Human Resources Hong Kong, June 2016 The Futurist 2016 by Human Resources Online

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Apr-Jun 2016 « CONTENTS

COVER STORY 12 Q&A 問與答 NiQ Lai, chief talent and ﬁnancial ofﬁcer and co-owner at Hong Kong Broadband Network Limited (HKBN), reveals how a co-ownership plan for employees successfully aligned their interests with the company’s interests. 黎汝傑，香港寬頻人才及財務總裁及持股管理人，展現把如何人才管理與商業目標連成一線。

The Futurist 20 The transformation of HR 人力資源管理的轉型 The employee experience doesn’t start on the ﬁrst day of work at orientation, it starts from job seekers ﬁlling out an online application and doesn’t end even after the individual has left the company. 員工體驗並非始於第一天上班的入職導向，而是從求職者遞交網上職位申請開始，甚至在人員離職後仍然繼續。

28 Getting HR to become business minded 使人力資源管理人員具備商業頭腦

HR professionals as a gatekeeper or corporate function will no longer exist; instead HR will require systems, operations, sales and business experience. 人力資源管理人員將不再是企業的看管人或執行人員，而是需要具備系統、營運、

銷售及業務方面的經驗。

29 The changing world of HR 不斷變化的人力資源管理 Knowledge of the external environment, including technology, economic, social and the political environment, will become more important to HR. 人力資源管理人員必須對外部環境有更廣泛的認識，以及深入了解社會、政治、環境及技術問題對企業及人才策略的影響。

33 The quick ﬁx to talent shortage 發掘人才的快速方法 Using AI to select the candidates is an integral part of recruitment in the future. 透過人工智能系統來選擇最合適的候選人，是未來招聘過程的一個重要環節。

EVENT UPDATE 36 Roundtable Luncheon for Employers & Students, by CUHK Business School 香港中文大學工商管理碩士

ON THE COVER: Art Direction: Evisu Yip; Photography: Maru LUN @ EPPT

課程人力資源圓桌午餐會議

The event saw more than 40 senior HR executives from multinational corporations such as DBS Bank, DKSH, Oracle, Yahoo and more. 會議邀請了40多位來自星展銀行、大昌華嘉、Oracle及雅虎等多家跨國企業的高級人力資源管理人員參與。

Regulars 3 4 6 8

Ed’s note 編者的話 In the news 新聞 Spacial awareness 特別焦點 Suite talk 管理層訪談

10 HR by numbers

人力資源統計數字

11 Snapshot 快拍 39 Shelf life 閱讀人生

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Q2 2016 « Human Resources Hong Kong «

EDITOR’S NOTE

HumanResources editor (Hong Kong) regional editor senior journalist journalist bilingual sub-editor sub editor regional art director senior designer designer circulations executive regional head of advertising & sponsorship regional directors

regional marketing manager regional production leads regional producers

regional head of event services regional ﬁnance director group editorial director group managing director

Anthony Wong Aditi Sharma Kalra Akankasha Dewan Jerene Ang Tracy Chan James Foster Shahrom Kamarulzaman Evisu Yip Samson Lam Deborah Quek Naomi Cranswick Keiko Ko Zoe Lau Karen Boh Yogesh Chandiramani Jaclyn Chua Isabel Ho Sarah Kee Nikita Erpini Jenilyn Rabino Sanna Lun Kenneth Neo Evon Yew Angela Leung Francis Lee Yeo Wei Qi

Evelyn Wong Tony Kelly Justin Randles

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The secret to motivating staff 激勵員工的要訣

Last quarter, I spoke with the HR head from Towngas, a 150-year-old brand name. In this special edition of The Futurist, I invited Hong Kong Broadband (HKBN), a relatively young and up-andcoming company, to share its HR strategies. This issue is filled with forward-looking and exciting ideas for the future of HR from some of the biggest employers in Asia. I think you will find most of them inspiring if you are also planning your human capital strategies along those lines. In my interview with Hong Kong Broadband’s NiQ Lai, he had me thinking about the conflict that often happens between bosses and employees. Bosses want to motivate employees to work as hard as they are running their own business. But employees often feel burnt out and end up quitting. Both sides should not be at odds with one another. What HKBN did with its co-ownership model was ground-breaking, in terms of how it gives employees the ultimate motivation to work hard. Time and again, employees at listed companies have been told not to expect a big pay rise, despite good performance, because the company needs to take care of its shareholders. Bosses may be telling the truth, but employees are not going to be motivated by this answer. Why not give them the chance to rise and fall with the organisation by making them owners too? Share the wealth in good times and bear the hardship together on rainy days – as opposed to not sharing the wealth in good times and firing employees on rainy days – like most firms are doing. In fact, if bosses allow employees to be part-owners of the company, I think most would understand the company may have to make them redundant in bad times. A recent survey said that most Millennials think bosses should take care of their financial wellbeing. Sounds pretty outrageous? Well, NiQ said the co-ownership model allowed an employee in his 20s to save enough for the first instalment for his flat and that made him very happy. So there are bosses that are worried about their employees’ financial wellbeing after all. Enjoy the issue.

Anthony nthony Wong Editor

編輯

在上一季度，我訪問了香港中華煤氣有限公司，一個有 150年歷史的品牌的人力資源管理總監。在這一季的特刊「The Futurist」，我邀請了香港寬頻（HKBN），一個相對年輕和發展迅速的公司，分享其對人力資源未來的的看法。這季度有來自亞洲最大的僱主，對人力資源管理前景的想法。我想你會認同他們的想法極具啟發性。與香港寬頻的黎汝傑訪問，讓我更深入去思考老闆和員工之間的矛盾。老闆希望激勵員工，令他們像經營自己生意般為公司努力打拼。但是員工覺得老闆在勞役他們，最終辭職收場。雙方不應該處於對立的狀態。HKBN的持股管理人制度，是激勵員工努力工作的破格嘗試。一次又一次，上市公司的員工被告知，儘管業務有不錯的表現，不要期望大幅度的加薪，因為該公司需要顧及股東的利益。老闆說的可能是實話，但員工不會被這個答案打動而願意為公司打拼。為什麼不給他們與公司甘苦與共的機會呢？順境時與員工分享成果，遇上則逆境同舟共濟。而不是順境時拒絕分享財富，經濟不景氣則率先向員工開刀。如果老闆讓員工成為公司持股管理人，即使公司在不景氣的時候要裁員，我想大多數人都會體諒。最近有一項調查發現，大多數千禧世代都認為老闆應該照顧他們的財務狀況。聽起來很離譜。但黎說HKBN的持股管理人制度，協助了一位20多歲的員工存到了置業的首期，這讓他非常高興。原來世上真的有關心員工財務狀況的老闆。好好享受這一期。

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CHINA OFFERS PAIN LEAVE TO WOMEN The much anticipated and long discussed women-only benefit – taking days off because of menstrual pain – has finally been made available to working women in Anhui. The new rule was decided during the 67th annual meeting of the Anhui provincial government in January. According to the rule, women who are suffering from menstrual pain may take one to two days off. Employers who refuse to approve the leave are liable to fines. Those taking “menstrual leave” will have to get a note from their doctor to give to their employers, allowing the leave to take place.

內地正式引入月經假安徽的女僱員將享有這久經爭議的假期。引入月經假的決定，在今年一月第67屆年度省級會議上公佈。根據新的規定，患經痛的婦女可以申請一到兩天假期。如僱主拒絕，將面臨罰款。申請月經假的僱員必須向僱主出示醫生證明申請月經假的僱員，必須向僱主出示醫生證明。

SEVEN TYPES OF EMPLOYEES YOU NEED TO FIRE Taskworld has listed seven types of staff who managers should not hesitate in showing the door. First up on the list are those who steal and don’t do their job. Second in line are the kings of ethics – who always complain about others, but never comment on themselves. Third are the ofﬁce babies who are insecure and will go to all lengths to hide their failings. The fourth type is people who always see the negative followed by the proverbial know-it-alls – those who always remind others the challenges ahead, but never come up with a solution. The yes-man and those who refuse to change round out the list.

七種必須開除的員工 Taskworld列出七種管理者不得不開除的人員。第一位的是偷竊，不做好自己本分的員工。第二種是偽君子，滿口仁義道德，整天抱怨別人，卻毫無貢獻。第三種是辦公室嬰兒，缺乏安全感，不顧一切隱藏自己的缺點。第四類是極度負面者，接著是萬事通，經常提醒別人他們要面對的挑戰，卻從來沒有建樹。最後一種是應聲蟲。

» Human Resources Hong Kong » Q2 2016

HR A KEY LINE OF DEFENCE AGAINST CYBER CRIME Research by IBM shows that HR does play a key role in securing an organisation’s cyberspace. This is mainly because, ﬁrst of all, a fair amount of cyber security breaches are inside jobs, according to the IBM 2015 Cyber Security Intelligence Index. The report found 31.5% of data breaches are attributable to malicious insiders and 23.5% are due to insider errors or non-adherence to processes and policies. This shows that a lot of the woes in cyber security can be avoided through proper onboarding and training – essentially, through proper HR policies. However, only 57% of chief human resources ofﬁcers globally have rolled out cyber security training for employees.

人力資源是打擊網絡犯罪的第一防線 IBM的研究指出人力資源管理對保護公司免受網絡攻擊的威脅有著舉足輕重的作用。這主要是因為大部分的網絡攻擊都是內部員工所為。 IBM的報告發現，數據洩露的個案，有多達31.5％是內部員工的惡意攻擊，而另外有23.5％是由於內部人員出錯或不遵守流程的結果。這表明，很多網絡安全的問題都可以通過適當的入職指導和培訓避免。然而，只有57％的首席人力資源官已經在全球推出了針對員工網絡安全的培訓。

HR NOT STRATEGIC ENOUGH A majority (80%) of HR leaders may think their departments already act as strategic business partners to the ﬁrm, but the fact is they are not there yet. A BambooHR survey of more than 1000 business leaders (HR and non HR) found that currently only 27% of HR professionals work with the corporate board on business strategy. This was despite the fact the majority of respondents felt it was important to implement strategic HR practices. However, the report added more than 72% of HR professionals revise and adapt their HR strategy reactively instead of proactively, indicating “a signiﬁcant lack of strategic HR”.

人力資源不夠戰略性大多數（80％）人力資源的領導人認為他們已經是公司的戰略合作夥伴，但事實是他們還沒有達到這境界。 BambooHR調查了超過1000個商業領袖（HR和非HR），發現儘管多數受

訪者認為戰略性人力資源是很重要，但目前只有27％的人力資源專業人士與董事會商討商業戰略。報告指出超過72％的人力資源專業人士被動地調整自己的人力資源戰略，而不是主動作出改變，這顯示人力資管理源缺乏戰略性。

YES, we recruit there. Your single point of contact for all of your hiring needs globally

www.npaworldwideworks.com Q2 2016 « Human Resources Hong Kong «

WORK LIFE » People 人物

SpacialAwareness WHY MICROSOFT’S NEW OFFICE IS DESIGNED LIKE A LABORATORY 為何微軟香港辦公室設計像一間實驗室

Microsoft celebrated its 25th anniversary in Hong Kong with a newly renovated office for its 400 employees. The new office design aims to enhance innovation and productivity by increasing function-based workspaces and by prioritising the needs of all employees. “This is a great showcase of a modern workplace, and of our close collaboration with local partners to drive continued innovation in this cloudfirst, mobile-first world,” said Horace Chow, general manager of Microsoft Hong Kong. Unlike a traditional office, Microsoft’s new workplace is designed more like a laboratory to give employees an opportunity to break out of the boxes and build communities. There are no dedicated seats for staff. Instead, the company wishes to promote interaction among staff, and foster social bonding. In line with that, the office has no desk phone. Employees communicate through Skype for business and use tablets and phones for instant communications and conferencing anytime, anywhere. Open meeting areas meet the needs of different types of meetings and discussions. Adjustable tables are designed for the health and wellness of staff which enables employees to stretch their backs. The design of the new office aims to nurture collaboration with customers and partners, including local start-ups, through a great showcase of joint innovations. More than 50 solutions and demos, including the latest devices of different form factors and screen sizes, have already been built into the Microsoft experience centre.

» Human Resources Hong Kong » Q2 2016

今年是微軟在香港成立25周年誌慶，其辦公室為400名員工進行大規模的翻新工程。新辦公室的設計打破了傳統辦公室的框框，主張實用為先的工作間，迎合多元化的工作需要。微軟香港有限公司總經理鄒作基表示：「經翻新後的辦公室是現代工作間的最佳範例，能把我們與本地合作伙伴在現今『雲端為先、流動為先』的世界，共同推動創新的精神完美呈現眼前。」有別傳統的辦公室，微軟工作空間的設計更像一間實驗室，激發創新思維及提高生產力。僱員沒有指定的座位，開放式工作間促進團隊合作，激發創意。員工通過Skype交流，使用平板電腦和手機進行通訊，會議能隨時隨地進行。開放式會議空間滿足不同的會議和討論需要。可調節高度的辦公桌讓員工工作時可時站時坐，隨時伸展背部肌肉，對健康亦有莫大裨益。辦公室的全新設計，旨在促進與顧客及包括本地初創企業在內的伙伴合作。現時「微軟體驗中心」已設有超過50個解決方案及案例示範，包括最新款的科技產品。

Q2 2016 « Human Resources Hong Kong «

WORK LIFE » People 人物 GET INTO THE BOSS’S HEAD 進入老闆的思維

Andrew Wong General manager SSP HK 黃曦嵐總經理 SSP HK

After a rather short stint at Dairy Farm, I joined SSP overlooking its Hong Kong and Taiwan business.

你是如何晉升到你現在的位置？我大學念的是會計。當我正要加入會計師的行業，我遇上了加入香港貿易發展局（貿發局）的機會。

What do you value the most in your talent? I always take passion over technical skills. I believe being passionate about what you do is the most important thing. When I was working with the coffee machine retail business, one of my top guys was from a civil engineering background. He impressed customers with detailed reports on the usage rate of coffee machines in different parts of the ofﬁce building. Selling coffee machines is not rocket science, but if you are passionate about what you do, you are going to do it well.

我在貿發局度過了四個充實的年頭，到不同的部門工作，包括電子商務和貿易查詢。但是我的興趣是做生意。我很幸運，一位貿發局的前同事邀請我加入太平洋咖啡。在往後的七年，我幫助公司發展其本地及內地業務。然後，我決定接受新的挑戰-在中國發展業務，我加入了牛奶公司，擴大其內地的零售點。這是一家很好的機構，但上班不久，我的孩子快要出生，我再也不能經常出差到中國。在牛奶公司短暫停留後，我加入了SSP負責管理香港和台灣的業務。你最看重人才的哪些特質？我認為興趣較技能重要。我相信工作熱誠是成功的最

What is your approach towards management? I build trust with my team. I am completely honest with them and I expect them to do the same. Bad news always comes ﬁrst and we will work together as a team to resolve it. I try to give staff as much support and trust as I can to put them in a position to be successful. By doing so, staff will be passionate about what they do. They will be inspired to work as hard as if they are running their own business. I believe in a ﬂat organisation. I respect staff the same way regardless of their duties. I always ask my employees to address me as Andrew. This is quite inspiring for staff on the Mainland who are used to addressing their boss by their title.

重要因素。

What are your HR challenges? In Hong Kong we operate more than 30 brands. It is a challenge for our HR to recruit and develop versatile talent who are able to operate more than one brand. But it helps enhance the competitiveness of our talent who are able to manage different types of cuisines and restaurants. For managers, we require them to have knowledge of more than one brand in order to get promoted. This is a motivation for them as the more brands they are able to manage, the faster they climb up the career ladder. The challenge is getting front-line staff to buy into this concept. We try to offer career development and exposure to show staff the beneﬁts of becoming more versatile. We send them for overseas training, coffee competitions, along with opportunities to work at foreign locations under the company.

我都給予他們同樣的尊重。我要求我的員工稱呼我

當我發展咖啡機的零售業務，我的一位得力助手來自土木工程背景。他為客戶提供在辦公大樓不同位置，咖啡機使用率的詳細報告，令客戶留下深刻的印象。賣咖啡機不是火箭科學，如果你熱愛你做的事，你會做得很好。請講述你的管理方向？我注重與我的團隊建立信任。我跟他們開門見山，我也希望他們會這樣對待我。壞消息要先說出來，我們會一起努力解決困難。我盡可能給予員工支持和信任，給他們最大成功的機會。這樣，員工將熱衷於他們的工作，就像他們經營自己的生意般努力。我相信一個沒有階級觀念的組織。不論職級，

How did you reach your current position? I was trained as an accountant at university. As I was about to enter my career as an auditor, I got a chance to interview for a job with the Hong Kong Trade Development Council (HKTDC). I spent four fruitful years there rotating through various departments, including e-commerce and trade enquiry. But my passion is in business and I was lucky enough to have a former HKTDC colleague who offered me the chance to join Paciﬁc Coffee. I spent seven years helping the coffee brand develop its local and Mainland businesses. Then I decided to take on a new challenge to develop business in China and I joined Dairy Farm to expand its retail points on the Mainland. It was a great organisation to work for, but I am expecting my ﬁrst child and could no longer travel.

» Human Resources Hong Kong » Q2 2016

Andrew，而不是我的職銜，這對於習慣用職銜來稱呼老闆的內地的工作人員相當振奮。你的人力資源挑戰是什麼？在香港，我們營運超過30個品牌。招聘和培養能夠經營超過一個品牌的全能人才，是我們的人力資源的挑戰。這有助於提升我們的人才競爭力。對於管理層，他們必須懂得經營超過一個品牌才能獲得晉升的機會。這為他們的事業發展提供了動力，能夠管理更多的品牌，就能更快得到提拔。我們面臨的挑戰是令前線員工理解這個概念。我們嘗試提供職業發展和體驗，向員工顯示成為全能人才的優勢。我們給他們到海外接受培訓，參與咖啡比賽的機會，並提供到公司其他海外地點工作的選擇。你在工餘時間，有什麼興趣？我喜歡踢足球。我組織與其他餐飲集團進行比賽。這是

What do you like doing during your free time? I love to play soccer. I organise regular tournaments with other restaurant groups. It is a great teambuilding event for staff from different departments to come together as a team and compete on the football ﬁeld.

一項很好的團隊活動，來自不同部門的員工，在同一塊場地上競爭。

Q2 2016 « Human Resources Hong Kong «

WORK LIFE » HR by numbers 人力資源統計數字

Why Millennials are so hard to please Employers are not only worried about young workers job hopping, but they also need to help take care of their ﬁnances, according to MetLife’s 2016 Employee Beneﬁt Trends Study.

28.9%

is the percentage of Millennials who are engaged at work, the least engaged across all generations, says a 2015 Gallup Poll.

66%

is the percentage of Millennials who say they will quit their current job by 2020, according to Deloitte Touche Tohmatsu Limited’s (Deloitte) ﬁfth annual Millennial survey.

US$ 0.50 per hour,

is the amount in cash it takes to lure a Millennial from his or her current job, says a Moosylvania survey.

75%

is the percentage of Millennial workers who say their employers have a responsibility for the ﬁnancial wellbeing of their employees, higher than the average of 62% among all workers, according to MetLife’s study.

千禧世代為什麼這麼難管理

根據大都會人壽的2016年員工福利趨勢研究，僱主不僅擔心年輕員工跳槽，也需要幫忙處理他們的財務狀況。

28.9%

的千禧世代認為自己投入工作，比例是所有世代中最低，一項2015 年的Gallup Poll 指出。

66%

的千禧世代說，他們將在2020年前辭去目前的工作，德勤的千禧世代調查指出。

$0.50美元

每小時

這金額足以令千禧世代轉投新的僱主，根據Moosylvania的調查。

10 » Human Resources Hong Kong » Q2 2016

75%

的千禧世代年認為雇主應幫忙處理他們的財務狀況，比例比所有其理他他世代員工平均的62％要高。他世世代員工平均的62％要高。

People 人物 WORK LIFE

snapshot

15 minutes with ... 與...的15分鐘訪談

Patti Clifford Chief talent ofﬁcer Havas Group

Patti Clifford

AS A CTO, WHAT DO YOU THINK IS THE MOST INTEGRAL PART OF YOUR JOB? Understanding the business, being connected to the people, clearly communicating and executing a plan are essential to being a successful CTO/CHRO.

作為一位首席人才官，你認為工作中最重要的是甚麼？

全球首席人才官漢威士集團

了解業務、與人溝通、清晰地傳達及執行計劃是一名成功的首席人才官的必備條件。你認為亞洲人力資源管理業務及優先考慮事項跟世界其他地區有甚麼不同？在亞洲，人力資源管理部門變得日益重要，並得到管理層愈來愈多的關注，逐漸從一個專門負責「招聘及解僱」的行政團隊，轉變成一個真正的業務

HOW DO YOU THINK HR PRACTICES ARE DIFFERENT IN ASIA AS COMPARED TO OTHER PLACES? In Asia, the HR function is increasing in importance and getting more attention from management teams. It’s moving from an administrative team focused on “hiring & ﬁring” to being a true partner to the business.

合作夥伴。

HOW DO YOU THINK HR WILL EVOLVE OVER THE NEXT 5-10 YEARS? I think we’ll see a change in the organisation of HR – possibly new roles around social, data, culture, remote workforce, etc. with more of the basic blocking and tackling being outsourced.

接寫句子：我不能想像人力資源管理缺乏...

你認為人力資源管理未來五至十年的轉變如何？我認為人力資源管理架構將出現轉變，可能出現社交、數據、文化、遙距工作人員等的新角色，並將有更多基本工作外判出去。

擁有熱誠的團隊人員，他們每天孜孜不倦地為員工帶來轉變。

COMPLETE THE SENTENCE: I CANNOT IMAGINE HR WITHOUT … all the passionate people in the function who show up everyday making a difference for employees.

Putting the ȴW into BeneȴWV ΖPDJLQH SHUVRQDOLVHG LQVXUDQFH DQG ZHOOQHVV EHQHȴWV to suit every employee’s needs. Find out more about our Flex Wellness Marketplace today.

www.cxagroup.com

info.hk@cxagroup.com Q2 2016 « Human Resources Hong Kong « 11

PROFILE » NiQ Lai

12 » Human Resources Hong Kong » Q2 2016

NiQ Lai « PROFILE

NiQ Lai

Chief talent and financial officer and co-owner at Hong Kong Broadband Network Limited (HKBN) 香港寬頻人才及財務總裁及持股管理人 By ANTHONY WONG

banking background, how did you adjust to picking up the HR role? I was put on the spot when the CEO told me the seasoned HR professional that we had hired was a no-show and I was tasked to act as the interim head of HR. That was 10 years ago and we’re still counting today. Coming in fresh to HR, I had a lot to learn, but at the same time not coming from an HR background meant that I had no legacy thinking and was able to bring a different perspective into how talent engagement can be done. I am able to challenge the system and think out of the box – as I had no box. Legacy HR has a tendency to be rule-based, but I wanted talent engagement to align with business goals instead of rules, that is, more alignment and less rules. For example, it is common HR policy to penalise staff for showing up to work late whereas I wanted our talent to want to come to work on time because they are passionate about what they we do. Most legacy HR policies penalise 99% of the good people just to prevent the 1% from abusing the system; at HKBN, we prefer less rules and just ﬁre those abusers instead.

Q How has the co-ownership model transformed the company? I can explain it with a simple metaphor of the difference between renting a home and owning a home.

When you rent a temporary holiday home, the landlord will put up lots of rules such as please take off your shoes when indoors, no smoking inside the house, etc, but many renters break these rules anyway because it is not their property. This is the mentality of most working-class individuals. When you are one of our co-owners, the company is your home. I don’t have to make up rules for our talent as they automatically will do everything they can to beneﬁt the company. Think about it, you don’t have rules stuck on the walls in the home that you own. True alignment via ownership must be by proactive choice. Our talent must opt in to become co-owners and commit their family savings to do so. Once they become co-owners, they then have the opportunity to do well if the company does well, but they suffer if the company suffers; this is what we mean by true alignment of interest. Initially, at our management buy out in 2012, the co-ownership plan only invited the very top 10 executives to join, but CEO William Yeung and I wanted to share the wealth creation opportunity and invited all manager-grade colleagues to become co-owners. As such, we invited 90 managers who invested HK$180 million to become co-owners. On average, this represented about two years of salary for each manager, which assuming a 20% savings rate, equates to 10 years of family savings – it

問來自投資銀行背景的你，如何擔當人力資源管理的角色？我是臨危受命。當時CEO告訴我，我們聘請了的一位老行尊，最後決定不加入，我臨時被委派暫代人力資源的角色。那是10年前的事。缺乏人力資源管理背景，我有很多東西需要學習，但也因為沒有相關背景，使我沒有傳統思維的約束，為人才管理帶來不同的觀點。我能夠挑戰傳統的框架，因為我沒有框架。傳統的人力資源管理傾向重視規矩，但我的目標是把人才管理與商業目標連成一線，即少些規矩，多些合作。舉例說，懲罰員工遲到是常見的人力資源政策，我的想法是，人們因

VITAL STATS

為其熱愛工作，所以準時上班。大多數傳統的人力資源管理政策懲罰為了防止1％的人濫用制度，而懲罰99％的人。我

Lai left his investment banking job at Credit Suisse, took an 80% pay cut to join the company and sold his home to purchase a 2% stake in City Telecom (predecessor to HKBN) in 2004. 黎曾於瑞士信貸擔任分析師，在2004 年他減薪八成，變賣物業，購入了2% 城市電訊（香港寬頻前身）的股份。

寧願少些規則，把害群之馬辭退。問香港寬頻的持股管理人制度為業務帶來了那些衝擊？我可以用一個租客與業主的分別的比喻來解釋。當你租一間度假屋作為臨時的住所，房東列出大量的規則，如請在室脫鞋內，在屋內不準吸煙等。但許多租房者都不會理會這些規則，反正那不是他們的家。這也是大多打工仔對公司的心態。如果你公司的持股管理人之一，公司就是你的家。我沒有定規則的需要，人才會動自覺做對公司有益的事。試想一下，你家的牆壁上，不會列出一條又一條的規則吧。真正的人才管理與商業目標連成一線，必須由人才作為主導。我們的人才必須同意成為持股管理人之一，並付出他們的儲蓄。當他們成為持股管理人，他們將會與公司

Q2 2016 « Human Resources Hong Kong « 13

Art Direction: Evisu Yip; Photography: Maru LUN @ EPPT

Q Coming from an investment

PROFILE » NiQ Lai 甘苦與共，這就是真正的人才管理與商業目標連成一線。最初，在2012年的管理層收購，僅邀請了最高層的十位高級管理人加入，但公司首席執行官楊主光和我想就這機會，更公平地分享財富，於是我們邀請公司所有管理層成為持股管理人。最後共有九十位管理層加入，他們合共投資一億八千萬港元。這是一個巨大的承諾，平均每人貢獻了兩百萬，這相等一般家庭十年的積蓄。得到了廣泛的支持，公司的業務發展一日千里。在2015年的招股上市，即管理層收購後的短短兩年零十個月，持股管理人的投資增長了超過六倍，達十二億元。招股上市後，公司再次邀請公司所有管理層成為持股管理人，我們一共向400位經理招手，最終270位接受。我認為告訴別人我們有那麼多的持股管理人是很棒的事情。問香港寬頻的管理實習生招聘競爭激烈，你如何選擇未來的領導者？我們精英青年人才的選拔過程是行內最嚴厲的，但待遇也最豐厚。去年我們舉辦了未來CTO的選拔，從 1200位求職者中，我們聘請了7位。起薪為二萬四千港元，對大學畢業生的第一份工作來說相當不錯，這起薪點是行業一般水平的一倍，因為我們要吸引最優秀的人才。經營生意遇到挫敗是必然的事，優秀的領導者必須懂得面對逆境。我們要求應徵者完成不可能的任務，觀察他們在面對失敗的反應。應徵者被帶到海洋公園，我們提供一支鋼筆和尺子，並要求他們量度一座機動遊戲的高度，這是不可能的任務。我想看到他們失敗，面對逆境時如何反應。

was an enormous commitment. With this much vested interest in the company, our performance drastically changed overnight as if a massive spotlight had been turned on our operational efﬁciency darkness. During the initial public offering (IPO) in 2015, just two years and 10 months after the management buy out, the value of the co-owners shares increased by about six times to around HK$1.2 billion shared by the 90 families. After the IPO, a new co-ownership Plan II was introduced. This time, we expanded the pool and invited around 400 supervisors to participate, of which over 270 took up the invitation. I think it is really cool to tell people our company has so many co-owners.

Q The management trainee role at HKBN is highly competitive, how do you select your future leaders? Our selection process for elite young 14 » Human Resources Hong Kong » Q2 2016

talent is one of the most demanding, but also rewarding in Hong Kong. In the selection process of our possible CTO of the future last year, we hired seven out of 1200 applicants. The starting salary is HK$24,000, pretty good for a ﬁrst job out of university, as we intentionally set this at around twice the industry norm to attract the very best. Knowing that in business, failure always happens and strong leaders need to know how to react under adversity, we put the candidates through impossible tasks, knowing they will fail, as we wanted to see their reaction to failure. We took them to Ocean Park, gave them a pen and a ruler and asked them to measure the height of a ride. It is something that cannot be done. I want to see them fail and how they react when they are out of their comfort zone. Besides strong leadership and communication, rising up to the challenge during adversity is also a key quality

除了領導才能和溝通能力，抗逆能力也是我們招聘人才的關鍵要求。優秀的年輕人才我們是志在必得，我們將投放大量資源去栽培他們，讓資深的人才擔任年輕人才的導師。鵪鶉是一種通常被別的鳥類吃掉的溫順動物。我們的人才是吃鵪鶉的鷹，因此我們的董事會命名為鷹巢。問香港寬頻的人力資源管理有何獨特之處？我們沒有人力資源，我們只有加強人才參與的政策。我們沒有員工，我們只有人才。我們投放大量資源，讓人才發揮所長，一個團隊能做到的事，往往比個人能做到的更多。要求人力資源管理向CFO解釋人才發展計劃的投資回報率，是常見的做法。然而，CFO 經常阻止計劃的實行，因為數字對不上。在香港寬頻99％的事情以標準MBA方法作決定，但有1％的事由我們去做，因為那是應該做的事情。有趣的是其他公司花99％的時間在談論我們所做的與別不同的那1％。

NiQ Lai « PROFILE 例如，我們每年投入兩百萬港元在年度旅行。在過去的幾年，我們和80位管理層到美國、南非、台灣等地進行建立團隊精神的活動。如果你問我，在excel電子表格上如何量化這些旅行的投資回報率，我無法做到。我認為，如果它能夠幫助公司，我們就做吧，如果不能就不去做。畢竟，管理企業的是人而不是excel電子表格。兩百萬港元好是像很多錢，但它實際上只

we look for in our talent. We will invest a huge amount in senior mentorship to develop these elite graduate hires, which is why we wanted to ensure we had the best raw talent to work with. A quail is a meek bird typically eaten by other birds. We look for talent that prefer to be eagles who feed on quails, which is why our boardroom is named “Eagle’s Nest”.

占我們每年2.3億元收入的不到0.1%。因此，

Q What makes the HR function of

如果你認為一個強大的團隊可以令公司盈利增

HKBN unique? We don’t have HR, we only practise talent engagement. We don’t have staff, we only have talent. We will invest hugely in our talent to unleash their full potential, to achieve more as a team than what we can achieve as individuals. It is common practice to require HR to explain to the CFO the ROI of their plan. The CFO will then block it if the numbers don’t add up, which is often the case when it comes to investing in talent development. Ninety-nine per cent of how we evaluate things at HKBN is standard MBA methodology, but 1% of what we do is because we think it is the right thing to do. Funny how other companies spend 99% talking about the 1% of things that we do differently. For example, every year we invest HK$2 million on our annual experiential trip to build our management teamwork. In the past few years, we have been to the US, South Africa, Taiwan as a team building activity for typically around 80 executives at a time. If you ask me to quantify the ROI on these trips on a excel spread sheet, I can’t do it. Instead, I believe if it is able to help the company, let’s do it, if not then don’t do it. At the end of the day, businesses are run by people, not spread sheets. HK$2 million seems like a lot of money, but it is actually less than 0.1% of our annual HK$2.3 billion revenue base, so if you think a stronger team can improve revenue by more than 0.1%, than we should go on the trip, but if you don’t, than we shouldn’t go on the trip. Another investment we have made in our talent is Next Station: University, a programme that helps mature-aged HKBN talent pursue their dreams of achieving a bachelor’s degree. Most of our 2500 colleagues are non-university degree holders, and

加0.1%，那我們就去旅行，不能就不去。我們在人才培養的另一項投資是「下一站‧ 大學」，一個幫助較年長香港寬頻人才實現大學畢業夢想的計劃。我們2500位同事當中，大多數都不是大學畢業生，他們錯過第一次念大學的機會。「下一站‧大學」讓他們得到獲得大學學位的第二次機會，大多數參與者都是三十多到四十多歲的同事。當我們開始計劃，我們真的不知道結果會怎麼，對計劃的投資回報也一無所知，但很明顯這是一個正確的決定。在過去的五年，我們看到這計劃帶來了超乎意料的好成績。我們看到團隊如何挺身而出幫忙同事應付他們的的日常工作。我們也看到學生如何克服個人和職業的挑戰，他們的成就激勵我們全公司2900多名人才。我相信做正確的事，就會帶來正面的結果，我希望我們的成功對於其他機構有參考作用。問香港寬頻向員工提倡「生活與工作平衡優先」，具體的做法是甚麼？在香港寬頻是沒有「生活與工作平衡」的，「生活」永遠排在「工作」之前，因此我們提倡的是「生活優先」。首先，我們將上班時間從朝九晚六縮短至朝九晚五，但薪酬不變。下午5時我們便要求員工離開辦公室，每個月的一個星期五我們更提早在下午3時下班。我們很重視員工能夠準時下班，我們不鼓勵會議超過下午5時，並於提早下班的星期五當日禁止在下午進行一切會議，好讓員工能夠按時下班。我們認真執行我們的短工作天政策，而非用來當口號而已。我們希望我們的員工能夠靈活工作，提升工作效率，而非長時間工作。我們是為生活而工作，而非為工作而生活。大多數公司都會提供喪假給員工，讓他們好好處理家人的身後事。但我們更樂於提供家庭照顧假，讓員工在家人仍然健在的時候可以共享天倫樂。例如，香港寬頻的員工可以放假一天來慶祝媽媽生日，又或者陪子女預備重要考試，我們不會過問放假的原因，因為我們相信我們的同事會善用休假的時間。

had missed their chance the ﬁrst time around. NSU is a programme that gives our colleagues a second chance at their dream of getting a university degree later in life, typically in their mid 30s to 40s. When we started the programme, we really had no idea what the outcome would be, and certainly, we had no idea on the ROI, but it was obvious this was the right thing to do. Over the past ﬁve years, we have seen amazing good come from this programme that has spilled beyond the students involved. We have seen how teams have stepped up to allow the students to manage their schedules. We have seen how the students themselves have stepped up to overcome personal and career challenges, and in turn inspire the rest of our whole company of 2,900plus talent. I believe by doing the right thing, the right results will come and I hope other organisations will follow us after seeing our success.

Q HKBN pitches a “life-work priority” to employees. How does that work? There is no work-life balance at HKBN, “life” always comes before “work” which is why we run with “life-work priority”. To begin with, we shortened ofﬁce working hours from 9am-6pm to 9am5pm without lowering pay. 5pm is when we ask our talent to leave the ofﬁce and 3pm is when they leave for our once-permonth early off Friday. We are serious about letting our talent leave on time; we discourage meetings that may run past 5pm and prohibit meetings in the afternoon on early off Fridays so that people can leave on time. We execute on the shorter work day policy rather than just display it. We want our talent to work smart, to be productive, but not to work long hours; we work to live, not live to work. Most companies offer compassionate leave when employees have to deal with a death in the family, but we prefer to provide family care leave so that you can celebrate with your family when they are still healthy. HKBNers can take a day off to celebrate their mother’s birthday, for example, help their children study for a big exam, etc; we don’t care what you do as we trust our colleagues to make the most of the leave. Q2 2016 « Human Resources Hong Kong « 15

WHITE PAPER » Leadership 領導才能

CEOS CAUTIOUS ON GLOBAL ECONOMY CEO對全球經濟持謹慎態度 Global – The year 2015 ended in a series of terrorist attacks and news of the Chinese economy slowing down, making it natural for CEOs to feel cautious towards the global economy and their companies’ growth prospects. Perhaps that is why only 27% of CEOs believe global economic growth will improve in the next 12 months, according to PwC’s 19th Annual Global CEO Survey. Surveying 1,400 executives in 83 countries, 23% of CEOs said they were, in fact, convinced things would get worse. In addition, 66% said there were more threats to growth today compared with 59% last year. The top three concerns were over-regulation (79%), geopolitical uncertainty (74%) and exch ange rate volatility (73%). Availability of talent is another key concern for CEOs, with 75% saying that a skilled, educated and adaptable workforce should be a priority for the business in the country where they are based. More than seven out of 10 (72%) are concerned about the availability of key skills. Other major changes in talent strategies that CEOs plan to make are changing workplace culture and behaviours (41%), 38% said they will alter the current performance management system and 33% will adjust their pay, incentives and beneﬁts.

全球 - 2015年年底的一系列恐怖襲擊和中國經濟放緩的消息，促使CEO對全球經濟和他們公司的前景持謹慎態度。根據PwC第19期全球CEO年度調查，全球只有27％的CEO認為全球經濟增長將在未來12個月改善。在受訪來自83個國家，1400位行政人員當中，23％的CEO的認為情況會變得更糟。此外，66％的人表示在業務增長方面，將面對更多的威脅，比例較去年同期的 59％高。受訪者最擔憂的三方面，分別是是過度監管（79％），地區政治的不穩（74％）和匯率波動（73％）。人才需求也是是CEO們關注的問題，其中75％的人說具備足夠的技能，受過良好教育和適應性強的人才是他們最需要的。超過七成（72％）的受訪者關注人才是否具備足夠的技能。其他CEO關注的人才戰略事項，包括改善職場文化（41％），38％的人表示，他們將改變目前的評估體系，33％會調整薪酬，獎勵和福利。

HONGKONGERS PREFER WORK-LIFE BALANCE OVER PAY RISES 在2016年工資將會增長但不要高興得太早 Hong Kong – The state of work-life balance in Hong Kong has worsened to such an extent that almost half of Hongkongers are even willing to forego a rise in their salaries to get more equilibrium between their personal and professional lives. The latest Kelly Global Workforce Index 2015 survey found that nearly half of local employees (46%) would forsake their pay rises to reduce their work schedule. This percentage is signiﬁcantly higher than Singapore (25%) and the APAC average (35%). Almost half (40%) of workers also stated they were willing to gain more vacation time at the expense of their pay cheque – again higher than Singapore (28%) and the APAC average (33%). When it came to the ﬂexibility of work arrangements, Hong Kong was at par with Singapore, with 45% of Hongkongers saying they wanted more of such arrangements. 16 » Human Resources Hong Kong » Q2 2016

香港 - 在香港工作生活失衡的狀態已經惡化到這樣的程度，近一半香港人願意放棄加薪，來獲得工作與生活的平衡。最新的Kelly 2015年全球勞動力指數的調查發現，近一半的本地員工（46％）願意放棄加薪，以減少他們的工作日程。這比例比較新加坡（25％）和亞太平均（35％）顯著更高。將近一半人（40％）表示他們願意減少收入，去換取更多的休假，比例也較新加坡（28％）和亞太地區平均水平（33％）高。對於靈活工作安排的需求，香港與新加坡看齊，45 ％的香港人說他們需要更多的這樣的安排。

Q2 2016 « Human Resources Hong Kong « 17

SPECIAL FEATURE »

THE FUTURIST

I N V E STI NG IN YOUR EMPLOYER BRANDING 投資建立你的僱主品牌 About Elliott Scott HR Elliott Scott HR focuses solely on HR recruitment around the world. What makes us unique is our “glocalised” approach – with local expertise and global reach, we offer a truly consultative approach to candidates and clients. Building long-term relationships is paramount to us and, on top of hiring the best people, we strive to work alongside HR to gain the best knowledge and insight into the market. With the head ofﬁce in Hong Kong and regional ofﬁces in Dubai, Tokyo, London, New York, São Paulo and Singapore, our award-winning, specialised HR recruiters are highly connected to the HR market globally. 關於Elliott Scott HR Elliott Scott HR專門提供全球人事招聘服務，獨特之處在於我們的「全球本地化」策略，擁有本地專業知識及全球影響力，為求職者及客戶提供真正有效的顧問諮詢方案。建立長期的合作關係是我們的工作重點，除僱用最優秀的人才外，我們亦力求與人力資源管理人員並肩合作，以獲取對市場的最佳知識及洞悉。總部設於香港，我們分別在杜拜、東京、倫敦、紐約、聖保羅及新加坡設有區域辦事處。我們的專業招聘人員屢獲殊榮，擁有豐富的全球人力資源管理市場經驗。

Job hunting today is easier than ever before, as candidates now search for roles on their mobile devices and apply for them with one click. Th is raises new challenges for employers, who must consider how they engage candidates long before the recruitment process begins, and how they maintain this engagement after the contract is signed. Investing in your employer branding proposition is key. How your employees past and present “talk” about your company will impact your reputation in the market, and may sway a candidate’s decision to even apply for a role. Organisations should regularly review their digital presence on their website and across platforms such as LinkedIn, Glassdoor and Facebook. You need to be a digital leader with your employer branding. Ensuring that you have a streamlined, mobilecompatible recruitment process is vital. Candidates want to be fully informed and treated with respect, and good communication and an efficient recruitment process is the fi rst step in achieving this. Candidates are looking for more. They are increasingly motivated by travel and lifestyle factors – they want to know how their work is going to work for them. If your learning and development functions align their work experience with their personal ambitions, you will have far stronger attraction and retention. On the fl ip side, if you’re a HR professional looking to support the candidate experience or expand your career, you need a global perspective. The world is far more globalised than it has ever been. Gaining overseas experience, particularly in markets with advanced HR regulations such as Europe and North America, is the way to achieve this. HR is a people-driven business, and understanding other cultures will help you better understand your company’s global business perspective – and become a better HR leader.

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S TUA R T ELLI OTT C E O A N D O WNER, E L L I OT T SCOTT HR 現時求職比以往更容易。求職者用手機搜尋職位，按一下便可提交申請，這為僱主帶來了新的挑戰。僱主必須考慮如何早在招聘過程開始前吸引求職者，以及如何在簽約後繼續保持這種聯繫。建立僱主品牌定位是當中的關鍵。你的員工在以往及現在如何「談及」你的公司，將影響你公司在市場上的聲譽，並可能會動搖求職者申請職位的決定。企業必須定期審查其網站，以及 LinkedIn、Glassdoor及Facebook等網上平台。你需要透過你的僱主品牌成為數碼領導者，關鍵在於確保建立一套精簡、手機兼容的招聘流程。求職者希望得到充分的資訊及尊重，良好的溝通及高效的招聘流程是實現這一目標的第一步。求職者希望得到更多，他們愈來愈重視旅遊及生活方式等因素，他們想知道其工作將如何滿足他們的需求。如果你的學習及發展計劃符合他們的工作經驗及個人野心，將有助加強你的吸引力及挽留能力。另一方面，如果你是一位正致力提升求職者體驗或拓展你個人事業的人力資源管理專業人士，你必須擁有全球視野。世界遠比以往更全球化，獲取海外經驗，尤其是在歐洲及北美等擁有先進人力資源管理法規的市場，是實現這一目標的一個方式。人力資源管理是一項以人為本的業務，對其他文化的了解將有助你更好地理解貴公司的全球業務願景，並令你成為一位更出色的人力資源管理者。

A great company is built by great people. On our five year anniversary, we would like to thank everyone in the Elliott Scott HR team for helping us grow into the company we are today.

Elliott Scott HR is an award-winning HR recruitment firm that focuses solely on HR recruitment. www.elliottscotthr.com

Dubai

Hong Kong

London

New York

SĂŁo Paulo

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Tokyo

SPECIAL FEATURE »

THE FUTURIST GA R R I C K L AU ASSOCIATE DIRECTOR, MANAGING DIRECTOR’S OFFICE HEAD OF TALENT ACQUISITION AND DEVELOPMENT, H OP E W E L L H OL DI N GS

I would think HR leaders in 2026 will need to spend a lot of their time and mind space to perform the following roles: As an experienced architect: To orchestrate the total employee experience, with an emphasis on feelings rather than the functional output. Recruitment, selection, onboarding, performance feedback, other major career milestones and even separations will all become part of an employee’s experience. HR will need to approach an employee experience like creating a customer journey. The employee experience doesn’t start on the fi rst day of work at orientation, it starts from job seekers fi lling out an online application and doesn’t end even after the individual has left the company. To be half human/half robot: To embrace technology, utilise artificial intelligence with big data, which can lead to more automation and workforce analytics. As an entertainer: To create fun and cool stuff in daily work and training, with gamification concepts and technologies such as virtual reality. As a PR expert: To champion the employer branding like a professional PR person through conventional media, and more importantly, social media. The employer brand is part of the product brand. Consumers are focusing more on business ethics, caring for the environment and community and how companies treat their employees. As a life support concierge: To provide personalised support to help employees achieve a better quality of life, not just during work hours, but in their personal life. With mobile technology, people are working when they are at home or on their way to work; there will no longer be defi nite working hours and work arrangements will become more flexible.

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T HE T R A NSF OR MAT I O N OF HR 人力資源管理的轉型

我認為2026年的人力資源管理領袖，需要花大量的時間及心力來轉化並扮演以下角色：經驗設計師：人力資源管理領袖需要編排員工的整體體驗，重視他們的感受而非單看工作表現。從招聘、選拔、入職、工作能力以至其他主要事業里程碑，甚至離職都是員工體驗的一部分。人力資源管理人員將要視員工的工作體驗有如對待顧客。我認為員工的體驗並非始於第一天入職，而是從他們遞交網上職位申請經已開始，甚至當員工離職以後仍然未完結。化成半人／半機械人：人力資源管理人員需要善用科技及運用人工智能與大數據，這有助簡化工作程序及分析公司人材背景能力及預知短、中期的人才資料需求。娛樂家：為日常工作及培訓增加新奇有趣的元素，而且可配合採用遊戲概念和科技，例如虛擬實景。公關專家：如同專業公關人員一樣，透過傳統媒體以及更重要的社交媒體，建立一個成功的僱主品牌。僱主品牌是產品品牌的一部分。現今消費者十分重視企業的商業道德、對環境及社區的責任以及對待自己員工的方式。員工生活禮賓部：不僅在工作時間內，在生活層面上亦要提供個人化的支援以幫助員工提升生活質素。相信隨著流動通訊技術提升，員工現在可以在家中或上班途中工作，因此未來將可能不再需要明確的工作時間，工作安排亦可以變得更靈活。

T H E F U T U R I S T « SPECIAL FEATURE

S TRENGT HE N YOU R HR IS TO BEC OME A T R U E BU SINE SS PA R TNE R 加強人力資源信息系統，成為真正業務夥伴 HR is often asked to give comments on staffi ng issues, but we rarely can link our fi ndings and recommendations with the business performance. The fact is, we don’t know how well the business is doing even though we pull all data from our human resources information system (HRIS). Have you ever come across the situation that after pulling all available data from your HRIS, you still fi nd insufficient evidence to make a staffi ng decision, such as a promotion or special salary increments, relocation or redeployment, etc? What is missing? We didn’t update our HRIS with useful HR data and business results. Let’s use a retailing business with chain shops as an example to illustrate the situation. Assume there is a promotion opportunity and the management has selected three potential candidates. When the HR manager pulls all staff data from the system, normally only age, gender, educational background, past working experience, employment and salary history, and past performance review results will be found. Unfortunately, these are far beyond sufficient for making a good decision. Management would like to know more information of short-listed candidates such as how good is their people skills, selling skills and customer networking. Of course, we may collect some of this data either from the fi nance department or asking their supervisors, but these are the reasons why HR becomes a second tier department. Going forward, HR managers should consider upgrading and updating the HRIS in a different manner – where useful data comes fi rst. Staying at the level of submitting monthly HR reports to tell last month’s story without eye-catching and insightful analysis will see you kicked out of the boardroom and may also bury your career. In the era of big data, how fast and useful the data we have is one of the keys to success. Don’t you know that Facebook and Google understand your employees’ behaviour and interests better than your inhouse HR department because they are collecting and using the data in a smart way?

KENT IP DIRECTOR OF HUMAN RESOURCES, N E O DE R M GR OU P

人力資源管理人員經常被詢問對員工管理問題的意見，但我們很少能夠將我們的結論及建議與企業績效掛鉤。事實上，即使我們將人力資源信息系統內的所有數據導出，都無法得知企業的業績表現。你有沒有遇過這種情況：將人力資源信息系統內的所有可用數據導出，但仍沒有足夠的理據來支持員工管理決定，例如晉升或特殊加薪、調派或調動？到底缺了甚麼？是我們沒有為人力資源信息系統更新有用的人力資源數據及業績結果。就以連鎖零售店作為例子來說明情況。假設有一個晉升機會，管理層選出了三位候選人。當人力資源經理從系統導出所有員工數據，通常只會得到年齡、性別、教育背景、過往的工作經驗、就業及薪酬紀錄、以及過往績效考核結果等資料。遺憾的是，根據這些資料遠遠不足以作出適當的決定。管理層希望獲取更詳細的候選人信息，例如他們的人際交往能力、銷售能力及客戶網絡等。當然，我們可從財務部門或他們的上司那裡收集一些這方面的數據，但這是人力資源管理成為二級部門的原因。展望未來，人力資源經理應考慮以不同的方式提升及更新人力資源信息系統，當中應以數據為首要考慮。一如既往地提交沉悶而籠統的月度報告，將有可能被踢出董事會，甚至斷送你的前途。身處大數據的時代，如何快速獲取有用的數據是成功的一個關鍵。難度你不知道Facebook及Google比內部人力資源管理部門更了解員工的行為和興趣？因為它們正以巧妙的方式收集及運用這些數據。

Q2 2016 « Human Resources Hong Kong « 21

SPECIAL FEATURE »

THE FUTURIST

CLOSING THE CULTURAL GAP IN C ROS S -BORDER TA LE NT MA NA G E ME NT 收窄跨國人才管理的文化差異 Many China-based businesses are venturing out of the country, investing and expanding their businesses in different parts of the globe. As expected, the cultural differences between the Chinese and other nations present a formidable challenge for both international talent acquisition and retention. There was a recent case: a US-based business was acquired by a Chinese fi rm, but had to go through three CEO changes in less than two years because of cultural clashes in governance and management style. The fi rst CEO was a Chinese person transferred from the parent company in China. The US staff thought he was tough to work with because apparently he didn’t want to grant staff the space and discretion they needed to be successful. He was soon replaced by an American, but trust became an issue between him and the parent company, with the distance and language obviously not helping. The next successor was a Singaporean who had experience working in China and in the west, and knowing both sides of the cultural tug of war. He was able to bring stability to the management of the company and align expectations between the US subsidiary and the parent company. Th is experience highlighted the glaring shortage of talent with the experience of managing both the international and Chinese contexts. Global employers such as HSBC have the “international manager programme” to groom future business leaders with international working experience and global perspectives. The bank hires young and high potential talent and rotates them in different countries to prepare them to work with people from different cultures. I observed that China’s market leaders such as Fosun are implementing similar plans to strengthen their international management talent base. I think this is a step in the right direction for Chinese companies who aspire to thrive in the global market.

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E DI S ON GA O C E O, P R O- M AT R I X & C O

很多中國企業正走出國門，在世界各地進行投資以拓展其業務。一如所料，中國與其他國家之間的文化差異為招聘及留住國際人才帶來嚴峻的挑戰。最近有一個例子：一家美國企業被一家中資公司收購，但不到兩年的時間已換了三位行政總裁，原因在公司治理方面的文化衝突。第一位行政總裁是從中國母公司調派過來的中國人，美國員工認為他難以合作，因為他不願給予員工空間及自由，限制了員工更為成功的發展。他很快被一位美國人所取代，但由於地理距離及語言隔閡，這位美國行政總裁跟母公司難以建立互信。接下來的繼任人是一位新加坡人，他曾在中國及西方國家工作過，了解兩者之間的文化差異。他能夠管理公司讓其發展更加穩固，並能同時達到母公司的期望。這個案例突顯了現時市場中缺乏同時擁有國際和中國企業管理經驗的人才。匯豐銀行等國際企業提供「國際經理計劃」，以培養擁有國際工作經驗和國際視野的未來企業領袖。該銀行聘請高潛力的年輕人才，並將他們輪流調派至不同的國家，讓他們為未來與不同文化背景的人合作做好準備。我留意到復星集團等中國領先企業正實行類似的計劃，以加強其國際管理人才基礎。中國企業渴望在全球市場蓬勃發展，不僅想成為一家成功的企業，更希望成為首選的僱主，我認為這邁出了正確的一步。

SPECIAL FEATURE »

THE FUTURIST

T HE E V OLVING W O R KPLACE 不斷轉變的工作環境 As leaders of the company, HR plays an important role in ensuring the company is prepared for the future. We constantly look for original and innovative ideas to build an engaged and productive workforce. Moving into the future, we believe our workplace will be very different from today. Enabled by the latest technology, working hours and the workplace will become more flexible and less defined. The workforce will become more productive. These new changes will post a huge challenge for employers and employees to strike the right work-life balance. To heighten our team spirit, relieve stress and continue to make our workplace productive, the company has set up and funded a staff committee which is responsible for arranging various activities for staff to participate in throughout the year. To effectively manage and attract new talent, we also know we have to get better at creating a more inclusive culture where all employees are valued for their distinctive ideas, talent, experiences and perspectives, so they can enhance the company’s competitiveness and thrive in their careers at the same time. Focusing on inclusion and diversity (ID) efforts will help enhance our organisational capability which is necessary to address the changing workforce demographics. To ensure the long-term growth of the company we need to strengthen the talent pipeline to groom our talent to become leaders. The skills and knowledge our employees have developed are critical to our continued success. In Hong Kong, we have established a talent forum. It is a discussion forum which will be conducted periodically with a shared aim to strengthen the talent pipeline required to identify future leaders and fill critical positions. It provides greater visibility for the existing workforce by identifying employees with the potential to succeed in managerial roles; they will then take part in cross-functional development activities which will enable them to gain the knowledge and experience required for future roles. Having such a committee enables us to engage new and experienced hires because having quality future career opportunities has been proven to drive employee engagement.

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K I T T Y C H OW H U M A N R E S OU R C E S M ANA GER, C H E V R ON H ON G KON G

作為一家公司的領袖，人力資源管理人員必須確保公司為未來作好準備。我們不斷尋求原創和創新的理念，以打造一支積極而高效率的工作團隊。邁向未來，我們相信工作環境將會徹底改變。憑藉最新的技術，工作時間和工作場所將變得更加靈活及更少局限，員工亦將變得更有效率。這些新變化將為僱主及僱員實現工作與生活平衡帶來重大的挑戰。為提高我們的團隊合作精神、緩解壓力、並繼續提升工作效率，公司建立及資助一個員工委員會，負責每年為員工安排各類型活動。為有效管理及吸引新人才，我們亦必須創造一套更具包容性的文化，使所有員工的獨特創意、才能、經驗及意見得到重視，這樣他們便可提升公司的競爭力，與此同時積極發展自己的事業。致力提倡包容及多元化（ID）將有助提高我們的企業能力，以適應不斷變化的勞動人口。為確保公司的長遠發展，我們需要加強人才管道，以培養內部人才成為領袖。員工的技能和知識，是我們持續成功的關鍵。我們已在香港建立了人才論壇，這個論壇將定期進行討論，旨在加強人才管道，以發掘未來的管理層接班人。透過發掘有潛力的內部管理人才，為現有員工提供了更清晰的發展前景。他們隨後可參與跨部門發展活動，讓他們為未來的角色汲取所需的知識及經驗。有了這樣的一個委員會，使我們能夠為員工提供更理想的職業發展機會，有助提升員工的積極性，加強我們與新舊員工之間的關係。

T H E F U T U R I S T « SPECIAL FEATURE

MANAG I NG THE W O R KFO R C E OF T H E FUTURE: THE I MPOR TANC E OF D I V E R SI TY AND TECHNOLOGY TO P R OMOTE GROWTH 管理未來的員工：人才多元化及科技對促進企業發展的重要勞動力日趨全球化，人才變得更多元化是企業在發展過程中無可避免的情況。隨著企業拓展新市場，不同文化、背景及語言的員工數目亦倍增。 Telstra公司深明這個發展趨勢，因此近年來已作出策略轉型，從一家重視基建設施的澳洲通訊公司，轉變為一家以科技及顧客為中心的全球化企業。 Telstra目前在20個國家擁有超過3,000名人員，透過提倡多元及包容文化，Telstra認為可吸引、招募、聯繫及留住人才，從而提升業績，加強企業聲譽，最終有助公司在世界各地拓展業務。我們是如何做到這一點？ Telstra從管理層做起，重視多元及包容文化，由行政總裁擔任多元及包容理事會主席，整個行政管理團隊亦參與其中。該會大力推動三方面的發展以支持Telstra的業務經營策略：我們的客戶、我們的社區及我們的員工。其重點是在一個靈活包容的環境下，讓員工建立一套全球性思維。我們的目標是為員工提供一個靈活包容的體驗，並以靈活工作安排作為核心。這意味著我們員工的工作時間可能更短，各有不同的工作時間，又或者被調派至其他地方工作。對 Telstra而言，重點不在於員工在哪裡，而是在於他們的工作表現。科技讓我們可以打造靈活的工作環境，並有助員工之間建立起有效的溝通和合作。

Workforces are increasingly becoming more global and greater diversity is an inevitable part of this growth. As companies expand into new markets, the mix of cultures, backgrounds and languages in the workforce multiplies. Telstra knows this trend well. In recent years, we have made a strategic shift from being a largely Australian-oriented telecommunications company with a strong focus on infrastructure to a global technology and customerled business. Today, Telstra has more than 3,000 people working in 20 countries. By fostering diversity and inclusion, Telstra believes it can attract, recruit, engage and retain talented people that will help improve business results, enhance its reputation, and ultimately, help grow its business across the world. So, how do we do it? The focus on diversity and inclusion at Telstra starts at the top with a diversity and inclusion council that is chaired by the CEO and includes the full CEO leadership team. It contributes to supporting Telstra’s business strategy by driving initiatives in these three areas: our customers, our communities and our people. The backbone of it is to create a global mindset among our employees in the context of a flexible and inclusive environment. We aim to provide a flexible and inclusive experience to our employees and flexible working arrangements are at its core. Th is may mean our employees work fewer hours, have different working hours or request mobility options to work in other locations. For Telstra, it’s not about where our employees are, it’s about what they do. Technology has enabled us to provide these flexible working environments, and supported effective communication and collaboration among our employees.

LYNNE BARRY GLOBAL HEAD OF LEARNING AND DEVELOPMENT, TELSTRA

Q2 2016 « Human Resources Hong Kong « 25

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THE FUTURIST

H OW WO R K-LIFE D E SI G N I MP ROVES B U SI NE SS PERFORM ANC E 工作與生活平衡如何提高企業績效 Work-life balance is the second most important factor (75%) to talent in choosing one job over another, after salary and remuneration (86%), according to the latest Kelly Global Workforce Index. Based on that, employers can maximise their hiring pool by widening their choice of talent to either: the free agent workforce – individual consultants; or those who perform temporary, freelance or independent contract work. Here are several cases of how Kelly Services tapped into the free agent workforce and in the process improved staff motivation.

A L AN WO NG COUNTRY HEAD, K E L LY S E R V I CES HK

Case one: Flexible working arrangements for backto-work parents Our company’s marketing director, Genevieve Chan, possesses more than 20 years of advertising, marketing and communication experience. Married with a young child, she wished to strike a better work-life balance. We were happy to accommodate her needs with a part-time contract and flexible working hours, enabling her to balance her career and family needs. “Like most marketers, I used to work very long hours and travel often, but no longer did I want to carry on like that because of my family. I appreciated what Kelly offered, and I hope more employers can be

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根據Kelly全球勞動力指數顯示，求職者在選擇工作的時候，工作與生活平衡是第二大最重要考慮因素（75％），僅次於工資及薪酬（86％）。僱主可考慮擴大其招聘範圍，包括聘請提供顧問服務，承包臨時、自由或獨立合約工作，或自行經營業務的自由工作者。 Kelly Services在制定工作與生活平衡設計方案時採取以下的方式，以助公司吸引自由工作者，並提升員工士氣。

T H E F U T U R I S T « SPECIAL FEATURE

案例一：為重返工作崗位的父母作出靈活的工作安排我們的市場推廣總監Genevieve Chan擁有20多年的營銷及傳訊經驗，她有一名年幼的兒子，因此希望放慢其工作步伐以便照料孩子。我們樂意配合她的需求，將其聘用模式改為兼職，並容許靈活的工作時間，以幫助她在事業與家庭之間取得平衡。 Chan說：「跟大多數本地市場推廣人員一樣，我以往的工作時間很長，而且要經常出差，但生了孩子之後我不能再這樣。我希望有更多的僱主可以抱更開放的

as accommodating to offer their staff flexible working arrangements. They may be missing out on experienced candidates if they don’t. I know many highly qualified individuals who have given up their careers because few employers are willing to allow them to work part-time,” Chan said. Limiting hires to only full-time workers won’t meet the talent demands of the future. Employers need to modify their perception that staff in the office equates productivity. If you are able to give them flexibility to fit individual needs, in turn, they will be willing to go the extra mile for you.

態度，提供靈活的工作安排，否則只會令高質素的人才流失。我知道有很多高質素的人才在孩子出生之後，由於沒有僱主願意讓他們兼職工作，因此不得不放棄自己的事業。」只聘用全職員工在不久的將來將無法滿足對人才的需求，僱主不應再認為讓員工在上班時間呆在辦公室就等於他們的工作有效率。對於專業人士來說，標準工時是沒有意義的。若能為他們提供發展的空間、滿足他們需求的工作安排，他們便樂意為你賣力。案例二：充分發揮人才的潛力支持員工實現自己的職業目標，是僱主留住人才的一個關鍵。我們的一位高級人才顧問Stephanie Lam決定轉行，成為一位人生教練。作為僱主，我們盡量配合她的職業生涯決定。首先，我們安排她轉為兼職員工，讓她可以一邊工作，一邊獲取她的人生教練證書。了解到她需要實踐「人生教練」顧問工作來完成證書課程，我們將她的工作範圍從Kelly Recruitment招聘工作擴大至Kelly Consultation諮詢服務，讓她將學到的人生教練技能應用至再就業輔導項目。由於Kelly不提供人生教練諮詢服務，因此我們沒有向客戶收取費用，並將員工提供的「人生教練」知識作為一種增值服務，因而得到客戶的充分讚賞。通過支持她實現成為一名人生教練的目標，我們能夠取得一個三贏的結果：增強員工士氣、提高企業服務質素、令客戶更感滿意。讓員工發揮自己實力的另一個例子是招聘流程外包解決方案總監Sara Wong，她是電台職業清談節目的固定嘉賓。她的前任老闆認為她出席節目是浪費時間，但我們很高興地看到她的才華獲得認同。我們鼓勵她出席電台節目，她現時經常擔任Kelly招聘會及各大學的演講嘉賓。 Kelly Services Hong Kong董事總經理Alan Wong說：「過去兩年，我們已透過工作與生活平衡的元素來提高公司業績，我們2014-15年度的收入增長超過120％，同期的自願離職員工比例減少超過30%。作為一個人力資源管理從業者，我大力鼓勵更多香港企業以維持工作與生活平衡作為吸引、鼓勵、甚至留住人才的一種方式。」

Case two: Unleashing the full potential of our talented employees One key way for employers to retain their talent is to support staff ’s career goals. One of our senior talent consultants, Stephanie Lam, decided to make a career change in becoming a life coach. As an employer, we accommodated her choice of a new career move. First, we offered her a parttime work arrangement to enable her time to obtain a life coach certification, without having to take a career break. Next, she needed to conduct “life coach” consultations to earn the qualification, and we expanded her work scope of Kelly Recruitment to include our Consultation arm, where she used her life coach skills in an outplacement project. Since life coaching was not a consultation service of Kelly, we didn’t charge the client for what Stephanie offered. Nevertheless, the staff ’s “life coach” knowledge was a valueadded service which was well appreciated by the client. By supporting her goal of becoming a life coach, Kelly struck a triple-win scenario – enhanced staff motivation, improved the company’s service quality, and a delighted client. Another example of allowing an employee to play to her strength was the story of Sara Wong, director of RPO Solution, a regular speaker on radio career talk shows. Her former employer considered her appearing on shows a waste of time, but we were happy to see her talent and interest being recognised, and in the process expose our company name. We encouraged her to continue her radio shows, and she has grown to be a frequent and sought-after speaker for Kelly in many other forums, like job fairs and university career talks. Alan Wong, managing director, Kelly Services Hong Kong commented, “For the last few years, through embracing our staff ’s work-life design, we have enhanced our service quality which in turn led to improved company performance. Our revenue increased by 120% during 201415, while voluntary staff turnover decreased by over 30% during the same period.” “As an HR practitioner, I highly encourage more companies in Hong Kong to include work-life design as a means to motivate and retain talents, and even to attract hidden qualified professionals,” remarked Wong.

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THE FUTURIST

GETTING HR TO BE C OME BUS INES S -M IN DE D 使人力資源管理人員具備商業頭腦 Ten years from now, HR will no longer be a separate function, but integrated into the business strategy team. HR professionals as a gatekeeper or corporate function will no longer exist; instead HR will require systems, operations, sales and business experience. The work of HR will no longer be confined to an office. It will adapt to a mobile non office-bound work style. This will be made possible by technology, so long as HR is able to access its database and carry out daily operations via mobile or handheld devices. Processing times will be shortened by 50%, with most of the employees’ administrative matters done by employees themselves, similar to e-banking services. Face-to-face training will no longer be necessary; knowledge sharing and learning – one or 1000 people – via videos/digital portals will be the mainstream. Recruitment will be done with the help of online artificial assessment tools, followed by a fully online “interview” process. The process of managing workforces will be more efficient than ever; localised teams for administrative matters only, if needed at all. Language will be the only barrier across countries for international mobile workforces. A lean team of HR professionals will oversee a huge population. Compensation and benefits processes will be integrated into online banking and transaction systems. Annual appraisals will be replaced by weekly/monthly staff-coaching meetings via video conferencing and appbased assessments. Facing such drastic changes, HR needs to adjust its traditional mindset from a labour-intensive linear processdriven enterprise to an information-focused, multidimensional simultaneous interactions business model. To cope with the new job nature, it needs to improve its IT literacy to be part of the business. Taking up the profit and loss statement (P&L) responsibilities will be a good start and will help HR people to think like a business owner.

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C OL L I N L A M REGIONAL DIRECTOR OF H U M A N R E S OU R C E S A N D A DM I N I S T R AT I ON , FA N TA S T I C N ATU R A L C OS M E T I C S L I M I T E D ( FA N C L ) 十年後，人力資源管理將不再是一個獨立的部門，而是企業策略團隊的一部分。人力資源管理人員將不再是企業的看管人或執行人員，而是需要具備系統、營運、銷售及業務方面的經驗。全賴先進的科技，人力資源管理工作不再局限於辦公室內，而是變成流動工作模式。只要人力資源管理人員能夠連接公司的數據庫，便可透過手機或手提設備進行日常業務操作。大多數員工的行政事務將由員工自行處理，類似於電子銀行服務，處理時間將縮減50％。面對面的培訓將不再需要，無論是一個人或一千人，通過影片／數碼平台分享與學習知識將會成為主流。招聘會可在網上人工智能評估工具的幫助下進行，然後展開網上「面試」流程。人員管理流程將變得更有效率，本地團隊只會在必要時負責處理行政事務而已。國際流動人員之間的唯一障礙只剩下語言。人力資源管理專業人員中的精英團隊將管理龐大的員工團隊，薪酬和福利處理流程將納入網上銀行及交易系統之中。每週／每月的員工培訓視頻會議及應用程式評核將取代年度考核。面對如此劇烈的變化，人力資源管理人員必須改變傳統思維，從勞動密集型線性流程導向企業，轉變為以資訊為中心的多維度同步互動商業模式。為配合新的工作性質，提升資訊科技專業知識成為他們其中一項任務。接管損益表（P＆L）的編製職責將會是一個好的開端，並有助人力資源管理人員從一位企業老闆的角度思考。

T H E F U T U R I S T « SPECIAL FEATURE

T H E CHANGING W OR LD OF HR 不斷變化的人力資源管理

K I T FAN CORPO RAT E H EAD O F HUMA N RES O U RCES, TH E HONG KONG AND CH I NA GAS COM PANY L I M I T ED (TO W NG AS) 從事人力資源管理行業多年，我親眼目睹了人力資源管理功能的多次轉型。從人事行政管理、以至今時今日的所謂人力資源管理業務夥伴。在未來十年，人力資源管理將更加專注於提供策略諮詢服務，包括專業技術指導、指引、以及制定人力資源規劃。當中涉及企業文化建設、人力資源及繼任人規劃、組織架構及策略、以及人員發展行動規劃、僱主品牌建設、人才招攬及聯繫等等，以實踐業務策略。一些人力資源管理工作，如招聘、績效管理、培訓等，將逐漸下放給部門經理負責。這些未來的變化可能是以下原因造成： • 面對競爭日益激烈的環境，必須作出迅速的業務決策。 • 員工普遍接受過更好的教育，而且擁有更多技能，因此可培訓部門經理來處理一些日常人力資源管理事務。 • 可透過科技整合員工數據，讓人力資源管理人員對公司員工有更全面的了解，讓部門經理能夠處理一些日常人力資源管理工作，企業人力資源管理人員便可專心處理員工的關鍵訊息。除企業及其行業外，對外部環境的認識，包括科技、經濟、社會及政治環境的發展趨勢，對人力資源管理人員變得更為重要。隨著互聯網及社交媒體的普及，人力資源管理人員可廣泛而迅速地獲取這方面的知識。只活在人力資源管理的世界是難以有效管理員工。此外，不同年代的員工有不同的心態，人力資源管理人員必須對外部環境有更廣泛的認識，以及深入了解社會、政治、環境及技術問題對企業及人才策略的影響。

Having worked in the HR field for many years, I have witnessed the transformation of the HR function several times – starting from personnel administration to what we commonly call an HR business partner nowadays. In the coming 10 years, HR’s role will be more focused on the strategic advisory aspect of providing expertise direction, guidance and setting the plan on manpower resources. Th is includes company culture development, manpower and succession planning, organisation structure and strategy, and action plans on people development, employer branding, talent acquisition and engagement, etc, to support the attainment of business strategy. Certain HR work, for example, recruitment, performance management, training, etc, will be more and more delegated to line managers. These changes for the future may be the result of the following reasons: • Business is demanding fast responses to meet increasing competition. • People are generally better educated and more skilled. Line managers can be trained to have the competency to handle some HR operational matters. • With the help of technology, employee data can be consolidated which provides HR an overall picture of the workforce in the company. Th is enables the delegation of some day to day HR operation work to line management, while corporate HR will not lose sight of the key information of the workforce. Apart from the business and its industry, knowledge of the external environment, including trends in technology, economic, social and the political environment, will become more important to HR professionals than today. With the widespread use of the internet and social media, this knowledge is widely and quickly available. HR will not be able to manage the workforce effectively if it only stays in the HR world. In addition, the different mindsets of various generations in the workforce makes it essential for HR to have a broader knowledge of the external environment and how the social, political, environmental and technological issues impact on the business and the people strategy.

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THE FUTURIST

IT’S ALL ABOUT T HE E X P E R IE NC E 一切在於體驗 The customer experience is a big part of the banking business, and when it comes to managing talent, providing an excellent employee experience is just as important. In the past decade, employers have spent a lot of effort on engagement surveys to try and fi nd out what employees want and the best ways to engage them. With the use of big data and technology, the next decade will be the age of the employee experience, and how HR can respond, drive and reimagine that experience. With access to more data, the use of social media and the intranet to collect feedback from employees, the forecast that HR makes will be more evidence-based. Sometimes employee surveys may not be able to get employees to reveal what they care most about, but an analysis of big data will be able to help create policies that have the best chance of enhancing the employee experience. Technology has led to an increase in productivity, but it has also brought new challenges. Privacy issues will be something that employers need to deal with when they are collecting employee data to make forecasts. A balance needs to be struck between collecting useful data and protecting the privacy of employees. Looking to the future, the demand for talent in the banking sector will be more diverse than it is today. Banks need to be more multi-disciplinary, as fi nancial services will be more than just fi nance and branch out to cover the whole ecology of a customer’s needs. A customer centric design mindset is essential. The future of banking will be to bank less and live more. To achieve this goal, banks will be hiring more talent with social science, data science, engineering and other backgrounds. Finally, HR will also go paperless, as most of the operations will be done digitally. Employee benefits and communication will be personalised based on individual needs.

SHARON CHENG Y EE CH I NG MANAGING DIRECTOR, HEAD OF HUMAN RES O U RCES, HO N G KONG A ND CH I NA D BS BA NK (HONG KO NG )

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銀行業相當重視客戶體驗，而對於人才管理來說，提供一流的體驗同樣重要。過去十年，僱主花費大量心力來進行調研，試圖了解員工想要甚麼，以及聯繫員工的最佳方式。運用大數據及技術，未來十年將會是員工體驗的時代，人力資源管理的焦點在於如何處理、推動及重新打造這些體驗。透過獲取更多數據、社交媒體應用、以及從內聯網收集員工意見，人力資源管理的預測將更加有據可依。員工意見調查有時可能無法反映出員工最關心的是甚麼，而大數據分析將有助建立能夠增強員工體驗的最佳政策。科技能提高工作效率，但同時亦帶來了新的挑戰。收集員工數據來進行預測時，私隱問題將會是僱主必須面對的問題。因此，必須在收集有用數據與保障員工私隱之間取得平衡。展望未來，銀行業對人才的需求將會變得更多元化。銀行必須提供更多元化的服務，金融服務將不僅是處理財務事宜，更涵蓋整個客戶生態的需求。以客為本的設計思維是必不可少的。銀行業將會變得更生活化，為實現這一目標，銀行需招聘更多擁有社會科學、數據科學、工程等背景的人才。最後，大部分的人事業務操作將變得數碼化。按員工個人需要制定個人化福利及溝通政策。

T H E F U T U R I S T « SPECIAL FEATURE

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THE FUTURIST

HR’S NEW VIRTUA L R E A LIT Y 人力資源管理虛擬實景 Human resources professionals are generally struggling with either finding or securing a seat on the executive board level to make their presence felt with the added value necessitated by the board and the shareholders. A lot of debates and studies have shown that business partnerships require more than just personnel administration, but instead need to create value to deliver the strategic and innovative solutions to the daily HR topics and issues. In 2026, I anticipate a more balanced generalist approach for HR talent qualifications, with exposure on overall integrated HR methods and tools to help make HR’s life easier and more efficient in its work. Also, HR will continue to be strategic and hands-on at the same time. HR will continue to be bolted down by the daily employment issues and employee relations, but in the future a lot of employee self-service tools will assist employees or management to be more connected, with their choices of benefits in an app to help them deal with medical bills or selecting corporate benefits such as gym membership. Benefits will become highly individualised. Technology is also going to change the way HR works. Waking up in the morning today, HR professionals will be able to flip through mobile devices to look at information stored in the cloud to look at their priorities for the day. In the future, there could be an intelligent chip that is implantable inside the human body, connected to the cloud, allowing individuals to access information through virtual reality (VR) devices. For traditional HR functions such as recruitment, HR professionals will be doing interviews through cyberspace. The experience will be very “real” as though the person is right next to them physically in person. Psychometric tests could be more “3D” or “VR” with technology, as if a real person is asking questions “face-to-face”. There could be more integrated systems or technologies to show all HR analytics and a kind of one-stop shop for HR to generate all the information it needs.

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B E N J A M I N W ON G HUMAN RESOURCES DIRECTOR A S I A PA C I F I C , K N OR R - B R E M S E 人力資源管理專業人士一直苦苦尋求或保障其在執行委員會的一席位，以突顯自己作為董事會和股東左右手的地位。很多辯論及研究表明，業務合作夥伴不僅需要負責人員行政管理，更需要為日常人力資源管理業務及問題提供具策略性的創新解決方案。我預計到了2026年，人力資源管理將更重視各方面平衡的通才，並配合全面綜合的人力資源管理方式及工具，令人力資源人員的生活更輕鬆，工作效率更高。此外，人力資源管理將繼續是策略與實踐並重。人力資源管理人員將繼續管理日常招聘及員工關係事宜，但未來會有很多員工自助服務工具，幫助員工或管理層保持更多的聯繫。他們亦可在應用程式內選擇適合自己的福利，幫助他們應付醫療費用，或自行選擇企業福利，例如健身會籍，福利制度將變得高度個人化。科技亦將改變人力資源管理人員的工作方式。一早醒來，人力資源管理人員將能通過流動設備查看雲端儲存資料，以編排一天的工作流程。未來，有可能在人體植入智能晶片以連接雲端系統，允許個人通過虛擬實景（VR）設備查看資訊。對於招聘等傳統人力資源管理業務，人力資源管理人員將通過網絡空間進行面試。這個體驗將會非常「真實」，就好像面試官真實坐在對面一樣。科技將使心理測試變得更「3D」或「VR」，猶如一個活生生的人在「面對面」問問題。可能會有更多綜合系統或技術來顯示所有人力資源管理分析數據，亦可能會有一站式的人力資源管理商店為人力資源管理人員整合一切所需訊息。

T H E F U T U R I S T « SPECIAL FEATURE

T H E QUI CK FIX TO TA L E NT SHORTAGE 發掘人才的快速方法

面對勞動力老化的挑戰，只聘用全職長期員工不再足以滿足業務需求。僱主需要發掘其他人才來源，以滿足他們的人力需求。 JOBDOH是一個以流動用戶為目標的招聘網站，透過幫助僱主接觸潛在人才，如學生、家庭主婦及退休人士，以滿足僱主的人才需求。 JOBDOH較其他招聘應用程式優勝之處在於透過其其強大的人工智能系統，可以大量減省僱主用於面試的時間。你只需花三十分鐘的時間就能體驗 JOBDOH的高科技如何快速篩選應徵者。 JOBDOH篩選系統按15個範疇為應徵者評分，僱主可根據評分來尋找最合適的人選，不必與應徵者面試。如果僱主想對候選人了解更多，他們可以通過應用程式進行視像面試。每個項目完成後，僱主會為員工作出評級。僱主可以查看應聘者的評級及過往工作經歷，以幫助他們作出明智的聘用決定。 JOBDOH會在篩選過程中向應徵者提出相關的心理測驗問題。資歷最佳的候選人並不一定是最優秀的員工，因此問題集中在候選人的態度及期望。 JOBDOH的系統能夠幫助僱主在三分鐘內找到合適的候選人，其效率是令用戶垂青的另一個因素。曾經試過有員工在招聘廣告刊載一小時後立刻上班。 JOBDOH人工智能系統令一切變得可能。展望未來，我認為透過人工智能系統來選擇最合適的候選人，不僅節省面試時間，亦減少篩選過程中的人為偏見，是未來招聘過程的一個重要環節。

Facing the challenge of an ageing workforce, hiring only full-time permanent workers is no longer sufficient to meet business needs. Employers need to look for other talent sources to meet their manpower demands. With JOBDOH, a mobilefirst online job portal, employers can easily reach out to talent such as students, housewives and retirees. Through the powerful JOBDOH artificial intelligence (AI) system which tops industry standards, the amount of time employers save in screening candidates is unprecedented. Spare 30 minutes for a demo and you will see how JOBDOH technology can turbo-charge recruitment efficiency. The JOBDOH screening system gives candidates a score based on 15 areas. Employers can locate the most suitable candidates based on the score without having to meet them face to face. If employers want to find out more about the candidate, they can conduct a video conference interview through the app. After every project, employers will give a rating to the employee. Employers can see the rating and past employment history of candidates to help them make informed hiring decisions. The questions that JOBDOH asks candidates in the screening process are based on proven psychology. Knowing that candidates with the best qualifications doesn’t necessarily mean they are the best employees, the questions focus on the attitude and eagerness of candidates. The efficiency of JOBDOH is another factor that impresses users. The system is able to help employers find the right match in three minutes. There are cases where staff showed up for work an hour after the job advertisement was put up. All of this is made possible with the advanced AI of JOBDOH. Looking forward, I think using AI to select the most suitable candidates is an integral part of recruitment in the future. Not only does it save time with interviews, it also eliminates human bias in the selection process.

X A N I A WO NG CEO , JO BD O H

Q2 2016 « Human Resources Hong Kong « 33

SPECIAL FEATURE »

THE FUTURIST

FUTURE HR SKILLS AND CAPABILITIES 不斷轉變的工作環境 What brought us success in the past will unlikely be enough to bring us success in the future. If you recall decades ago when HR was then called “personnel”, we were only administrators offering support services such as hiring employees or processing payroll or benefit claims. Over the years, we have proven our value beyond just a personnel function. Today, we drive employee performance. We shape an organisation’s culture. We lead businesses through changes and transformations. HR now has a regular seat in the boardroom, a true landmark in recognition of our strategic importance to businesses. As I look into the future, there are several opportunities for us to seize through enhancing our skills and capabilities to deliver innovative HR solutions. We live in an era where almost everyone is connected digitally. As progressive HR professionals, we need to be digitally literate and evolve our work to stay ahead of the trends. The next space requiring a digital revolution will be in talent acquisition, where HR needs to learn and perform like digital marketers. Digital marketers tailor promotional offers and push them through selected digital platforms that best reach targeted customer segments to drive sales; the same way we could take to create customised recruitment messages and deliver them digitally to reach potential candidates who are otherwise passive job seekers. HR also needs to elevate its analytical capability as comparable with data scientists so our decisions and HR plans are educated, informed as well as fact-based. The discipline of ethnographic research, which studies the customers experience journey, is becoming very popular in product or service design. Although this research approach has not been widely explored in HR yet, I see great potential in applying it in HR, for example, in the employment experience of job applicants or the onboarding experience of new hires. Ethnographic research is definitely a new capability worth acquiring because it will enable us to make better insightsdriven decisions.

JAN ET MAN SENIOR DIRECTOR TALENT & D IVERSITY HIGH G RO W T H MARKET S & F OUND AT I O NAL ( ASI A ), MC DONAL D’S

34 » Human Resources Hong Kong » Q2 2016

以往行之有效的方式未必適用於未來。還記得十年前，當時人力資源管理被稱為「人事部」，我們只是提供支援服務的行政人員，例如招聘員工、計算薪酬或處理福利索償。經過多年的時間，我們已證明了我們的價值不僅在於處理人員事務。現時我們推動員工績效，塑造一個企業的文化，並通過變化及轉型帶領業務發展。人力資源管理人員現時在董事會佔一席位，正好展示了我們在企業中的重要位置。展望未來，我認為我們可透過提升技能及能力來把握機遇，以提供創新的人力資源解決方案。現時我們身處網絡時代，幾乎人人都互相連接。作為不斷進步的人力資源管理專業人士，我們必須掌握數碼知識，並改變我們的工作方式以保持領先優勢。人才招聘會是下一個需要進行數碼革新的業務範疇，人力資源管理人員需要學習成為數碼市場推廣人員。數碼市場推廣人員會度身定制宣傳活動，並透過最能接觸目標受眾的特定網上平台來推動銷售。我們亦可以相同的方式度身定制招聘廣告，並透過網絡接觸潛在的被動求職者。人力資源管理人員亦要將其分析能力提升至數據科學家水平，使我們的決策及人力資源管理計劃能夠以事實、科學證據及數據為依歸。產品或服務設計現時經常透過人類學研究來了解顧客體驗旅程。儘管這種研究方法仍未廣泛應用至人力資源管理，然而我看到當中的巨大潛力，例如可用於研究求職者的求職體驗，或者新員工的入職體驗。人類學研究讓我們可以根據洞悉作出更好的決策，絕對是一項值得學習的新技能。

T H E F U T U R I S T « SPECIAL FEATURE

T R A NSFO R M ING THE HR FUNCTION 人力資源管理的轉型

AG NES CH AN DIRECTOR OF HUMAN RESOURCES, INT ERCONTINENTAL G RAND STA NF OR D H O NG KO NG 人力資源管理要從一個輔助部門轉變成為一個戰略合作夥伴，我們不能再只是簡單地處理行政事務，並單純地遵從業務部門的人才招聘要求。人力資源管理人員如今需要從事的並非業務活動，而是改革活動。從事業務活動是指我們主要參與行政工作，如招聘及人才挽留。轉型後的人力資源管理人員應參與策略性、具遠見、積極及全面的活動，而這些活動應有助企業改變及進步。轉型後的人力資源管理部門將為公司的未來作出重要的貢獻，並致力於參與推動企業進步的活動。例如，轉型後的人力資源管理部門將參與「人才管理」，比單純招聘及挽留人才更全面綜合。心態是當中的一個關鍵。轉型後的人力資源管理部門具有「我可以」的心態，有助構思主意，並推動有利於創意及革新的改變，而非單單專注於管制及監督業務部門。這一理念將使員工變得更有效率，通過科技及創意來成長，以最好的方式為企業作出貢獻。酒店業對年輕一代並非特別吸引，因此酒店經營者需要跳出固有思考模式，以迎合現今求職者的期望。幸好隨著技術的應用，我們能夠大大提升員工的體驗。透過科技，主管可定期提供即時反饋。例如，管理人員可以透過影片錄下他們的要求及意見，並示範一些最佳實踐方式，讓員工空餘的時間觀看。酒店業講求提供一流的服務，當中需要一流的員工來實現這一目標。這種持續的績效評估方式能不斷提升服務水平，推動改變，並幫助員工更快地進步。

For human resources to move from a support function to a strategic business partner, we can no longer simply just take care of administrative duties and follow solely the requests of departments on their talent demand. Nowadays, HR needs to engage in transformational activities rather than transactional activities. Being transactional means we are mainly involved in administrative duties such as the primary important activities of recruiting and retention. For transformational HR, it should be involved in activities that are strategic, forward-thinking, proactive and comprehensive. These initiatives should help change and improve the organisation. A transformational HR department will be an important contributor to the company’s future and will be engaged in activities that will help move the organisation forward. For example, the transformational HR department will be involved in “talent management”, which is more holistic and comprehensive compared with recruiting and retention. Attitudes make a difference for a transformational HR department. A “can do” attitude of the transformational department contributes in the brainstorming process to build on ideas and make changes that foster creativity and innovation rather than focusing on the policing and monitoring attitude of the transactional department. Th is philosophy will allow employees to be resourceful; adopting technology and creativity to grow, improve and contribute to the organisation in the best way possible. The hotel industry is not a particularly sexy industry among the younger generations so hoteliers need to think out of the box to live up to the expectations of today’s job seekers. Fortunately, with the use of technology, we are able to greatly enhance the employee experience. With the use of technology, supervisors can provide instant feedback on a regular basis. For example, managers can record on video their requirements and feedback, along with some best-practice demonstrations, for employees to view in their free time. The hotel industry is about delivering great services and you need great people to achieve that. Th is ongoing performance review approach is able to promote service standards consistently, inspire changes and help people improve more quickly.

Q2 2016 « Human Resources Hong Kong « 35

EVENT UPDATE

Roundtable Luncheon for Employers & Students, by CUHK Business School 香港中文大學工商管理碩士課程人力資源圓桌午餐會議 Dedicated individuals climbing the career ladder are always looking for ways to upgrade themselves. Doing a MBA programme to enhance one’s knowledge and expand their professional network is one of the most popular choices for high-ﬂying talent to take another step forward in their career. To help MBA graduates build connections and get a better idea of how to excel in today’s job market, the Roundtable Luncheon for Employers & Students organised by CUHK Business School is for MBA graduates to meet with top HR executives. 36 » Human Resources Hong Kong » Q2 2016

The event, held on 3 March at The Mira Hong Kong, saw more than 40 senior HR executives from multinational corporations such as DBS Bank, DKSH, Oracle, Yahoo and more. After the audience had heard from professor Michael Ferguson, associate dean (graduate studies) and director of CUHK MBA Programmes, who extended to all the guests a very warm welcome on behalf of CUHK MBA Programmes, Mike Walsh, CEO of Asia Jet and board of governor of Asian Business Aviation Association (AsBAA), kicked off the event with his presentation on the prospects and challenges of the private jet business.

EVENT UPDATE

有意攀上更高職業階梯的人士經常尋找各種方法來自我增值。修讀工商管理碩士（MBA）課程能夠增進知識，拓闊人際網絡，是準備在其職業生涯中展翅高飛的人才的最佳選擇之一。為幫助MBA課程畢業生建立聯繫，並更好地了解如何在當今就業市場上脫穎而出，香港中文大學工商管理碩士課程舉辦人力資源圓桌午餐會議，讓MBA畢業生有機會親身接觸人力資源高級管理層。該活動於3月3日假The Mira Hong Kong酒店舉行，邀請了40多位來自星展銀行、大昌華嘉、Oracle及雅虎等多家跨國企業的高級人力資源管理人員參與。香港中文大學工商管理碩士課程主任Michael Ferguso教授致歡迎辭後，Asia Jet行政總裁兼亞洲公務航空協會理事會主席Mike Walsh率先講述私人噴射機業務的前景和挑戰。根據他多年的管理業務經驗，Walsh建議畢業生在面試時要有信心。他說 :「很多人都缺乏信心。主導面試的是人，他們很可能從見面開始的頭30秒就會對你作出判斷。如果你手震、掌心出汗、並沒有對公司作

Based on his years of experience in running businesses, Walsh advised graduates to show confidence during job interviews. “A lot of people are lacking confidence. Interviews are being conducted by human beings and they are likely to judge you in the first 30 seconds they meet you. If you are shaking like a leaf with sweaty palms and have not done the basic research on the company, you are out,” he said. Next, Kevin She, co-founder and CEO of SC Storage, told attendees about his unusual approach towards hiring. “My managers are always asking me to hire smart people, but the reality is we are not able to offer competitive salary packages to retain those talent. The solution to this problem is setting up a really simple system that even less talented individuals can work on,” he said.

The last keynote speaker, Chow Shing Yuk, founder and CEO of EasyVan, shared his challenges in managing talent in a technology start-up. “My job as the CEO is to get more people to believe in my vision and that is never an easy thing to do. In the technology start-up business, nobody remembers the runner-up, just like in the Olympics, people only remember the gold medallist. You have got to be the ﬁrst in your sector to be successful,” he said. After the keynotes from the CEOs, students and guests were engaged in a roundtable discussion on HR while lunch was being served. Through fruitful discussions, students were able to have a better understanding of the employment trends in Hong Kong and the Asia Paciﬁc region and gain useful insights on building their career.

基本的調查，你將會被踢出局。」下一位講者，時昌迷你倉創辦人及行政總裁時景恒，分享了他對招聘的獨特看法。他說 :「我的經理總是要求我僱用聰明的人，但現實是，我們無法提供有競爭力的薪酬留住這些人才。這個問題的解決方案，是建立一個非常簡單的系統，即使天賦不高的人也可以掌握。」最後一位講者EasyVan創辦人及行政總裁周勝馥分享了他成立科技初創企業的挑戰。他說:「我作為行政總裁的工作就是讓更多的人相信我的理想，這不一件容易的工作。在科技初創企業的領域，沒有人會記得亞軍，就像在奧運會上，人們只記得金牌得主。你得拿第一才能獲得成功。」三位行政總裁演講結束後，學生與嘉賓共晉午餐，並同時進行人力資源管理圓桌討論。經過充實的討論後，學生們能夠更好地了解香港及亞太地區的就業趨勢，並獲得有用的見解來規劃自己的職業生涯。

Q2 2016 « Human Resources Hong Kong « 37

CAREERS » Personal development 個人發展

uptheranks Tracking HR’s industry moves 跟蹤人力資源行業動態 Who: Wendy Koo From: AIDS Concern To: AIDS Concern AIDS Concern has appointed the head of HR Wendy Koo to head of corporate partnerships, but she will continue in a HR role as well. She will carry out the dual role of marketing and CSR. “This is a combination of a role aimed at creating synergy between AIDS Concern and corporates to achieve a win-win result,” she told Human Resources. As she now wears two hats, she credits her HR colleague in taking on a part of the HR role. “Fortunately, my teammate in HR can handle most routine HR functions independently. My role in HR, thus, becomes more about consulting and providing directions on key issues,” she said.

Who: Tony Reynolds From: Cathay Paciﬁc To: Cathay Paciﬁc Tony Reynolds has moved from his previous role as head of talent acquisition and workforce planning with the airline to the head of employee experience. In his new role, he will be responsible for setting direction and overseeing the development of frameworks, initiatives and experiences across the employee life cycle. His goal is to ensure the Cathay employee experience supports the execution of the airline’s business goals. “I manage the employee experience team’s priorities that include establishing a new employee value proposition for Cathay; mapping the desired employee experience journey; and then focusing on executing a joined-up signature employee experience at every touch-point,” he said. He will report to people director Tom Owen.

人物: Wendy Koo 從: 關懷愛滋

人物: Tony Reynolds

至: 關懷愛滋

從: 國泰航空有限公司

關懷愛滋任命人力資源總監Wendy Koo領導企業合作夥伴關係，她同時會繼

至: 國泰航空有限公司

續兼任人力資源的角色。

Tony Reynolds已經從才招聘和人力資源規劃主管晉升為員工體驗主管。

她將兼顧營銷和企業社會責任兩方面的工作。

在他的新角色，他將負責制定方向和監督整個員工體驗的框架。

「我身兼的兩個職能，旨在創造關懷愛滋和企業之間的合作，實現雙贏的局

他的目標是確保國泰員工體驗，與航空公司的業務目標一致。

面。」她告訴人力資源雜誌。由於她現在身兼兩職，人力資源的同事將協助人力資源的工作。「幸運的是，我在人力資源的隊友能夠獨立處理大多數日常的人力資源功能。

「我管理的員工體驗團隊，工作重點包括建立一個國泰新員工的價值，塑造員工想要的體驗之旅，然後專注於執行一個全面的員工體驗政策。」他說。他將向人事總監Tom Owen匯報。

我會更多集中在諮詢和提供解決問題的方向。」她說。

personalgrowth 3 WAYS TO TELL IF YOUR STAR EMPLOYEE IS ABOUT TO QUIT Akankasha Dewan explains how do you know if your best employee is thinking about moving on. 1. They’re constantly performing well Top performers and innovative employees are unique in that they will begin considering a new job simply if they feel “underused.” Almost all top performers want to be continually challenged, as well as to make a major contribution. As a result, managers need to be aware that once a top employee feels that their skills are either eroding or that their talents are being underused, they will likely begin considering leaving.

洞悉明星員工準備辭職的三種方式 Akankasha Dewan解釋如何得知你的最佳員工正考慮離職？ 1. 他們一直表現良好表現最佳及最創新的員工一旦感到「不受重用」，便會開始考慮尋找一份新的工作。幾乎所有的優秀員工都希望不斷接受挑戰，並為企業作出重大貢獻。因此管理層需要注意，一旦頂尖員工認為他們的技能正被磨蝕，又或者他們的才華沒有被充分發揮，他們很可能會考慮離開。

2. Talk to their colleagues And here’s how you can tell if they feel they aren’t being challenged enough – their colleagues.Dissatisfied employees sometimes drop hints that they’re looking to make a change – and the easiest ways to drop these hints is through the office grapevine. 3.Conduct “stay interviews” First step is to identify what you enjoy reading about, and then find the best time and way to do it. The in-depth perspectives and examples I get from reading more not only make my conversations more fun, but also help me strengthen my resolve against unnecessary distractions.

38 » Human Resources Hong Kong » Q2 2016

2. 跟他們的同事溝通可以從他們的同事口中得知他們是否覺得工作不夠挑戰性。感到不滿的員工有時會暗示他們希望尋求轉變，而最簡單的方法是通過辦公室的小道消息傳出去。 1. 進行「留任面談」許多公司透過離職面談來找出個別員工離職的原因。但更好的方式是採取主動，進行所謂的「留任面談」。留任面談透過簡單的一對一非正式會談，以了解個別員工繼續在公司留任的主要原因，從而加強這些重要因素。信任換來信任，如果你相信員工總會告訴你他們對工作的真正感受，你的員工亦不會辜負你的信任。

Good reads to improve your business life 提升職業生活的好書

shelflife 閱讀人生

Pick of the quarter

Top Dog: Impress and Influence Everyone You Meet Andy Bounds, Richard Ruttle Wiley S$ 24

A bbig ig part of a HR leader’s job is to iin int nteract and negotiate with people. This interact can range from convincing business leaders to buy into their next big initiative or keeping employees satisﬁed. Having to be in countless meetings and negotiations throughout the work day can be exhausting, especially if the conversations don’t go the way one wants. In this book, authors and communication experts Andy Bounds and Richard Ruttle will help readers achieve more from their conversations with others in every type of interaction – from socialising, networking, interviews and even negotiating a pay rise – through instructive and thought-provoking content, relevant to both beginners and seasoned professionals.

her achievements. Neither approach works. One of you bores or frustrates the other. So it’s best to have a broad plan as to how you want the meeting to run – page 76.

人力資源管理領袖的一項主要工作，是與人互動及談判，當中包括說服企業領袖接納他們的下一項大方案，又或者令員工感到滿意。每天應付無數的會議及談判可能會感到疲憊不堪，尤其當對話進行得不太順利的時候。本書作者兼溝通專家Andy Bounds及 Richard Ruttle將透過有建設性及發人深省的內容，幫助讀者在社交、網絡交流、採訪、甚至談判加薪等每一類與人的互動中取得更好的成果，適合初學者及經驗豐富的專業人員參考。金句收藏很容易便會說得太多，尤其當你緊張的時候。令

Bookmark this! It’s easy to talk too much. Especially when you’re nervous. Annoyingly, it’s also easy to talk too little, and become a nod-along beta dog. Especially when an executive uses your meeting to expand on

人煩惱的是，很容易便會說得太少，變成一個應聲蟲，尤其當行政人員利用你的會議來炫耀自己成就的時候。這兩種方法都沒有成效，只會令其中一方感到煩悶。因此，最好有一套廣泛的計劃，規劃你理想的會議進行方式。第76頁。

Bulletproof: Building Better Employee Benefits is the responsibility of an employer to educate and engage so people are able to consider the impact. It is the responsibility of an employee to demand enough information to understand the protection being provided. – page 110.

面對目前人才緊缺的局面，愈來愈企業以員工福利作為吸引僱員及挽留頂尖人才的重要策略。隨著勞動力變得更加多元化及流動，一刀切的福利政策已不合時宜。本書作者Danielle Warner揭示了人力資源管理領袖如何創建一套可持續發展的穩健員工福利政策，不僅能得到花紅作為回報及顯著提升投資回報率，同時加強對高級人才的挽留、帶動團隊士氣、以及提升企業僱主品牌形象。金句收藏 Photography: Fauzie Rasid

Danielle Warner Artemis Speaks S$ 24 In today’s situation of talent shortage, organisations are increasingly including staff benefits as part of their value proposition to attract employees and retain top talent. As the workforce becomes more diverse and mobile, it becomes clear that a one size- fits-all employee benefits plan no longer makes the cut. In the book, Danielle Warner sheds light on how HR leaders can create a sustainable and strong employee benefit proposition, which will not only pay back in dividends and generate incredible return on investment, but also increase the retention of top talent, drive team morale and elevate the organisation’s employer brand.

這是一種雙向責任，僱員與僱主都必須做好本分。僱主

Bookmark this! There is a dual responsibility here and both employee and employer must own their part. It

須向員工進行教育及溝通，讓員工考慮當中的影響。僱員須要求足夠的訊息，以了解公司為其提供的保護。第110頁。

Q2 2016 « Human Resources Hong Kong « 39

LAST WORD

Do bosses think letting employees worry about their children while they are working in the ofﬁce is good for motivation, asks Anthony Wong.

Meghann Foye, author of the novel Meternity, recently stirred up controversy, by writing in New York Post that she felt “envious when parents on staff left the office at 6 p.m. to tend to their children, while it was assumed co-workers without kids would stay behind to pick up the slack. The 38-year-old felt she deserves “me-ternity” leave to relax. Countering her point was New York Post writer Kyle Smith, who pointed out that working parents should be credited for nurturing the next generation of taxpayers, “who will be funding the retirement of people like the childless/childish Meghann Foye.” While both writers had their share of followers and opponents, the debate in itself is an interesting one, as a issue quite relevant to Hong Kong. it explores an Fundin the retirement of current working Funding professiona through the next generation of tax payers professionals th point in Hong Kong, given that retirees is beside the get no more than a few hundred bucks of fruit money O Age Allowance colloquially known as) as (what the Old their retirem retirement fund. In my ppersonal view, local parents certainly mi if their childless co-workers “fetch us wouldn’t mind lattes daily aand offer to do light housekeeping,” as Kyle write as they (we) in Hong Kong could certainly Smith writes, su use more support. a a new parent in Sweden, you will enjoy If you are more than a year of parental leave. If you live in the UK, you and your spouse are entitled to 50 weeks of leave. But in Hong Kong, new mothers get 10 weeks of leave and fathers – a mere three days. bos think letting employees worry about Do bosses their childre children while they are working in the office is good for the their motivation and engagement? From 1 May this year, HSBC began offering new mothers an increase in paid maternity leave from 12 weeks to 14 weeks. Paternity leave was extended w to two weeks. from one week The cit city certainly needs more employers like that. Howev to create a family-friendly workplace, However, offe leave is not enough. merely offering More eemployers should consider providing parents in H Hong Kong the option to work from home thei children are not feeling well. I believe in in case their th employees in this way, they will find caring for their convincing evidence that it goes a long way in retaining attracti talent. and attracting

讓全職父母鬆一鬆最近有一位雜誌主編的文章，引發了全職父母是否在利用他們的孩子作為上班遲到早退藉口的辯論。小說《Meternity》的作者Meghann Foyer寫道，有孩子的同事下午6點就離開辦公室，理所當然讓沒有家庭的同事收拾殘局。這位38歲的單身貴族認為她應該享有「Meternity」休假去鬆一鬆。但紐約郵報專欄作家 Kyle Smith對這說法不以為然。 Smith說Foyer應該感謝有孩子的同事，因為他們散盡千金養育孩子成為下一代的納稅人，來維持Foyer 的退休生活。他甚至說無兒無女的同事應該膜拜全職父母。在香港，退休人員獲得的退休保障不過是區區幾百元的「生果金」，所以這說法與我們關係不大。我想全職父母不會在意沒有孩子的同事會否膜拜他們，但他們的確需要更多的支持。如果你是一位在瑞典的新手父母，你將享受超過一年的父母假期。如果你住在英國，你和配偶有多達50 個星期的父母假期。但在香港，在職媽媽只有10星期的假期，而父親僅有三天。難道老闆認為把員工留在辦公室，讓他們擔心在家的孩子，能令他們的工作更有效率？從5月1日起，匯豐銀行把母親帶薪產假從12週增加到14週。男士侍產假從一周延長到兩個星期。這個城市肯定需要更多這樣的雇主。但是，要創造一個家庭友好的工作環境，僅僅提供休假是不足夠的。僱主應考慮提供父母在家工作的安排，讓他們照顧不舒服的孩子。我相信，以這種方式關懷員工，能有效留住和吸引人才。

anthonyw@humanresourcesonline.net 40 » Human Resources Hong Kong » Q2 2016

Photography: Evisu Yip

Time to give parents a break

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