sense of achievement.

You have to lead through influence rather than instruction.”

Innovation through the future: ‘challenge the status quo’ The biggest step in encouraging innovation, according to Leadbeater, is to stop relying on past success, and be willing to move forward— often via a new, untried path—into the future.

He warned, “People in positions of power tend to have built their power on the past, so they have a tendency to defend the past.

They need to be open to people who can come in and challenge the status quo, challenge convention—and managers need to give them license to do these things. Otherwise, they just become these interesting irritants, but their ideas won’t grow or connect.”

Attracting the experience and innovation of the newer generation is paramount to success.

With increased globalisation, more and more younger employees are gaining a wider breadth of experience through travel and study abroad. Harnessing the talent and skills of employees who can bridge cultures and think transnationally is critical to innovation which can appeal to a more globally-aware market.

| 29

HR Features

HR finds talent in often overlooked pools While studies have shown that employees with disabilities have higher work ethics, many companies still neglect reaching out to the disabled talent pool.

Recent survey findings examine how HR can find and utilise this untapped resource for new talent.

Students with disabilities at the tertiary level have a 100% course completion rate.

International studies show that companies which diversify their workforce by reaching out to recruit employees with disabilities see lower overall turnover, increased company loyalty and improved efficiency. And yet, this talent pool remains largely overlooked and untapped by HR and company recruitment.

A new survey, Tapping a Pool of Disabled Talent, examined how HR and employers can better understand and reach out to potential talent with disabilities, and attempt to dispel some of the hesitancy and misinformation which still circulates regarding hiring disabled individuals. The survey, conducted

by Community Business in partnership with Barclays, collected responses from over 12% of the disabled talent population in Hong Kong.

The survey gathered responses from students at the tertiary level as well as those already employed or currently seeking employment.

Fern Ngai, CEO of Community Business, said that this study was crucial in educating Hong Kong employers about the positive impacts the talent pool of disabled individuals could have, stating, “The pool of disabled talent in our study is well-educated, determined and ambitious, and interested in pursuing a career in the corporate sector.”

30 | HR Magazine

Looking at talent Responses to the survey demonstrated a wide range of jobseekers with various disabilities.

The majority had related to either visual, 41%; physical, 28%; or hearing, 26%; impairments.

Students had been or were currently enrolled in programmes from across Hong Kong’s leading universities—the majority studying at City University of Hong Kong, 23% and The University of Hong Kong, 21%—and representing a broad range of subjects from economics and finance to law and administration, social work to engineering, creative multimedia to real estate.

Despite the diversity in subject focus, more than 70% of respondents indicated that they would prefer a job in the corporate sector, with almost three-quarters considering work with a multinational company. Narrowing down the fields, two-thirds are seeking work in government organisations, followed closely by charity or NGOs.

Looking at applicants The survey gathered responses across Hong Kong from people with disabilities who are either currently employed, seeking employment, or completing their tertiary education. While 30% of respondents had found employment, the vast majority, 64%, were either studying or still seeking positions.

Many respondents cited their own uncertainty and fears regarding the application process as a main hindrance to successfully securing positions.

The main concern for disabled applicants is disclosure. One survey respondent explained the concern that many jobseekers with disabilities face, asking, “Once the employers know my disability, how do I explain the details? Will I fall into the trap of deceiving them? It’s a fine line between marketing myself positively and deceiving the employer, but being truthful may result in not getting a job.”

Employer awareness of impairments, and education to dispel the myths and stigma that still exist, is crucial in allowing HR to take the necessary steps to welcome and recruit talent with disabilities.

Where and how to look When it comes to recruitment within this talent pool, the survey indicated that many companies may be looking in the wrong places. The majority, nearly two-thirds, of respondents revealed they relied more heavily on their social networks and channels through friends, classmates, and relatives when searching for jobs or advice on job searching, while a mere 15% attended graduate recruitment fairs. This means that companies looking to diversify through the recruitment of disabled talent need to take extra steps in reaching out to the community within Hong Kong.

HR Features

Such outreach makes a significant impact on attracting talent with disabilities. Nearly three-quarters of respondents said that a company’s stated commitment to diversity and inclusion was the biggest factor in whether they would apply. This is opposed to only 27% who said they would be encouraged by the use of diversity on recruitment advertising, indicating that it was actions such as having a dedicated point of contact or events targeted towards the disabled community that made an impact, rather than empty gestures and marketing.

Looking to the future Although often overlooked, the pool of talent with disabilities can offer numerous benefits to a company. Expanding diversity can have immense positive effects on a workplace environment. When inclusion is encouraged, retention and employee loyalty can increase exponentially. Naomi Tsuru, Head of HR Group in Japan for Barclays, emphasised that cultural awareness and an inclusive environment can promote productivity and performance, as well as have a positive influence on client perspective.

Fern Ngai expanded, “Companies that take the lead in offering opportunities to people with disabilities are rewarded.

It is clearly good for business. We hope that more companies will get actively involved in our various efforts to increase employment opportunities for students with disabilities—not just in Hong Kong, but across the Asia region.”

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Biggest interview mishaps HR sees —and how to avoid them

Interviewing is a big responsibility for HR professionals and being able to distinguish the best candidate for a position is a challenge in itself. Dressing appropriately, turning off mobile phones and ‘swotting up’ on the company are some of the obvious checkpoints interviewers look for in a potential new hire.

HR beware

common candidate faux pas •

Sometimes, however, big blunders make it easy for HR. In CareerBuilder’s annual study on the most common most outlandish job interview mistakes, hiring managers provided real-life examples of the most peculiar behaviours they witnessed during the interview process.

Offering tips to candidates on how to avoid interview mishaps—and sparing HR a cringe-worthy scene—Rosemary Haefner, Vice President, Human Resources, CareerBuilder advised, “A job interview can be one of the most nerve-wracking experiences out there, so it’s important to plan and practise.

•

•

•

• Have a friend run through a mock interview with you, asking questions you think will come up and some curve balls you’re not expecting.

Thoroughly research the company ahead of time and draft responses that incorporate your accomplishments. The more prepared you are, the less likely you are to run into mishaps.”

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•

When asked about the reasons why he quit his last position in a bank, a candidate said it was because he was always tempted to steal.

Another jobseeker denied that he had a mobile phone with him even though it could be heard ringing in the briefcase beside him.

The next candidate emptied the employer’s candy dish into her pocket.

This applicant was quite honest about his weaknesses; he said he didn’t like getting up early and didn’t like to read.

Perhaps hiding from the taxman, one candidate asked to be paid ‘under the table’.

While he may have meant it as a friendly gesture, the hiring manager was not impressed when a candidate reached over and placed a hand on the interviewer’s knee.

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•

•

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•

• •

A candidate commented that he would do whatever it took to get the job done, legal or not.

This candidate apparently thought the interview went really well; he hugged the president of the company.

The next jobseeker must have been very hungry, because he called his wife during the interview to see what they were having for dinner.

Another candidate asked to postpone the start date so she could still get holiday gifts from vendors at her current job.

One job applicant called in sick to her current employer during the interview, faking an illness.

A candidate said he didn’t want the job if he had to work a lot.

The next jobseeker wouldn’t answer a question because he thought they would steal his idea and not hire him.

HR Features

The ROCKSTAR framework to maximising employee relations

The ROCKSTAR Framework is a strategic approach for institutionalising Employee Relationship Management (ERM) via a series of employer-employee initiatives. These initiatives are aimed at sustaining robust psychological contracts and sound professional work agreements to engage employees in gainful organisational citizenship behaviours.

The Framework, developed by Murad Salman Mirza, SVP Client Advocacy & Organizational Effectiveness, EPIC Software Corporation, is founded on the core principle of Respect, Trust and Openness being woven into an organisation from top to bottom.

Consequently, effective communication is leveraged to facilitate activities that promote employee engagement and the alignment of their aspirations with the organisation’s ‘Big Picture’. Employees are lauded and rewarded for their performance and, by undertaking relevant assessments, employers can use fresh

34 | HR Magazine

and insightful methods to foster positive employee relations. At the same time, obsolete, unsuitable and legally-indefensible practices are discarded and the knowledge bank updated accordingly.

Mirza presents the following framework as a baseline, upon which future HR strategies can be effectively and efficiently developed, deployed, monitored, reinforced and improved to complement the ‘Big Picture’ within the employee-relationship-management realm.

HR Features

The ROCKSTAR Framework Respect

Kudos

Align

Valuing the dignity, individuality and cultural richness of employees working in an organisation by upholding the notion of interactional justice, ensuring that their self-worth is not irreparably compromised.

Recognising and rewarding professional excellence in a systematic manner by adhering to the notions of procedural and distributive justice.

Achieving synchronisation between the individual goals of the employees and the team—functional and organisational imperatives through the application of effective engagement practices that ingrain organisational citizenship behaviours.

Openness Being receptive to employee feedback in the form of ideas pertaining to refining, redefining, revising and reengineering various aspects of the organisational processes, practices, policies and procedures. Then companies can take appropriate corrective and preventive actions.

Communicate Advising, disseminating, rationalising and interacting with the employees in a transparent manner buoyed by the core principles of Respect, Trust and Openness to alleviate or eliminate the probability of confusion, resentment, industrial action and any other adverse outcome.

Support Providing the necessary encouragement, inculcating team spirit, inducing motivation, giving incentives and allocating resources in a conducive work environment to facilitate the achievement of goals and ambitions at the personal, team, functional and organisational levels.

Rejuvenate Rekindling positive relationships—especially with desensitised employees—through systematic engagement activities that complement the earlier Kudos bestowed upon them for professional excellence.

Trust Believing in the capacity and capability of employees by empowering them to take on relevant challenges with the added advantage of bolstering the psychological contract.

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HR Features

Taking the bulls by the horns Major senior executives congregate to discuss global senior executive talent needs in first-ever high-level forum in China.

Over the course of the past decade, the eyes of the international community have all been trained on China. With this vast country’s meteoric rise to global economic prominence, and the growth and expansion of internationalism in Chinese corporations, the potential workforce and talent pool which China has to offer has been the focus of much speculation and discussion. Nearly 400,000 Chinese students studied abroad in 2012, according to statistics from the Ministry of Education, an increase of nearly 20% from the previous year. With the continued globalisation of Chinese talent, corporations from across APAC and the rest of the world are looking to China for answers to talent and retention issues.

For the first time, China recently hosted an event focused on senior executives and high-level management talent needs. A collaboration between the China Global Talents Society (CGTS) and the Association of Executive Search Consultants (AESC), the forum brought together more than 100 senior executives from across the world.

Representatives and leaders from major international organisations, including Microsoft, Baidu, Maersk and McKinsey, were in attendance to discuss key executive talent issues across the globe.

In the bull pen The forum, held in Beijing, was placed squarely in the middle of the landmark third plenum of the 18th Central Committee, which has been hailed throughout the media as a revelation and historical starting point for China’s new economic growth. Amongst this setting of reform and resolutions, the forum allowed executives the exceedingly rare opportunity to share their views with key government officials. The gathering brought

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senior executives together with academic experts from both China and abroad to discuss with government entities the challenges in recruitment, development and retention of executive talent, with particular focus on China and its pursuit of global ambitions.

Peter Felix, President of AESC explained, “This was a first for the executive search profession to come shoulder to shoulder with key players in China’s burgeoning quest for globalisation. A very frank exchange of views by both Government and corporate executives was encouraging and indicated that there is a determination to upgrade key environmental and cultural aspects of the recruitment proposition in attracting senior executive talent to China.”

overseas Chinese students returned to China in 2012, an increase of nearly 50% from 2011.

As more and more overseas Chinese return, it is up to corporations to utilise this new pool of diversified and globalised talent.

Bill Farrell, Partner at global executive search firm Boyden commented, “If the individual is unable to have personal impact, they will look elsewhere. It’s important for firms to live up to the expectations they set.”

Taking the bull by the horns Over the course of the forum, panellists discussed the myriad issues surrounding the recruitment of executive talent to China.

Topics from tax law to pollution, retirement policies to HR management—and everything in between—were examined. While the discussion naturally focused primarily on the challenges and issues of senior executive talent and recruitment, some forum participants emphasised a more positive outlook. Rachel Zhang of McKinsey, for example, turned the direction towards a rosier future by indicating that the global demand for top talent would mean brighter prospects for globalised candidates.

Such candidates were a continual focal point of the forum discussions, particularly in regards to the retention of Chinese nationals returning to China from abroad. According to recent statistics released by the Centre for China & Globalisation, approximately 70% of

Hitting the bull’s-eye By gathering together such a diverse range of experts in the field of senior executive talent, the forum presented a unique opportunity for the sharing of insight and potential collaboration on policy and corporate change.

Zhou Guolin, Deputy Director General, Administrative Committee of Zhongguancun Science Park indicated that the event had been a great success in providing a platform to communicate and establish a much-needed bridge between Chinese businesses and international search firms in the discussion of talent issues.

HR Features

Talentless Why can’t Hong Kong employers fill jobs?

Last year, 60% of Hong Kong employers reported difficulties in filling jobs, citing a lack of available talent. A dramatic increase from the 35% reported in 2012, this new statistic requires employers to take a hard look at Hong Kong’s employment outlook.

Across the Asia-Pacific region, employers are struggling to find qualified candidates for open positions. Last year more than half of APAC companies admitted to difficulties in the hiring process due to skill gaps. While Japanese employers continue to rank highest with talent shortages at 85%, Hong Kong employers may not be too far behind, with a startling increase from 35% in 2012 to 57% in 2013.

region, India comes in second at 61%, but Hong Kong is now not too far behind, coming in at a close third, only four percentage points below India. In 2012, Hong Kong mirrored China, whose current rate of 35% matches the global average and is the lowest in the region.

Such a sudden increase in talent shortage may mean that Hong Kong employers will need to change their approach to the hiring process.

The eighth annual Talent Shortage Survey, conducted by ManpowerGroup, analysed responses from nearly 8,600 hiring managers from across Australia, mainland China, Hong Kong, India, Japan, New Zealand, Singapore and Taiwan.

Shortage areas

Hong Kong compared Currently, Japan still takes the lead in terms of talent shortages, both globally and within APAC, with a rate of 85%. Looking at the

So where does the problem lie? For APAC employers, sales representatives continue to be the most challenging positions to fill, with engineers and technicians coming in close behind and fighting tight races for second and third, respectively. While in 2012, skilled-trade workers took the fourth position, they’ve been bumped down to seventh, with concern for management and executive positions climbing the list to the current fourth.

Needles and haystacks For APAC companies, the two main reasons credited for this difficulty in filling jobs are a lack of available applicants and a lack of technical competency. These two shortcomings have been given near equal importance by respondents, 32% and 31%, respectively; and far outweigh issues such as lack of soft skills, 28%; or lack of experience, 19%.

Hong Kong companies will need to address this growing issue and they will need to address it fast. The vast majority—a stunning 86%—of Hong Kong employers believe that this shortage of talent and the difficulties in filling positions is having a medium or high impact on their ability to serve clients effectively. With numbers like these, Hong Kong hiring approaches will need to see drastic changes in the very near future.

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HR Features

Employee share plans Emerging tool to attract & retain talent in Hong Kong and China

The challenges of sourcing qualified staff and trying to combat the high turnover rates among quality employees are keenly felt by HR professionals across Asia.

Commonly in use in North America, Europe and Australia, employee share incentive plans are being adopted by more and more Asian companies to attract and retain talent. They work by companies giving share ownership rights to their employees, typically as an incentive and sometimes as a gift. Such shares are a component of the overall compensation package, potentially conserving cash as well as improving employees’ loyalty and productivity.

Recent research* regarding the behavioural effects of share plans shows significant benefits for companies—share plan participants put more effort into their work, care more about the performance of the firm, have higher job satisfaction, take fewer sick days and are less likely to leave.

Over the past 10 years, there has been a dramatic increase in the types of share plans being implemented as compensation tools to take advantage of these benefits for companies and to attract and motivate staff across Hong Kong and China.

Initially, the primary plan designs implemented were Stock Options Plans that were granted to executives and senior managers. A few years later, there was a shift towards full-value Restricted Share awards, which do not have an exercise price the employee must pay, as well as an increase in the number of employees receiving share awards globally. At about the same time, the vesting criteria applied to these awards were shifted from time-based vesting towards performance-based vesting; the participant must not only remain employed, but individual or company targets must be achieved.

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‘The Evolution of Employee Share Plans in Hong Kong and China’

Since 2010, Employee Share Purchase Plans (ESPP) have been rolled out in Hong Kong and China and the number of participants has increased dramatically.

Unlike Stock Options, Restricted Shares and performance-based plans, an ESPP allows the entire employee population to participate; everyone from the tea lady to the CEO can elect to invest a portion of their salary into a pool to purchase shares, usually on a monthly or quarterly basis.

Companies provide either matching shares or a discount on the purchase price, as well as shouldering the associated administration and purchase costs. ESPPs have proven to be enormously popular in China with participation rates exceeding global results and some companies achieving nearly 60% participation.

Employees really appreciate having some ‘ownership’ in the company they are dedicating their time to, and in return dedicate

yet more time—if their work can help the share price to rise, why wouldn’t they?

Companies are increasingly seeing the benefits a well-structured and administered share plan can bring to them—helping them with the challenges previously mentioned: recruiting qualified individuals and retaining them for the long-term. With research showing that loyalty can be doubled, sickleave reduced and direct action improved when an employee is part of a share plan, any company stands to gain from making a share plan part of its reward and compensation package.

Employees in Hong Kong and China are increasingly considering a company’s share plan when deciding who to work for, so having the right plan in place will become more and more important. * London School of Economics and Harvard research 2010: How does an employee share plan impact the attitude of a workforce?

HR Features

T&D the bigger picture: a shared vision

By Henry Chan, HP Education Services, Business Development Manager

Ask any HR professional and they will be first to impress the importance of continuous training and development in all areas of the business. This is of particular relevance in a changing world where new technologies constantly replace old and where investment in people and business development means a secure, innovating and motivated workforce.

History has shown us time and time again that during an economic downturn businesses that reduce or cut their expenditure on training and development, often viewed as a cost rather than an investment, suffer down the line when valuable but underdeveloped talent moves on quickly once economic improvement occurs. By contrast, a business that has continued to invest in its people is more likely to come out of a recession not only focused and fighting, but also with a dedicated, coordinated workforce.

In fairness, not all businesses have the financial resources to establish a training division and employ training professionals to develop and run courses for them. SMEs and many larger companies are not able to commit significant financial resources even during profitable times.

Solution providers are an important partner to any business. At HP Education Services, we have built our service over 30 years on a solid foundation of experience, content, delivery and innovation. In essence, we provide the training support for companies on a number of levels, not only on the technical solutions that are provided. Naturally, technical training and certification for HP and industrial technology remains key to ensuring that businesses are able to rapidly absorb new systems effectively and efficiently.

Collaboration tools, such as the use of virtual rooms for training and support, are key solutions for modern businesses, particularly those spread across large geographic boundaries.

HP offers Managed Training Services and Education Consulting, acting as a corporate training advisor to businesses offering education consulting strategies, including the management of change and managing the lifecycle of the training solution provided.

Support is an important part of the offering, failing to provide this is like selling a top quality car without a handbook to a person who may not be able to drive. HP offers a range of complementary training courses such as Customer Service Training for service staff when implementing HP customer services technical solutions, or certified Project Management courses for IT managers implementing new technologies into the business. HP’s Managed Training Services provides businesses with a consultation service to assist in identifying the training needs, which for past clients has included areas such as risk management, IT

security, managing organisational change and management development training.

Cushing Anderson stated in an article in the IDS MarketScape Worldwide IT Education and Training, 2012 Vendor Analysis, “Unique among the larger vendors, HP offers a wide range of educational services which provide its clients with a way to understand their ‘big picture’ training requirements while at the same time supporting individual skill and professional development.”

Why should a business choose HP for these supplementary services? In addition to its education services built upon a solid foundation of experience, content, delivery and innovation, HP has more than 90 training locations worldwide and HP’s Remotely Assisted Instructional Learning (RAIL) training can be provided when and where it is needed.

If you wish to learn more about HP Education Services or get in touch, visit www.hp.com/education.

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HR Features

Innovative leadership approaches HR Magazine spoke with Dr Roland B. Smith, VP & MD APAC, Center for Creative Leadership (CCL) to get his take key elements of becoming a pioneer of innovative leadership.

As organisations across Asia shift from an autocratic approach to a more participative style, the need to create an engaging environment has never been so important. According to Smith, “Effective leaders recognise the surrounding culture and adapt accordingly. When a leader places value and a sense of purpose on an individual, the natural response is to strive and aim for excellence. Employees want to know they are being invested in.”

CCL’ s Re sear Para ch o doxe n Fi s of ve Deve L eade lopm r ship ent in A sia: 1.

To f oste r lea emp rnin hasi g, 2. s e d oi n To a g. ccel erat s lo w e de d ow velo 3. n p me .

To e nt, xcel at th rela e ta tion sk, h 4. ships To a arne . chie ss v e from succ ess, failu 5. lear re.

To d n evel o p prac grea tice tnes hu m s, ility .

Smith explained that without question, the most critical challenge for many organisations in Asia is having the right talent who can overcome challenges and seize opportunities. He said, “Companies can be so caught up with looking for individuals (that are equipped with the skills, knowledge, abilities, and experiences to operate in a fast-evolving Asia) that they often forget talent that needs to be groomed for top leadership roles. In addition, the capability to nurture the next generation of senior leaders is often an overlooked competency for sitting senior executives.”

Research by CCL reveals that, to enable continued success, businesses in the APAC region need to understand the Five Paradoxes of Leadership Development in Asia. They must also have the foresight to determine if their best intentions for developing top leaders may actually be hindering the leadership development process. Leadership paradoxes differ vastly from region to region and understanding them is absolutely imperative to the organisation’s success. It is the very appreciation of these paradoxes that will enable organisational leadership to be more effective. Success is hinged on the organisation’s ability to determine the effects of the paradoxes, and still be able to fast-track development of talents, in order to fill critical senior level roles.

With this insight in mind, Smith concluded, “In APAC, particularly Hong Kong, there has been a strong history of entrepreneurialism and therefore taking risks is fairly common.

The most adequate response for a leader, when dealing with a culture like this, is to nurture a feedback-rich environment.” He advises organisations to create opportunities for individuals to explore innovation through allowing them room for failure, recognising their individual contribution and providing them with plenty of constructive feedback.

To download the research paper visit: http://apac.ccl.org/research.

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HR TRAINING

Award for Excellence in Training and Development

How to write a T&D success story

Tips for Award participants ALIGN

Always align the programme objectives to business strategy and needs so that the programme outcome can add value to the business.

INPUT

Get the line managers and other stakeholders involved.

Their input is critical when designing a learning and development programme.

PRACTICALITY & VALUE ADD

Be practical and design programmes which provide value to the participants. Only giving theories but not explaining how these can be applied in daily work is ultimately useless to a business.

CREATIVITY

Think ‘outside the box’ and never stop creating new ideas in learning and development programmes.

RESULT

Always measure the result of learning programmes, even though some may be long term.

Kit Fan, Head of Corporate Human Resources, Towngas Training and development is a constantly evolving area of business.

With new customer demands, more complex employee needs and advances in technology, this sector is in a constant state of re-evaluation and overhaul. Put simply, the training methods and skills that were effective 20 years ago may not be effective today and in the future. Kit Fan, Head of Corporate Human Resources at Towngas has embraced the change and notes that the most recent overhaul has taken place in the use of technology in training. She shared,“Towngas uses an e-platform to drive a continuous learning culture in the company, particularly across the many locations in mainland China apart from Hong Kong. We encourage the sharing of knowledge, business updates, market information and use of internal chat rooms on specific projects. Nowadays, the newer generations have less time for tasks, but get more done in the same amount of time. They are hungry to learn multiple things.”

HKMA Award for Excellence in Training and Development 2014 Website: www.hkma.org.hk/trainingaward Enquiry: 2774 8594 (Ms So)

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The right mix Whilst this generation may be more productive, it is also more vocal and more likely to share comments on learning programmes. Fan offered a piece of advice for companies looking to deliver a great L&D programme; she said,“The biggest mistake HR makes when rolling out a training and development programme is that they see a successful external programme and like it. They adopt it in their company, but it doesn’t match with their business needs. There’s a disconnect between HR and business needs. Any programme has got to be in-line with the company strategy, get stakeholders involved and also create value for the participants.” So, how to get all employees at all levels involved?

Towngas takes two main approaches. First, it dedicates a floor of its North Point headquarters for employees to collaborate and brain-storm innovative ideas in a relaxing environment. Refreshments, a library, sports facilities and fitness classes are provided. A ‘Dream Zone’ is also available to foster group discussions among colleagues and enable great ideas to happen. Second, the company organises a platform for employees to present their game-changing ideas to those who can make change happen. The Superior Quality Service Day revolves around a forum premise. Towngas employees present ideas on how to improve tools, processes and methods to help them work more efficiently, more safely and more productively. Fan commented, “The frontline employees know what’s best. They show us and we can then adopt the idea to help our engineers do their job much better.

Innovation comes from everybody at Towngas, it’s our culture.”

HR TRAINING

Key challenges BUDGET It is always limited and you must use it wisely to get the maximum impact. Don’t just tick boxes; skills developed must fulfil the company’s true needs.

TIME Companies always need to be more valuable, more competitive and more productive. Ensure that employees understand that their employer is investing both time and money into them, so that they feel cared for.

BUSINESS NEEDS HR must understand the business challenges and see the gaps between the service offerings and the current and foreseeable needs. Stay close to the business.

Skill profile At Towngas, an annual needs analysis takes place, looking at what competences, knowledge and skill sets their employees will require to cope with future business strategy. Towngas itself has been operating for more than 150 years, and collaborates on 180 wholly-owned and joint-venture companies in 23 provinces in China. For new business ventures, the task of mapping out future needs is particularly challenging without the benefit of historical information of what works and what doesn’t. Since 1982, Towngas has been running a graduate trainee programme, the products of which can now be seen in many of the top management positions within the company. It nurtures over 100 graduates, who undergo intensive programmes encompassing classroom training, department attachments and placements in mainland China. Not only putting trainees through their paces with business simulation exercises and competitive group work, the company also prepares its graduates with the soft skills they will need to succeed in the greater working world. Presentation and social skills for external communication as well as involvement in corporate social responsibilities are seen as a must for future management that will represent Towngas to society, government officials and stakeholders.

On a final note, Fan encourages this year’s Award nominees for the HKMA Award for Excellence in Training and Development to never underestimate the role and importance of their function as they help the company to enhance the workforce capabilities for business achievement.

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HR TRAINING Award for Excellence in Training and Development

Anthony Rushton, Chairman, Organising Committee of HKMA Award for Excellence in Training and Development 2014; and Head of Learning, Hong Kong, HSBC

Anthony Rushton has been involved in the HKMA Award for Excellence in Training and Development for several years and has become Chairman of the organising committee this year. HR Magazine caught up with him to get the low down on new developments at this year’s Awards and find out what exactly makes a great trainer and great training programmes.

What’s new in the 2014 Award?

As we move into a new year, we are looking to create positive changes in the Award. One of the biggest developments is the drive to expand it to the region and encourage organisations of all sizes to get involved, whether they be large multinational corporations or small to medium-sized enterprises. That way we have diversity and can ensure that all organisations have the opportunity to enter. We are also keen to receive a variety of applications from a wide spread of industries. As part of this expansion, we are inviting companies from mainland China and other countries within the region. This year we are piloting with Singapore so hopefully, within the coming years, we will have an interesting range of nationalities represented at the Award.

What makes a great training and development programme?

For a training programme to successfully work, it must meet a strategic business need. It cannot simply be a ‘nice to do’ solution, such as a one-day workshop here and there. It must be a more holistic, blended training solution, which can bring about sustainable benefits. We must leverage technology, for example using more social networks in addition to traditional classroom training.

We must be more creative and innovative with what we have to offer the business. I believe that we must place a far greater focus on measuring the impact of training programmes, whether that be a behavioural change or a return on investment, in order to understand if the programme is working successfully and meeting the objectives of the business.

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HR TRAINING

What makes HSBC’s training programme a success?

With our own HSBC training programme we always make sure that it is very well connected to the business. We operate with various business groupings and within our present structure, we have a strategic learning partner who works with the business constantly and bridges the gap between our stakeholders and the learning function to ensure the solutions meet the business objective. Our strength with learning comes from our strong alignment with our business. I believe that successful training solutions come when they are co-delivered and where training professionals collaborate with a business champion to bring up-to-date information from the business into the learning process. The younger generation wants to move quickly, so encouraging younger people into middle management positions is a key focus; this should be done transparently so they are aware of their opportunities for career development and can strive to achieve their end goal.

What makes a great trainer?

I see training as a vocation and something that providers must be absolutely passionate about, which goes beyond simply being a good communicator and having those skills. Perhaps a more important point to make is how the role of the trainer has evolved over time. Traditionally, the trainer had to be the ‘entertainer’ because they were in the spotlight, but I think this has changed in recent years and the spotlight has now been turned on to the delegates. A truly effective trainer, when delivering, should be looking at the reaction of the delegates and understanding how effective the training is and whether they need to change it to create maximum impact and value for those taking part. A good trainer must have genuine passion for their job and have the ability to deliver training as if it were the very first time. It is very easy to spot real enthusiasm and passion and this is something that can make a professional trainer stand out as exceptional.

Important Dates for HKMA Award for Excellence in Training and Development Campaign Award Deadline for Entries: Wed, 19 Feb 2014 Deadline for Submission of Programme Summary: Wed, 12 Mar 2014 Shortlisting Interview: Mon, 24 Mar to Wed, 26 Mar 2014 Deadline for Written Submission (Finalists Only): Mon, 28 Apr 2014 Individual Awards Deadline for Nomination: Wed, 12 Mar 2014 Deadline for Written Submission: Fri, 11 Apr 2014 Interview Session: Fri, 9 May 2014 Final Presentation Seminar: Tue, 10 Jun 2014 Award Presentation Ceremony: Wed, 10 Sept 2014 Contact Ms Ellis Yeung 2774 8519 ellisyeung@hkma.org.hk Ms Priscilla So 2774 8594 priscillaso@hkma.org.hk Website: www.hkma.org.hk/trainingaward

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HR TECHNOLOGY

Granular data to If an idea is truly innovative, there is no way to tell its outcome, never mind its return on investment.

The challenge for HR is to create an environment which allows failure. Creating L&D opportunities gives employees the time and space to make mistakes and therefore develop innovative ideas.

By nature not every new idea will succeed but you won’t know until you have tried.

Ashley Clarke, COO, FlexSystem shared his insight on tracking and targeting employees to engage in L&D programmes. Explaining that HR is still in the embryonic phase of embracing what technology is capable of, Clarke explained, “Taking bite-sized chunks of system integration will position HR to propel the business forward. Since the inception of reporting, the issue has not been getting information in but rather getting it out.”

Positioned to influence Clarke highlighted that, from the Board’s point of view, the challenge with L&D is monitoring the ROI. By investing in training, tangible evidence needs to be seen to demonstrate the associated value. It is essential to be able to aggregate data and present it both looking backwards and forwards. He identified HR to be uniquely positioned to review results and ‘drill down’ further to look at particular employee types. In this manner HR can gain an insight into the effect upon revenue decreases or increases of course attendance, trainer or department.

Ashley Clarke, COO, FlexSystem Limited 46 | HR Magazine

HR TECHNOLOGY

o evaluate L&D Asking the right questions

THE RIGHT TIME FOR ENGAGEMENT

He observed, “For L&D to become more successful, information needs to be granulised.

Rather than asking, ‘who has been on training this year?’ HR needs to create the ability to ask questions at a micro level.” He suggested that moving from manual workflows to a system-based process will position HR to ask the right questions. Managers should be thinking—‘Three hundred employees have been on training this year. Of the three hundred, one hundred were managers. The ROI against that was an increase of sales by X, resulting in more profitability. How can we improve on this?’ This detailed information will build the ability to monitor investments more effectively.

Employing the right training strategy at the right time can enhance employee performance as well as competencies and skills. From the employee perspective, acquiring the necessary skills would help job performance. Employees realise their own L&D needs for their respective positions.

Employee Self-Service (ESS) serves as a channel for assisting employees to engage more in L&D at the right time. While offering a collection of in-house training courses and cross-training employees, organisations can make use of technology to proactively notify employees of the available classes.

This can provide opportunities for employees from different disciplines to meet and learn together, and equip them with the necessary skills for their career.

Additionally, having the resources to call up documents prior to conducting an appraisal empowers management to more adequately respond to further L&D needs. Clarke explained, “Access to information really is an underlying key point. Whether it be granular or document management, it is one of the most critical parts of L&D.” From the manager’s perspective, it is a case of who, why and when are employees going on training. HR should provide management with this valuable data. Moreover, employees want to know they are being invested in, with clear objectives for the year.

L&D success depends on…

Clarke concluded, “Success for L&D professionals in the future largely depends on the ability for staff to engage in the L&D process and for HR to be able to proactively plan and manage both internal and/or external staff development. This can be done by having access to reports or alerts that show granular progress for an individual or progress in aggregate.

HR needs to proactively ensure strong L&D programmes are in place, measure their effectiveness and the related cost implications and ensure the right employees are selected.

By taking these simple steps, HR can cultivate an innovative environment and give employees the space to grow.

Access to information really is an underlying key point. Whether it be granular or document management, it is one of the most critical parts of L&D. | 47

HR TECHNOLOGY

Technology teamwork: how HR is using mobility and virtual platforms to enhance communication With more and more Hong Kong companies expanding their corporate networks across APAC and beyond, virtual teams are increasingly common. How can HR make these teams run effectively?

As companies expand globally, virtual teams are becoming the reality for much of the corporate world. In our new technology-linked society, myriad platforms exist for team connectivity, facilitating communication across borders, continents, and hemispheres. Making virtual teams effective, however, is not as simple as periodic Skype discussions or constant emailing. A virtual team often faces the same productivity pitfalls as any face-to-face team might, though the process for solving these issues might require a different approach.

Michael Watkins of Harvard Business Review defined a virtual team as one comprised of ‘core members who interact primarily through electronic means’ and are working together on tasks to achieve one goal. Watkins encourages HR and team leaders to lay the foundations for team performance early on, and gives the following advice on how to achieve optimum productivity with a virtual team:

It’s all about team spirit Watkins advocates getting the entire team together physically at the beginning of the project. While this may be difficult—or impossible—for some virtual teams, the face time physical proximity provides helps to build team relationships and foster trust between members. These social bonds are crucial to productive teamwork, and creating a ‘virtual water cooler’ is another way to allow team members to communicate on a more social level. Allow platforms for casual discussion and open collaboration to give team members the sense of team camaraderie that may be absent in purely virtual communication. Leaders and HR will of course need to monitor team progress and individual members’ participation through frequent and regular one-to-one checks. Team leaders and HR should use these check-ins to gather feedback and facilitate with any conflicts or miscommunications that may arise over the course of any project.

Talk the talk Misunderstanding and miscommunication can occur in even the closest office teams, and with virtual teams such issues can have a much larger and potentially devastating impact on

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productivity. With the multi-cultural nature of many virtual teams, establishing a shared language from the onset is crucial to keeping communication issues at a minimum. Even with co-workers who speak the same native language, project terms can often lead to ambiguity and misunderstandings. Watkins encourages taking the time to outline a clear interpretation of key words and phrases, and posting this language agreement in a shared workspace. Outlining the means of communication and rules for conference calls and different platforms will also aid in keeping the flow of information continuous. With multiple platforms for data transfer—email, phone, cloud sharing, etc.—it’s important to have clearly established rules for when to use which mode of communication.

Roles and rules Once the guidelines for communication have been established, it’s crucial for any team— and particularly for a virtual one—to set out clearly defined tasks and processes. For a virtual team, coordination is inherently more challenging, and it’s important to focus not just on the goals, but how the team needs to work together to achieve them. Through a regular team rhythm, with regular meetings and set agendas, team leaders and HR can more easily track commitments, and provide clarification when needed. Watkins notes that when working with trans-global teams, it’s also important to establish a rotation schedule of meeting times to allow for equal distribution of time-zone burden.

Technology is your friend A seemingly obvious point to make, virtual teams require the use of technology. While it may appear simple, HR and corporate leaders need to remember that the technological platforms they choose can have a huge impact on team dynamic, communication, and efficiency. It’s crucial to leverage technology to a team’s full advantage. “It’s essential not to sacrifice reliability in a quest to be on the cutting edge,” Watkins reminds corporate leaders, adding that it’s important to, “Be willing to sacrifice some features in the name of having everyone on the same systems.”

AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT

2014

SEMINAR ON “BENCHMARK YOUR TRAINING AND DEVELOPMENT PRACTICES WITH SOME OF THE EXCELLENT COMPANIES” INTRODUCTION The Award for Excellence in Training and Development has been organized by the Human Resources Development Management Committee of The Hong Kong Management Association since 1990. It is the only award of its kind in Hong Kong that gives public recognition of achievements in training and development to individuals as well as companies, whether large or small and whatever the nature of their businesses or services.

WHAT IS THE SEMINAR ABOUT? Finalists of Skills Training Category and Development Category of the Award for Excellence in Training and Development 2014 will present at the Final Judging which will be held at the Seminar on “Benchmark Your Training and Development Practices with Some of the Excellent Companies”.

They will share with you the secret of success of their training and development programmes.

CAMPAIGN AWARDS Skills Training Category Development Category Awards Gold Award Silver Award Bronze Award Excellence Awards Certificate(s) of Merit

INDIVIDUAL AWARDS Distinguished Trainer Awards Outstanding New Trainer Awards Awards Trainer of the Year Distinguished Trainer Awards Outstanding New Trainer Awards

Most Innovative Award(s) Special Award(s) for SMEs Special Award Special Award Best Presentation Award

FINALISTS The finalists will be announced in late March.

DATE Tuesday, 10 June 2014 VENUE Room N101 (Keynote Speech and Seminar) Room N201 (Lunch) Hong Kong Convention and Exhibition Centre 1 Expo Drive (New Wing) Wanchai HONG KONG ENQUIRY Ms Ellis Yeung Tel: 2774 8519 Ms Priscilla So Tel: 2774 8594 WEBSITE

TIME 8:30 am (Registration) Morning Session 9:00 am - 1:00 pm (Keynote Speech and Skills Training Category Final Judging) Lunch 1:00 pm - 2:00 pm (Lunch) Afternoon Session 2:00 pm - 5:30 pm (Development Category Final Judging) FEE Whole-day Seminar with lunch HKMA Members: HK$2,900 / person Non-members: HK$3,200 / person

Half-day Seminar (AM or PM Session Only) with lunch HKMA Members: HK$1,900 / person Non-members: HK$2,200 / person

without lunch HKMA Members: HK$2,500 / person Non-members: HK$2,800 / person

without lunch HKMA Members: HK$1,500 / person Non-members: members: HK$1,800 / person

www.hkma.org.hk/trainingaward This programme qualifies for

ORGANIZER:

16 CPD Hours in the Professional Manager Scheme.

LEAD SPONSOR

ount: ird Disc h and receive B ly r a E ar 27 Marc

in r before hole-day sem Registe ar mw o in fr m e ff s o y a $600 r half-d and receive fo ff o l $200 30 Apri ar y semin r before Registe from whole-da eminar s ff $300 o from half-day $100 off

MAIN SPONSORS

SPONSORS

| 49 MEDIA SPONSORS

HR community

HR conference Employee relations—appraising & rewarding

With Hong Kong experiencing the highest drop in employee engagement levels within APAC, from 58% in 2011 to 50% in 2012 , it seems more important than ever for organisations to focus on how to keep their people happy. But what can HR do to raise staff morale and boost engagement in order to increase productivity and place the business in a stronger position for future success?

HR Magazine decided to put this question to the floor at its latest conference, Employee relations— appraising & rewarding. More than 250 HR practitioners gathered together to share ideas, advice and case studies on how rewards and appraisals can play a fundamental role in engaging, retaining and developing top talent in organisations across Hong Kong.

Towards a happier workforce Nancy Shum Director of Human Resources, Tung Wah College

What is the secret to having a productive workforce? Is it an excellent manager, paying the highest salary or maybe it is flexi working hours‌ While all these contribute to staff morale and productivity, there is a much greater underlying factor.

According to Nancy Shum, Director of Human Resources, Tung Wah College the key to productivity is found in happiness. Shum highlighted the following three practical steps HR can implement to propel employees into a state of happiness: 1. A meaningful life.

Shum explained that every individual has a deep desire for purpose, and to have a meaningful life means that you are part of something bigger than just your own needs and wants. Having a sense that you are investing in the bigger picture will enhance productivity.

2. An engaged life.

Using and sharing your own strengths and talents adds to the sentiment that you are engaging in something bigger than yourself.

50 | HR Magazine

HR community

Shum suggests that when an individual has the opportunity to contribute of themselves they will feel a sense of accomplishment and satisfaction. HR needs to create opportunities for employees to contribute.

Using a buddy scheme will enhance continuous learning and development.

3. A pleasant life.

The less cares an individual has the happier they are. Knowing that the trivial concerns are taken care of frees one of unnecessary stress, opening the door to creativity. Shum explained how they are using comprehensive wellbeing plans to add to the pleasantness of life which is having a positive impact on employee performance.

Shum concluded by explaining the importance of implementing these three steps and the value this adds to the business. Explaining that happy people work harder and having a sense of purpose, knowing you are contributing to something meaningful and bigger than yourself, as well as having a general sense of wellbeing, with no doubt significantly improves an individual’s performance.

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HR community

detailed results from the research, which showed how employee productivity improved through the implementation of share plans.

He explained, “Members [of share plans] are more likely to rate their effort higher, take less sick leave, and work longer hours.” According to Bohart and the research, the benefits that share plans have for companies is clear.

Identifying and developing high-potential talent Paul Kirkbride Executive Director of Executive Education, Macquarie Graduate School of Management

Seth Bohart, Managing Director, Computershare Plan Managers Asia, Computershare Hong Kong Investor Services

Why offer an employee share plan?

Seth Bohart Managing Director, Computershare Plan Managers Asia, Computershare Hong Kong Investor Services In the interest of getting everyone in the room on the same page, Bohart opened with what he called ‘Employee Share Plans 101’. He explained the variations and details of different share plan options that many companies take, such as non-contributory vs. contributory plans—the former allowing the purchasing of shares under strictly controlled conditions, while the latter allows everyone within the company the opportunity to buy shares. Bohart then discussed the research, which had been conducted in collaboration with the London School of Economics and Harvard University to examine how contributory share plans had impacted employee behaviour. With over 3,000 participants spanning five continents, the research overwhelmingly showed how share plans can drastically benefit companies and employee attitude. Bohart repeated several times, “The results showed a huge difference in attitude and behaviour between members [of share plans] and non-members.

Members have greater loyalty to the company, and higher overall job satisfaction.” He also

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

52 | HR Magazine

Paul Kirkbride shared key areas that HR managers should be looking at when selecting, motivating and retaining top talent. Firstly, look at who identifies talent to be put forward for new challenges. If the demographic is too narrow in terms of age, gender and culture, it could be that only talents that reflect this same identity are chosen to join the company or promote through the ranks. Managers may hoard prize individuals for their own team if they feel that help for another team will not be reciprocated. Talent decisions made at the headquarters rather than the strategic business unit are likely to be more impartial enabling large-scale future people plans to be designed and implemented with more ease.

HR community

While self-identification for promotion is a good option, it must be counterbalanced with plenty of hurdles such as interviews and self-assessment questionnaires to weed out those who lack the ambition to drive their career and would otherwise coast.

Selecting candidates for Hi-Po programmes is a gamble, Kirkbride explained. You are making a bet that their potential will be realised in the future. He suggested a ‘moving walkway’ training style, whereby a greater number of employees avail of an organisation’s HiPo programme and positive progress can further highlight great performers and peg them as worthy of star treatment. On transparency, he questioned the need for ‘top secret’ review results. Aside from the Darwinian aspects of encouraging competition, openness and full feedback will encourage good performance and give individuals real paths towards self-improvement.

Kirkbride advocated the 70:20:10 learning and development model showing how experience, mentoring and training programmes contribute to true learning. He stressed, however, that management often misconstrues this. He commented, “The 70:20:10 are not independent of one another.

They must always be aligned in order to add up to the 100% achievement.”

Aligning performance with rewards Wan Ezrin Sazli Wan Zahari Group Head of People Strategy, Performance Managemet & Talent Management, AirAsia Group With over 13,000 staff members and a keenly-watched budget, Wan Ezrin Sazli Wan Zahari has his hands full taking care of talent management, employer branding, people strategy and talent acquisition, amongst other things. AirAsia’s ‘do first, think later’ mentality allows him to use trial and error to test new ground. Wan believes that HR can often get stuck in an ‘analysis paralysis’. He explained, “Don’t over analyse. The immaculate design is impossible to find. At AirAsia we would much prefer to bulldoze and then fix, fix, fix!

Processes are for stupid people.” According to Wan, historical events have affected the talent and growth decisions countries have made in the last century, the Second World War in particular drove Japan to cautious decisions favouring reliability over innovation. Wan commented that this fed a culture of fear of making mistakes.

Wan Ezrin Sazli Wan Zahari, Group Head of People Strategy, Performance Managemet & Talent Management, AirAsia Group

AirAsia takes an equal opportunities approach—Gen Y, Gen X, Baby Boomers and Dinosaurs are all equally welcome. Wan added, “As for performance management, the scope for promotion and rewards is heavily linked with performance.” Merely meeting targets is not enough, and the company will not be congratulating on fictitious achievements before a review to give the illusion of progress.

The timing of rewards is crucial, AirAsia delivers bonuses and incentives promptly so that their employees can see a strong link between effort and rewards, whether they be in the form of money, promotion, public announcement of exemplary behaviour or collective staff experiences.

Performance reviews have a standard grading system—‘Outstanding’, ‘Good’, ‘Must improve’ and ‘Poor’. The difference at AirAsia is, as Wan explained, “Outstanding means outstanding.

It means that you stand out. It does not just mean that you have met your KPIs.” For those facing the other end of the grading spectrum, a three-month window is provided to allow individuals to ‘prove they can fly’, otherwise they will be invited to leave the organisation.

Paul Kirkbride, Executive Director of Executive Education, Macquarie Graduate School of Management

Emily Colling, GM, HR Processes & Technology, Li and Fung Ltd. ready for the panel discussion

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HR community

The impact of a total rewards approach on EVP and employee engagement Andy Leung Senior Consultant, Aon Hewitt With only 50% employee engagement levels, Hong Kong appears to be a tough market to crack, according to Leung, who shared insight into the key drivers of engagement and retention within organisations in the city.

Total rewards are topping the agenda when it comes to what employees are looking for to keep them satisfied in their roles, according to Aon Hewitt’s research, and these must be fully communicated so that staff understand the full value of them. Leung stressed the point that

NiQ Lai, Head of Talent Engagement, CFO & Co-Owner, Hong Kong Broadband Network

Why awesome Talent engagement makes awesome business sense NiQ Lai Head of Talent Engagement, CFO & Co-Owner, Hong Kong Broadband Network You have to think differently in order to prosper. This concept formed the basis of Lai’s presentation and the entire company culture of HKBN and its 2,500 employees, or Talents. He explained that in order to survive in a competitive market, the organisation prides itself on adopting innovative strategies in order to make it bigger and better than its peers. These strategies are built around its people, who Lai believes are the key to being profitable and successful. One of the most unique strategies saw 79 senior executives collectively invest HKD 180 million of their own money to become co-owners and buy 14% of the company. Working towards a common vision and goal, the initiative brought together passionate people within the organisation by focusing on strengthening

54 | HR Magazine

talent engagement. Lai stressed the importance of treating people like people and explained, “So often do I hear leaders getting up on stage and saying their people are their biggest asset, but an asset is like a machine, you need to oil it to make sure it runs faster.

But people are not machines. People are not assets, they are individuals and have different passions and objectives and companies should realise this and help their people achieve their aspirations and dreams. This is where teamwork becomes invaluable; people can achieve more by working collectively and growing together than by themselves.”

Lai explained that as part of this objective to bring Talents closer together, HKBN invests around HKD 2 million each year to send its people on an experiential trip oversees. This year saw 83 managers travel to South Africa to gain exposure to various social enterprises in the hope to inspire them to take action to make their own home a better place to live.

Lai explained, “We believe inspiration is more powerful than motivation,” and it certainly seems to be working in bringing the people of HKBN closer together.

HR community

what employees perceive and what employers offer can often be mismatched and therefore clear, open and transparent communication should always be promoted within a company.

In fact, more than 50% of employees do not know how their pay is determined and most do not understand the value of their pension plan, suggesting a strong need to bridge a fundamental communication gap between employer and employee.

Different demographics have different needs­— while middle management look for leadership development and financial planning, Gen Y look for career paths and female workers place more importance on family programmes— therefore companies should try to tailor roles to meet the needs of individuals. The one

driver that does appear to unite these different demographics, however, is the opportunity for career development and looking ahead, this could be the key to keeping staff happy and satisfied within an organisation. Using the example of McDonalds, Leung pointed out that asking for employee feedback is also important and something that should be aligned with the business plan and total rewards packages.

In this case, many employees are parents and were looking for family friendly policies such as flexible working hours to allow work to fit around parental commitments. The solutions the company provided to meet these specific needs resulted in reduced turnover and increased engagement and proved to be a successful example of how rewards can enhance employee engagement.

Andy Leung, Senior Consultant, Aon Hewitt Gold Sponsors

Silver Sponsors

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HR community

Panel discussion including (left to right): Wan Ezrin Sazli Zahari from AirAsia, NiQ Lai from HKBN, Paul Arkwright from HR Magazine, Emily Colling from Li & Fung

“It’s all about people.” This simple statement made early on by Wan became the repeated theme of the afternoon’s panel discussion, which ranged from musings on the real purpose of HR to employee motivation and retention.

While all agreeing on the basic principle, each of the panel’s three participants advocated drastically different methods for approaching each issue discussed. NiQ Lai explained that for HKBN, “HR used to be focused on the employees with the poorest performance,” with the department’s resources spent trying to figure out how to improve and motivate the lowest performing percentile. Now, however, Lai explained that HKBN, “Turned it around, so that we run it for the 99% of employees who actually benefit the company,” playfully adding that the bottom performers would be let go

56 | HR Magazine

anyway. Emily Colling agreed, stating, “There are too many number crunchers in HR,” and elaborating that HR needed to be encouraged to look outward to be more focused on taking care of people. Other key bits of advice from the panel included: •

• •

•

Wan: “How can you tell the people who are bad from the ones who do well? Ask the staff!”

Lai: “If you want to do something different, start by doing it for free.”

Colling: “The standard performance review won’t be what we’re using in 10 years. We’re going more towards social feedback.”

Wan: “You need great leaders who are accepting of new ideas.”

HR book review

Mind Your Business: Thoughts for Entrepreneurs

By Toine Knipping

Not your ordinary business book, Mind Your Business: Thoughts for Entrepreneurs, takes you on a journey describing the essence of the human condition. In the book, Knipping explains that as we mature, we all realise sooner or later that we can not live in a vacuum, that we are not standing alone—or even on our own. He explains that we are all integral parts of a much larger living entity.

He highlights the importance of gratitude towards what we have and explains that we can only be successful if we mobilise our forces by helping other people to be successful as well. A business that enables its employees,

its clients and its suppliers to fulfill more than just basic needs, and creates opportunities for growth, creativity, personal interaction and team spirit, integrates many needs on one’s life-long passage to self-realisation. In the process it will create more than profits; it will create people who sincerely enjoy what they are doing for the business. They will grow into well-rounded individuals who lead happy lives and who are a pleasure for their family and friends to be around. The book is recommended for anyone interested in acquiring a deeper understanding of the inner sphere of the entrepreneur.

The People Factor

By Van Moody

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“Relationships are an art, and most of us lack the skill and mastery to help break—or all together avoid— destructive patterns, disrespect and deception” —Van Moody.

relationships in our lives make the difference between happiness and misery—that the right relationship can launch you to the heights of achievement and joy, while the wrong one could tether you to mediocrity and pain.

The People Factor addresses fundamental principles for living and interacting with others in the complex and ever-changing dynamics of today’s culture. It’s a concise, practical resource for those seeking to become more relationally savvy for a happier and more rewarding personal, social and professional life. Written with the understanding that the

This guide teaches readers how to evaluate relationships intelligently, readily discerning those that are mutually beneficial as well as those sure to derail and hinder their ability to live a gratifying and productive life. These principles and skills will help readers become stronger, happier, and healthier in all relationships.

Conferences

Captivate your staff Create captivating L&D programmes

Implement successful mobile workforce strategies

10 April 2014

Don’t miss our line up of cracking speakers sharing practical tips on how to enhance HR systems, processes and relationships in your own organisation.

• Making training engaging • Leadership development • Enhancing workforce effectiveness • Maintaining long-term staff engagement • Training sales teams • Coaching & mentoring effectively • HiPo development & executive training • Cultural change & development • Tools to demonstrate the ROI of L&D programmes • Global workforce crisis management

Register today: hrmagazine.com.hk/conference-registration or call (852) 2736 6339 and speak to Isabel, Florence or Sydnie

free entry to HR Magazine subscribers | 59

HR classifieds

Index Business Process Outsourcing Conference and Exhibition Venues Education and Corporate Training Management Consulting Employee Wellbeing and Insurance HR Technology Solutions Leadership Development

| 60 | 60 | 61 | 61 | 62 | 62 | 64

Legal / Employment Law / Tax Pest Control and Environmental Services Psychological Assessment Tools Recruitment / Executive Search Relocation and Logistics Service Apartment and Hotel Staff Benefits

| 64 | 65 | 65 | 65 - 66 | 66 | 66 | 62

Business Process Outsourcing Dynamic Resources has been established since 1997 with direct offices in Hong Kong, Shanghai, Guangzhou and Vancouver. We provide Outsourcing Services in Employment, Payroll & Fringe Benefits Administration; Project Recruitment & Mapping; Executive Coaching; Business Entity (Representative Office, WOFE) & HR Management System Establishment in the PRC.

Dynamic Resources Asia Limited 904, Tower B 14 Science Museum Road Tsim Sha Tsui East, Hong Kong

KCS is one of Asia’s leading independent corporate services companies. We specialise in corporate accounting, corporate secretarial, payroll solutions, trust and wealth advisory services as well as tailored solutions for the asset management industry. We offer unrivalled industry experience and expertise combined with the collective wisdom that comes from over 460 experts based in 14 locations across Asia. We are large enough to handle any size of project, but small enough to ensure that every assignment is based on personal trust and commitment—a combination rarely seen in business today. Discover the difference total peace of mind can make to your business.

KCS Hong Kong Limited 8th Floor, Gloucester Tower, The Landmark, 15 Queen’s Road Central, Hong Kong

Tricor is a member of The Bank of East Asia Group. Tricor Business Services offers efficient, effective and professional advisory and outsourced support services to our clients. We deliver seamless solutions to address issues in Accounting & Financial Reporting; Cash, Fund and Payment Administration; Human Resources and Payroll Administration; Business Advisory; Trade Services; and Systems Solutions to ensure the adoption of best practices in your business.

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

Tel: (852) 2135 8038 kcliu@dynamic-resource.com www.dynamic-resource.com

Tel: (852) 3589 8899 Fax: (852) 3589 8555 info@kcs.com www.kcs.com

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

Conference & Exhibition Venues

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AsiaWorld-Expo is Hong Kong’s leading exhibitions, conventions, concerts and events venue, yet it is also an ideal venue for annual dinners, world-class conferences, cocktail receptions, media luncheons and sumptuous banquets.

With Hong Kong’s largest indoor convention and hospitality hall, AsiaWorldSummit which seats up to 5,000 persons, together with a full range of meeting and conference facilities, award-winning chefs and attentive hospitality staff, AsiaWorld-Expo is definitely your choice for an unforgettable event.

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

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

Cliftons Training Facility 33rd Floor, 9 Queen’s Road, Central, Hong Kong

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

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

HR classifieds Education and Corporate Training In today’s business environment having that executive ‘x-factor’ is critical in giving you that competitive edge. Our Executive Voice Coaching progams, unique in Asia, teach practical techniques to harness the power of your voice and develop your executive presence. Designed for executive key talent and ‘C suite’ selects our programs utilize record and playback studio technology to reinforce learning and complement existing H.R. executive presence trainings.

All Voice Talent is Asia’s premier voice coaching and voiceover organization.

We supply voice coaches to Bloomberg, The Wall Street Journal, Microsoft, Turner Broadcasting, Goldman Sachs and Weber Shandwick, amongst others.

All Voice Talent 18th Floor, Wheelock House, 20 Pedder Street Central, Hong Kong Tel: (852) 2517 0866 Fax: (852) 2911 4732 info@allvoicetalent.com www.allvoicetalent.com

Bite-Sized Training high impact 90 minute workshops. Staff too busy to attend full day training, looking for better ROI for your training, need training delivered in your local language, want lunch-and-learn or breakfast sessions, or just need training delivered across multiple locations? Bite Sized Training is the answer! With 25 topics to choose from, covering everything from Negotiation, Delivering Presentations, Managing Gen-Y, Sales and Leadership, and delivered by expert, accredited trainers, Bite Sized Training is the learning and development system of choice for leading companies across the Asia Pacific. Visit www.bitesizedtraining.asia or email info@ bitesizedtraining.asia for more information.

Bite-Sized Training Suite 1001 - 1002, Mass Mutual Tower, 38 Gloucester Road, Wanchai, Hong Kong

Tailor-made business training, testing and benchmarking solutions throughout Hong Kong, Macau and China. Corporate and individual programmes.

Excel Education Limited Unit 101, Fourseas Building, 208-212 Nathan Road, Jordan, Kowloon, Hong Kong

Excel’s renowned courses are tailored to the job nature, level and needs of the students. Our targeted, interactive approach in facilitation has allowed us to build an unrivalled reputation in the corporate training field. Clients include: the Airport Authority, American Express, Bausch and Lomb, Credit Agricole, KCRC, the Hong Kong Government, Swire Travel and United Airlines.

Tel: 800 903 210 Fax: (852) 2816 7150 info@bitesizedtraining.asia www.bitesizedtraining.asia

Tel: (852) 2736 6339 Fax: (852) 2736 6369 info@excelhk.com www.excelhk.com

Management Consulting The Hong Kong Management Association was established in 1960, The Hong Kong Management Association is a non-profit-making organization which aims at improving the effectiveness and efficiency of management in Hong Kong and the Region. With a commitment to nurturing human capital, every year, the Association offers over 2,000 certificates, diplomas as well as degree programmes, jointly organized with prestigious overseas universities, for more than 50,000 business executives. It is now one of the largest providers of management training and education in the region.

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

Ipsos’ Employee Relationship Management (ERM) practice specialises in employer brand and employee engagement research programmes, as well as linking employee and customer metrics, assessing corporate values, auditing internal communications and evaluating HR management policies and practices. With offices in 84 countries, Ipsos has the resources to conduct research wherever in the world its clients do business.

Ipsos Hong Kong 22nd Floor, Leighton Centre, 77 Leighton Road, Causeway Bay, Hong Kong

Reallyenglish works with major international publishers (Cambridge University Press, Pearson Longman, McGraw-Hill) to create cost-effective and flexible world-class courseware that is tailored to local needs. We provide educational, fun and interactive online courses which are easy to use and hold learners’ interest. By controlling every aspect of the service, including hosting, support, coaching and reporting, we guarantee that over 80% of students will complete their course. All our energy is devoted on two service objectives—getting students to finish and showing managers and educators the results.

reallyenglish.com (Hong Kong) 51/F Hopewell Centre, 183 Queen’s Road East, Wanchai, Hong Kong

Tricor Consulting Ltd. is a member of Tricor Group & BEA Group. Our services include Human Resources advisory on policies, practices, reward, PMS and Human Capital (maximize talent investment through assessments, development centres, training and development); Strategic Management (perform strategic analysis, formulate strategies and execution management); Organization Structuring (design structure to align with business directions); Change Management (build commitment and overcome resistance for organization change); IT Consulting and HRIS (maximize IT investment to create business value); Business Process (reengineer and manage business processes to achieve business results) and Business Turnaround (reduce costs and enhance revenues through an integrated approach).

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

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

Tel: (852) 2881 5388 employee.research@ipsos.com www.ipsoshk.com

Tel: (852) 3602 3090 Fax: (852) 3602 3111 Mobile: (852) 5165 2467 davida@reallyenglish.com www.reallyenglish.com

Tel: (852) 2980 1308 Fax: (852) 2262 7896 john.kf.ng@hk.tricorglobal.com www.hk.tricorglobal.com

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HR classifieds employee wellbeing and insurance Aetna International is committed to helping create a stronger, healthier global community by delivering comprehensive health benefits and health management solutions worldwide. Aetna International's expatriate business is one of the industry's largest and most prominent US-based international health benefits providers, supporting more than 500,000 members worldwide. The organisation’s expatriate offerings include medical, dental, vision, life, disability and emergency assistance. Aetna International’s health management business collaborates with health care systems, government entities and plan sponsors around the world to design and build locally-applied health management solutions to improve health, quality and cost outcomes.

Aetna International Room 401-3, 4/F, DCH Commercial Centre, 25 Westlands Road, Quarry Bay, Hong Kong

Hong Kong Adventist Hospital is one of the leaders in medical services, providing organizations with comprehensive health assessment packages to choose from. The hospital works closely with HR and Benefits specialists to design tailor-made programs 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 programs 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 40 Stubbs Road, Hong Kong

Matilda International Hospital offers newly developed facilities and stateof-the-art equipment for a comprehensive health assessment service and is committed to providing the best care and personal attention for both corporate and individual clients. Matilda Medical Centre has extended services to Central and Tsim Sha Tsui and provides full primary and preventative healthcare services. The combined expertise of the hospital and medical centres results in an entire suite of result-orientated health and wellness services to address specific medical and budgeting needs. The provision of inpatient services and advance surgical suites ensures seemless follow through care and access to a wide range of experienced specialist facilities and advanced treatment options.

Matilda International Hospital 41 Mount Kellett Road, The Peak, Hong Kong

Pacific Prime Insurance Brokers is a leading international health insurance brokerage specialising in providing comprehensive coverage options to individuals, families, and companies throughout the Asia-Pacific region. Working with over 100,000 clients in 150 countries, Pacific Prime can deliver advice in more than 15 major languages. With offices strategically located in Shanghai, Singapore, Dubai, and Hong Kong, Pacific Prime is able to provide immediate advice and assistance to policyholders located around the world. Pacific Prime works with over 60 of the world’s leading health insurance providers, giving customers unprecedented access to the best medical insurance products currently on the market.

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

With a mission of providing and promoting primary and preventive eyecare to the public, PolyVision offers a pioneering eye healthcare plan fitting different staff benefit schemes, and provides eye care seminars and packages to help monitor and maintain the eye health of staff through companies.

PolyVision Eyecare Centres Room 4406-4410, Hopewell Centre 183 Queens Road East, Wanchai, Hong Kong

Their eye examination is one of the most comprehensive in Hong Kong. It covers: Case History, Vision & Refractive Status, Binocular Vision, Color Vision Screening, Intra-ocular Pressure, Ocular Health, Fundus Photography, Diagnosis & Treatment.

Tel: (852) 2861 0138 Fax: (852) 2861 0123 info@polyvision.com.hk www.polyvision.com.hk

Tel: (852) 2860 8081 Fax: (852) 2147 9960 Mobile: (852) 5165 2467 asiapacsales@aetna.com www.aetnainternational.com

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

Contact person: Sireen Cheng Tel: (852) 2849 0389 www.matilda.org

Tel: (852) 3113 1331 Fax: (852) 2915 7770 info@pacificprime.com marketing@pacificprime.com www.pacificprime.com

HR Technology Solution

62 | HR Magazine

Lumesse is the only global company making talent management solutions work locally. We help customers around the world to implement successful local talent management initiatives that identify, nurture and develop the right people, in the right place, at the right time. Our multi-cultural background and presence means we understand how to deliver talent solutions that work the way our customers work, as individuals and as teams, because no two people, organisations or cultures are the same. We regard differences as strengths, not as obstacles.

Lumesse Unit 1905, World Trade Centre, 280 Gloucester Road, Causeway Bay, Hong Kong

SilkRoad technology is a Talent Management software company providing solutions to enable companies to manage the entire career of your employees.

We help you to bring in the best talent and keep it for the long term. From our offices in Hong Kong and throughout Asia Pacific we focus on the people, not the numbers, and pride ourselves in being the only HR technology vendor to centre our efforts around helping our clients provide truly positive talent experiences. Spread the smiles with SilkRoad’s talent management software.

Work Happy!

SilkRoad technology Hong Kong 5-10th Floor, Tai Yip Building 141 Thompson Road, Wanchai, Hong Kong

Tel: (852) 2815 3456 Fax: (852) 2890 0399 hkinfo@lumesse.com www.lumesse.com

Contact person: Eric Choi Tel: (852) 9193 8573 eric.choi@silkroad.com www.silkroad.com

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WOMEN MATTER Inspiring Stories for Aspiring Women Organizer

Supporting Organizations

www.WomenForum.asia

April 4, 2014 - Hong Kong

Chancellor Room, Hong Kong Convention and Exhibition Centre The 4th Women Extraordinaire Forum (WEF) brings together over 30 speakers to shine a spotlight on leadership, entrepreneurship and philanthropy. Through interactive conversations on thought provoking topics, women (and men) will share their triumphs and challenges.

Panelists and speakers will share their experiences and insights to stimulate and motivate attendees in these 5 Key Pillars of Life: Health, Wealth, Family, Career and Lifestyle.

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• High impact and practical panels that will inspire and surprise you • 5 thought-provoking themes on women’s needs covering Health, Wealth, Career, Family and Lifestyle • Over 30 influential speakers that have influenced and shaped women of today

GET YOUR TICKET NOW www.WomenForum.asia

For more information, please contact Clara Szeto Tel + 852 2297 3066 | 63 Email Clara.Szeto@wealthasia.net

HR classifieds Leadership Development The Center for Creative Leadership (CCL®) is a top-ranked, global provider of executive education that unlocks individual and organisational potential through its exclusive focus on leadership development and research. Ranked among the world’s top providers of executive education by BusinessWeek and No. 3 in the 2010 Financial Times executive education survey, CCL serves corporate, government and non-governmental clients through an array of programs, products and other services. CCL-APAC’s headquarters are based in Singapore.

Other global locations include Brussels, Moscow and three campuses in the United States.

CCL® 89 Science Park Drive #03-07/08 The Rutherford Lobby B Singapore 118261

With 98 years of experience, Dale Carnegie® Training is a world leader in performance-based training. With offices over 80 countries worldwide and courses in 27 languages, we produce measurable business result by improving the performance of employees with emphasis on:

Dale Carnegie® Training Suite 1701, 17/F East Exchange Tower 38 Leighton Road, Causeway Bay, Hong Kong

• Team member engagement • Leadership development • Customer services

Tel: (852) 2845 0218 Fax: (852) 2583 9629 info@dale-carnegie.com.hk www.dale-carnegie.com.hk

• Sales effectiveness • Process improvement • Presentation effectiveness

Over 425 corporations of Fortune 500 continue choosing us to be their partner.

Calling all HR Managers & Directors: • Are you looking for structured programmes to develop your staff?

• Sponsor or part sponsor your staff to achieve MBA, Masters, Bachelor, Diploma or Certificate courses • The spend is value for money • The return is measurable & tangible • Choose from 31 courses from 9 UK Universities (Bradford, Sunderland, Wales, Birmingham etc.)

• 16 years in HK *All courses are registered

alphaeight specialises in behavioural-science research and people development.

We utilise research to create individual and team development solutions— focused on business objectives—for leaders, managers and frontline workers.

It’s all about research and evidence: solutions, built upon scientifically proven research on how the human mind works, are practical and easy to adopt and utilise exclusive tools and techniques developed by our research institute. It’s all about you: solutions tailored to your people’s specific needs and your business objectives—give you the results you want. It’s all about impact: measure changes before, during and after development.

Tel: (65) 6854 6000 Fax: (65) 6854 6001 cclasia@ccl.org www.ccl.org/apac

RDI Management Learning Ltd. 7th Floor, South China Building 1-3 Wyndham Street, Central, Hong Kong Tel: (852) 2992 0133 Fax: (852) 2992 0918 info@rdihongkong.com www.rdihongkong.com

the alphaeight institute 1906, 19/F, Miramar Tower 132 Nathan Road, Tsimshatsui, Kowloon, Hong Kong Mrs Stephanie Herd Tel: (852) 2302 0283 Fax: (852) 2302 0006 stephanie.herd@alphaeight.com www.alphaeight.com

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

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

WTS is a tax and business consulting firm that offers a comprehensive service portfolio and provides integrated solutions on Expatriate matters, covering corporate tax, personal tax and social security matters across Asia.

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

We are a dynamically growing professional services firm and a member of WTS Alliance, a global network of selected consulting firms represented in about 100 countries. Close cooperation between member firms in Asia as well as globally ensures fast and highly efficient access to local specialists with international cross border consulting experience.

64 | HR Magazine

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

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

HR classifieds Pest and control and environmental services BioCycle is the first pest management company in Hong Kong to have acquired both the ISO 14001 and the ISO 9001 System Certifications. BioCycle was set up in 1991 to provide safe and environmentally friendly Pest Control, Termite Consulting, Sentricon Colony Elimination System for termite colony and Sanitation Services, and operates under European management.

BioCycle (Hong Kong) Limited Unit A G/F & 11/F, Lok Kui Industrial Building, 6-8 Hung To Road, Kwun Tong, Kowloon, Hong Kong

We are the exclusive user of our group’s insecticide, BioKill, which has been approved by the AFCD of HK Government not to carry the poison label.

Tel: (852) 3575 2575 Fax: (852) 3575 2570 info@biocycle.com.hk www.biocycle.com.hk

Only the professional carpet cleaning and pest-control services of Truly Care, Hong Kong’s specialists in occupational, industrial, environmental and domestic hygiene can give you a clean, safe and bug-free office and home. Don’t put your staff’s health at risk! For a free, no obligation, inspection and quotation, please call us now on 2458 8378

Truly Care (HK) Ltd. Room 1522, Nan Fung Centre, 264-298 Castle Peak Road, Tsuen Wan, N.T., Hong Kong Tel: (852) 2458 8378 Fax: (852) 2458 8487 info@trulycare.com.hk www.trulycare.com.hk

Psychological assessment tools PsyAsia International is Asia’s leading independent distributor of Psychometric Tests of Personality and Aptitude. PsyAsia International also offers employee screening and assessment services, personal development courses and human resource training and consultancy. Using highly qualified and experienced organisational psychologists, our solutions are World-Class. Our focus on scientific, evidence-based psychology at the core of our Human Resource Training and Consulting activities, as well as the employment of fully registered organisational psychologists, separates us from those providing similar services in the HR field.

PsyAsia International Level 8, Two Exchange Square 8 Connaught Place Central, Hong Kong Tel: (852) 8200 6005 www.psyasia.com/email www.psyasia.com

Recruitment / executive search Established in 1997, ConnectedGroup is a privately owned enterprise and has developed from a pure executive search business into a full spectrum human capital consulting firm. With offices in Asia and the Middle East we are well placed to service two of the fastest growing regions in the world and our consultative and client driven approach has positioned us as a partner of choice for companies across a diverse range of functions and industries. We work to values of candid, creative and connected and our employees are constantly measured against these behaviours to deliver the highest levels of service quality.

ConnectedGroup 19/F, Silver Fortune Plaza 1 Wellington Street, Central, Hong Kong

HRA provide human resource consultancy & recruitment support to construction, engineering, manufacturing and the oil & gas sectors.

HRA Associates (HK) Limited 1703, 17/F, Silvercord Tower 1 30 Canton Road, Tsim Sha Tsui Kowloon, Hong Kong

Based in HK and with international partners, we operate in Asia and the ME. HR consultancy services include the full range of HR services including training; HR audits and outsourced HR support.

Silenus is certainly your partner of choice who specialises in recruiting talents in the Consumer and Retail sectors in Hong Kong. We provide customised solutions to meet your specific recruitment needs. Leveraging on our deep understanding of your manpower and business needs, coupled with an extensive candidate pool, we can help you recruit the right candidate who is able to drive your business to new heights. Our dedicated professional recruitment consultants possess superb recruitment skills. They can see the competency, personality, career aspirations and interests of candidates objectively and accurately, thus enhancing the efficiency and value of the recruitment process.

Contact person: Adam Edwards Tel: (852) 3972 5888 Fax: (852) 3972 5897 adam.edwards@connectedgroup.com www.connectedgroup.com

Tel: (852) 2735 9961 Fax: (852) 2735 9967 group@hrahk.com www.hrahk.com

Silenus (Hong Kong) Limited 8/F, World Wide House 19 Des Voeux Road, Central, Hong Kong Tel: (852) 2185 6300 Fax: (852) 2185 6303 info@silenus.com.hk www.silenus.com.hk

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HR classifieds

Tricor Executive Resources, the former search and selection practice of PricewaterhouseCoopers in Hong Kong, has over the last 25 years built an unrivalled reputation for integrity and professionalism. Through focused research and intense sourcing, we recruit management and top-level executives for positions in Hong Kong, Mainland China and the region.

We also offer related HR services such as Human Resources Consulting; Compensation and Benefit Planning; Human Resources Outsourcing; Performance Management System; Transition Talent Management; Talent Assessment Centre; and Training & Development.

Tricor Executive Resources Limited Level 54, Hopewell Centre, 183 Queen’s Road East, Hong Kong Tel: (852) 2980 1166 Fax: (852) 2869 4410 fiona.yung@hk.tricorglobal.com www.hk.tricorglobal.com

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

Asian Tigers Mobility 17/F., 3 Lockhart Road Wanchai, Hong Kong

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

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

Thinking Relocation? Think Santa Fe. Santa Fe is a leading Relocation Services Company, providing a comprehensive range of the highest quality services to individual and corporate clients, including: immigration/visa, home/school search, language/cultural training, tenancy management/expense management and local, office, domestic and International moving services. Established in Hong Kong in 1980, Santa Fe has continuously expanded operations throughout the world. Today, Santa Fe Relocation Services is part of the Santa Fe Group and offers a single-source solution for organisations looking to transfer their employees globally. The Santa Fe Group currently operates in 52 countries with 122 offices worldwide.

Santa Fe Relocation Services 18/F, CC Wu Building 302-08 Hennessy Road Wan Chai, Hong Kong

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

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

Tel: (852) 2574 6204 Fax: (852) 25751907 sales@santaferelo.com www.santaferelo.com.hk

serviced apartments and hotels

66 | HR Magazine

City Loft Serviced Studio, bucking the trend of expensive staff housing.

Companies looking for staff housing can breathe a big sigh of relief with City Loft Serviced Studio value-for-money monthly rentals of only $7K – $15K per month. Whether your overseas trainees or project team need 1 month or 1 year, City Loft’s flexible rentals are perfect for teams arriving and departing Hong Kong throughout the year. Once your staff arrives at the airport, leave it with us to help them move into their small comfortable flats that are never more than 3-5 minutes from a MTR station on Hong Kong Island.

City Loft Serviced Studio Unit 801, 8/f Cheung’s Building No. 1-3 Wing Lok Street, Sheung Wan, Hong Kong

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

Four Seasons Place 8 Finance Street, Central, Hong Kong

Ovolo, is a Hong Kong hospitality company that provides guests with modern city accommodation with award-winning interiors, focused customer care and all-inclusive service packages. Founded in 2002, the company now own and operate four hotels and two serviced apartment properties in Hong Kong and an international hotel in Melbourne, Australia.

Ovolo Group Limited 3 Artbuthnot Road, Central, Hong Kong

Tel: (852) 2881 7979 Fax: (852) 3196 8628 info@cityloft.com.hk www.cityloft.com.hk

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

Tel: (852) 2165 1000 Fax: (852) 2790 5490 info@ovologroup.com www.ovologroup.com

HR classifieds

at the ICC megalopolis

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

Each of our luxurious units is subtly unique. The four room types: Studio, Studio Deluxe, Deluxe 1-bedroom, and Executive Suite, with their sizes ranging from 395 to 672 square feet, are comfortably-appointed with an all-encompassing range of fittings and furnishings. The landscaped gardens offer a relaxing lifestyle, peace and tranquility of green living and a diverse choice of dining and entertainment is right on your doorstep.

Tel: (852) 3973 3388 Fax: (852) 2866 1034 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, 3 minutes to Central, 20 minutes to the Airport, a mere 30 minutes to Shenzhen and 60 minutes to Guangzhou. It is a place for the best view of Hong Kong and Kowloon and is an icon property at Harbour Gateway. Located next to International Commerce Centre (ICC), the fourth tallest building in the world, The Ritz-Carlton, Hong Kong and W Hong Kong. Guests can enjoy a premium luxury living with the large shopping mall Elements and Hong Kong’s highest indoor observation deck Sky100.

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

Vega Suites, is the first stylish suite hotel in Kowloon East. Located atop the

Vega Suites 3 Tong Tak Street, Tseung Kwan O, Hong Kong

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

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

Tel: (852) 3963 7888 Fax: (852) 3963 7889 enquiries@vegasuites.com.hk www.vegasuites.com.hk

Staff Benefits

68 | HR Magazine

Computershare Plan Managers is the global leader in provision of Employee Share Incentive Plan management services. Our tailored approach ideally places us to meet the demands of administering your employee share plans. As a leader in equity compensation services for more than 25 years, we service over 3,000 plans with nearly 3.5 million employee participants worldwide. We have successfully built a leading position in the Employee Share Plan Management Industry in Hong Kong and China, with a solid local presence and unrivalled investment in technology. Our integrated Share Plan Management offering includes: Employee Communication/ Education, Data Management, HK Trustee Services, Regulatory Reporting and a full suite of Brokerage Services.

Computershare Hong Kong Investor Services Limited Hopewell Centre, 46th Floor, 183 Queen’s Road East, Wan Chai, Hong Kong

As the most comprehensive and strategically focused employee benefits specialist, Mybenefits provides international companies with a one-stop solution to achieving employee benefit objectives and has quickly become the preferred partner of Human Resource professionals in Asia.

Mybenefits 14/F, Grand Millennium Plaza 181 Queen’s Road Central Central, Hong Kong

100% proven track record at helping companies: Reduce employee benefit costs, Reduce HR workload, Increase employee satisfaction

Contact person: Pauline Williams Tel: (852) 2891 8915 info@welcometoalliance.com www.welcometoalliance.com

Nespresso, the worldwide pioneer and market leader in highest-quality premium portioned coffee, introduces consumers to the world’s finest Grand Cru coffees to be enjoyed in the comfort of their own homes and savoured outside the home, in locations such as gourmet restaurants, upscale hotels, luxury outlets and offices. Nespresso is driven by core competencies that enable it to create highest quality Grand Cru coffees, long lasting consumer relationships, and sustainable business success. Nespresso focuses on its unique Trilogy, the unmatched combination of exceptional coffee, smart and stylish coffee machines and personalised customer service. Together, these three elements deliver moments of pure indulgence – the Nespresso Ultimate Coffee Experiences.

Nespresso Division of Nestle Hong Kong Ltd. 7 Floor, Manhattan Place 23 Wang Tai Road, Kowloon Bay, Hong Kong

Red Packet is the market leading gift experience provider and offers a range of corporate gift experiences tailored for corporate reward & recognition programs.

Red Packet offers a unique range of experiences across gastronomy, sport, entertainment and discovery, and are ideal for employee recognition rewards or for a wider customer loyalty campaigns.

Red Packet 15/F, Shun Feng International 182 Queen’s Road East, Wanchai

Tel: (852) 3757 3542 planmanagers@computershare.com.hk www.computershare.com

Tel: 800 905 486 Fax: 800 968 822 club.asia@nespresso.com www.nespresso-pro.com

Tel: (852) 3168 0228 Fax: (852) 3568 5252 corporate@redpacket.hk www.redpacket.hk

Chief Technology Officer Promoted 3 times in 4 years.

Admired by his team for his leadership abilities.

Hong Kong: 852-26826819 • Singapore: 65-6775 1030 • From Anywhere: +1 760.489.5005

View list of Blanchard Events in Asia-Pacific: www.kenblanchard.com/APACevents2014